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Future of Work 2024: Predictions For The Year Ahead (Part I)

Business LeadershipContingent WorkforceDirect SourcingDiversity and InclusionGeneral InsightsHRSolution ProvidersTalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

It’s that time of year again when we leverage our insights and experiences from the year that was to effectively look forward to the months ahead. The Future of Work Exchange is excited to share a variety of commentary from thought leaders and executives from across the industry. Today is the first in a multi-part series that will run through the end of next week.

“In 2024, we will see real examples of total talent management (or total workforce optimization) where organizations use newly available tools to get visibility into their entire workforces and use that to drive both better decision-making and to ensure compliance with an increasingly complex regulatory environment.” – Brian Hoffmeyer, SVP of Market Strategies, Beeline

“The Future of Work demands a cognitive contingent workforce management platform, a central nervous system for talent that orchestrates every channel. This platform won’t just hire; it will predict, adapt, and learn — anticipating your needs and delivering the right talent, right when you need it. Human expertise augmented by AI will create a workforce that’s nimble, responsive, and thrives in a constantly evolving landscape.” – Vidhya Srinivasan, Chief Product and Marketing Officer, Magnit

“2024 will be the year that differentiated talent sources start to become more accessible through a single point of entry. VMS platforms, Direct Sourcing platforms, and Marketplace aggregators will become better integrated, allowing organizations to have more coordinated access to all types of contingent labor (contract, consultant, gig, freelance, SOW).” – Kevin Leete, Senior Director of Sales, WorkLLama

“The contingent labor market presents the greatest opportunity for disruption. Over the past decade, we have seen only incremental changes as the value of this workforce segment is increasingly recognized. The need for agility will only continue to grow and when paired with increasing talent shortages, organizations need to broaden their view and approach to ensure their workforce strategies will be both competitive and sustainable.” – Amy Doyle, Global Leader, SVP, Talent Solutions TAPFIN

“AI will benefit the workforce by creating more jobs, improving efficiencies, and powering our imagination to rethink how we work.” – Sunil Bagai, CEO, Prosperix

“In 2024, we expect to see RPO making a comeback and more organizations will leverage their employer brand to attract and engage contingent labor through technology-enabled talent communities and direct sourcing. Unsurprisingly, services procurement is also high on the agenda, given it represents a largely untapped opportunity for procurement to drive huge strategic and efficiency gains as well as cost savings. All of this will pave the way for a more integrated approach to workforce solutions and dare I say it, possibly even total workforce solutions.” – Sara Gordon, SVP Client Relationships, Guidant Global

“Everyone loves a good headline and nowhere more so than tech, where we were inundated in 2021-22 by stories of ‘Quiet Quitting’ and the ‘Great Resignation,’ and of course, the ubiquity of remote work in a COVID-informed knowledge work ecosystem. First, let’s not forget that from the vantage point of the supply chain, most of the talent that support this incredibly robust ecosystem have been working onsite without interruption before, during, and after the pandemic. But for traditionally office-based professionals, a lot has changed in 2023. The pendulum has swung away from white-collar talent and if not directly toward employers, then to somewhere abstract that seems relatively inaccessible to either party. The ‘Great Resignation’ has been replaced by the ‘Great Reckoning’ – a realization that forcing computer-reliant workers back to the office, when they’ve proven historically that they can be effective working remotely – will result in neither increased satisfaction nor increased productivity.

Also, all these RTO mandates conflate work volume with visibility and suggest a level of short-term memory recall. Back before the pandemic, in tech at least, we spent most of our time in an office, but we weren’t particularly heads-down. There were a lot of lunches out, a lot of chit chat in meeting spaces, and a lot of running out midday to go to the gym, meaning that productivity can be higher when those things aren’t a convenient option. That being said, the concept of culture in a world of remote knowledge work is tricky, for precisely that reason. People are working incredibly hard remotely, grinding as it were, without being able to interface with people face-to-face or separate their home and work worlds. That leaves us collectively on the precipice of burnout and contributes to an already epidemic amount of loneliness. For 2024 I predict a radical refocusing on creating cultural connection, leveraging technology and the platform ecosystem to generate and cultivate stronger bonds between people, greater alignment and efficiency, and an increasing level of honesty and authenticity around the concept of identity and fulfillment within a professional context.” – Vinda Souza, VP of Corporate Communications, Employbridge

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Fractional Executives Filling Critical Leadership Gaps, Part 2

General InsightsTalentTalent AcquisitionUncategorized by John Yuva on

We return today with part two of our fractional executive series. In part one, we explored how the evolving workplace trend of fractional executives is a game-changer for businesses in need of C-level leadership expertise and insight.

Sharing their own experiences around this trend was John Healy, chief executive with Whrrr Work (formerly VP and managing director for Kelly), and Neha Goel, a fractional CMO with the Rippler Group (formerly CMO and VP of marketing for Utmost). Both return in part two where we look at when and how to engage a fractional executive.

As discussed in part one, a fractional executive serves as a flexible and on-demand approach to talent acquisition. Whether it’s a role such as a chief marketing officer (CMO) or chief procurement officer (CPO), businesses now have scalable talent options to execute critical programs and initiatives.

In part two, we’ll look at what to consider when choosing a fractional executive and how these leaders can best support businesses.

Fractional Doesn’t Mean Insignificant

Despite the term, a fractional executive leads, advises, and supports their client’s business with the same tenacity and resolve as a permanent member of the leadership team. In fact, without such expertise, a business may be facing failure. This is all the more reason why the selection process must be rigorous (check out CPO Rising’s decision tree “Do You Need a Fractional CPO”).

Businesses have several considerations when choosing a fractional executive, says Goel. She notes the specific expertise required, an executive’s track record or experience with similar companies, the scope and duration of the project, as well as the company’s budget. “It’s also important to define clear objectives and KPIs to ensure the engagement’s success,” adds Goel.

Healy couldn’t agree more. Holding a fractional executive accountable for agreed-upon results is essential. It’s what separates choosing a fractional leader versus an external consultant or advisor. “Whether engaged as a freelancer or as a part-time FTE or via an external service provider, both parties need to take the time to define and agree on expectations — even when one of those expectations is to develop answers to the unknown,” he says.

However, equally important, and sometimes overlooked, is the cultural fit between the executive and the existing leadership team, says Goel. Cultural fit, along with other criteria that are critical when making a permanent hiring decision, should carry the same weight when deciding on a fractional executive. The consequences are just as damaging.

Support From Within

You have decided to hire a fractional executive and identified the must-haves as part of the selection process, but how can this leader best be leveraged in your business? While many fractional executives work remotely, they understand the criticality of in-person leadership and engagement. Still, how can businesses best utilize fractional leaders during their assignments? What areas of support are most conducive for such leaders?

Goel provides a few areas where fractional leaders can deliver the most value:

  • Providing strategic leadership. At the top of the list is strategic leadership, which is generally the impetus for engaging a C-level executive. However, ensure collaboration between a fractional executive and other members of the leadership team. Decision-making in a vacuum is not a valuable outcome.
  • Driving key projects. Utilize the leader’s expertise to help determine strategic trajectories and projects to achieve objectives. Fractional executives should be the driving force behind key projects but not necessarily involved in the execution. Instead, they are monitoring progress, advising on implementation, and tracking performance.
  • Transferring knowledge to the existing team. Most fractional leader assignments are short-term engagements. Thus, transferring knowledge to not only the leadership team but managers as well will be crucial for sustained growth and success. Knowledge is power. Imparting wisdom and sharing lessons learned should be an expectation of a fractional leader.

“They should act as catalysts for change and innovation, offering an external perspective and a network of contacts, while being adept at quickly understanding the company’s challenges and opportunities to create immediate value,” says Goel.

When Healy takes on an assignment, he finds helping a company develop a more intentional orchestration of its workforce ecosystem occurs through different actions and phases.

“There is a learning and development action that occurs in the first phase of an engagement, followed by an assessment of organizational maturity and readiness,” says Healy. “The action plan for deploying specific elements of the program is dependent on the client’s ability to take action and dedicate the time and resources to the effort — in each case, those are unique circumstances.”

“As a result, the trust and candor in the relationship are critical to ensuring expectations on both sides are met … we both gain value when an initiative is deployed and achieves the results desired, or when the initiative is stopped early in the process, saving time, effort, and expense for all involved,” adds Healy.

With only a couple of weeks until 2024, the demand for fractional executives will continue as uncertainty remains and more companies enter the marketplace. The Future of Work is about redefining the “traditional” and exploring new paradigms for workplace success. Fractional executives have found their place in that endeavor.

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Fractional Executives Filling Critical Leadership Gaps

Business LeadershipGeneral InsightsTalentTalent Acquisition by John Yuva on

The Future of Work is shaped by several evolving workplace trends. We’ve spoken about many of them on The Future of Work Exchange and CPO Rising websites. Today, in part one of two, we’re exploring the topic of the fractional executive — a game-changing role for organizations lacking executive expertise.

The fractional executive serves as a flexible and on-demand approach to talent acquisition. Whether it’s a role such as a chief marketing officer (CMO) or chief procurement officer (CPO), businesses now have scalable talent options to execute critical programs and initiatives.

Consider the fractional CPO. Small- to medium-sized enterprises (those with less than $50 million in revenue) that lack a mature or formal procurement department can source the services of a fractional CPO who provides similar expertise as a permanent executive but at a lower cost. Whether it’s a part-time or project-based position, businesses can secure this essential role and its associated insights, making it attainable for any sized organization. A fractional CPO can deliver a variety of benefits, including:

  • Strategic procurement leadership
  • Supplier relationship management
  • Procurement process improvement
  • Sourcing and risk mitigation strategies
  • Supply chain cost optimization

In today’s volatile marketplace with frequent supply chain disruptions, hiring a fractional CPO’s services is a valuable alternative to weather the storm until a more permanent solution is found.

The Rise of the Fractional Executive

Bringing further insight into the fractional leadership trend, FOWX spoke to two talent leaders with previous experience in the workforce solution realm before embarking on careers as fractional executives. John Healy, chief executive with Whrrr Work (formerly VP and Managing Director for Kelly), and Neha Goel, a fractional CMO with the Rippler Group (formerly CMO and VP of Marketing for Utmost), share their knowledge and expertise for those considering fractional executive services.

Why a fractional executive? Several factors have influenced the expansion of the fractional executive movement. In addition to the growth in the gig economy, specialized skills on a flexible schedule, and the financial benefits of hiring executive talent sans full-time salaries and long-term contracts, Goel says it’s also the advantages afforded to senior executives.

“This shift [in fractional executives] is also driven by the growing appreciation for work-life balance and the diversification of career paths among senior executives, including the trend of building a portfolio career,” Goel said.

Healy echoed Goel’s career diversification sentiments, adding that fractional roles are driven by supply and demand forces. From a supply perspective, he believes optimistically that individuals have chosen to spread their deeper knowledge “across multiple clients vs. being housed exclusively in one place, and that they find greater value in applying their talents across multiple stages of company growth or industries,” Healy says. “The pessimist says that a lot of senior-level folks saw their roles eliminated and this is a way to stay current in the market and demonstrate their skills to prospective ‘next’ employers.

“On the demand side, many companies have come to recognize that there are strategically important roles that are necessary for the execution of their growth strategy — but not necessarily in an FTE capacity, and that often having experience from outside the organization offers increased value,” Healy adds.

Certainly, executives with decades of experience who have led strategic initiatives and transformations would find fractional assignments as opportunities to extend their knowledge and bring success to businesses beginning their marketplace journey.

From Start-Ups to Mid-Sized Firms

It’s no surprise that start-ups are prime candidates for fractional executive leadership. Known historically for their ability to execute with limited resources, Healy says the start-up model has evolved from one person wearing multiple hats to multiple people having a specialist hat. Depending on the nature of the business, a fractional CMO or CPO can help set operational strategy and ensure the business remains focused on its core objectives and spends its investment dollars effectively.

Goel says start-ups or smaller businesses often lack the need for a full-time leader “but [the business] needs the domain expertise to move the needle forward and be a thought partner to the executive team.”

For larger organizations, the savings from not paying a full-time senior leader can be reinvested in a fractional executive “to accelerate growth strategies, while also mentoring and developing the next generation of leaders,” explains Healy.

Part two of our fractional executive series will focus on the primary considerations when choosing a fractional leader and how he or she can best support the business.

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The Impact of Contingent Workforce Management Analytics

Business LeadershipContingent WorkforceGeneral InsightsTalent by John Yuva on

Today’s total talent management strategies rely on analytics to execute workforce objectives. For extended workers who comprise nearly half of enterprises’ entire labor force (49%, according to our research), analytics are even more crucial to developing metrics and optimizing performance. Recent Ardent Partners and Future of Work Exchange research indicates that 81% of organizations cite the improvement of contingent workforce management (CWM) analytics as a priority, highlighting the importance of deeper, more insightful data and analysis.

CWM Analytics for Insights

According to Beeline, a leading contingent workforce solution provider, “For many organizations lacking formal analytics and reporting on their contingent workforce, identifying key metrics can even be challenging.” The focus on analytics goes well beyond hiring, scheduling, and payment data, to include deeper areas of concentration. The following are several analytic subsets imperative to contingent workforce management and performance.

Spend Management

Enterprises can utilize CWM analytics to help track and manage their spend on contingent workers. This includes data on billing rates, contract terms, and other expenses related to the use of contingent labor. Utilize data visualization tools such as dashboards and reports to make it easy for stakeholders to access and understand spend data related to CWM.

Beeline states, “Understanding bill rates, pay rates, and the margins between them per vendor, can be an incredibly powerful negotiation tool. Armed with this data (and more), you can have productive, data-backed discussions with vendors, enabling you to clearly understand what rates vendors should offer to make themselves more attractive and competitive than others.”

Performance Metrics

Measure the performance of your contingent workers with metrics for time-to-fill, retention rates, and quality of work. The Future of Work Exchange regularly reports how enterprises are pivoting to skills-based hiring. As those approaches increase, performance metrics for extended labor will be paramount to total workforce strategies and planning initiatives.

Such data can identify where talent gaps exist as well as which extended workers possess the skills for more critical projects. Also, don’t overlook analytical tools such as artificial intelligence and machine learning to synthesize and identify patterns and insights.

Legal and Regulatory Compliance

A global contingent labor pool means greater attention to legal and regulatory compliance. Analytics can help organizations remain compliant by tracking data on worker classification, hours worked, changes to regional laws and regulations, and other compliance-related metrics. “You need to know, for compliance, payroll, and project planning purposes, exactly how many employees are engaged in your projects at any one time – so you can track the costs, project status, and progress compared with statements of work (SoWs),” adds Beeline.

Workforce Planning

The Future of Work is not only focused on workforce needs today but the requirements for tomorrow as well. By analyzing historical data on contingent labor usage, organizations can make informed decisions about when and where to engage extended workers long term. Historical data combined with predictive workforce analytics can provide a holistic picture of future needs. Continuously monitor the data and adjust your strategies as needed to optimize your CWM requirements.

Organizations must take control of their CWM analytics if they hope to optimize their use of contingent labor, minimize costs, and improve the performance of their workforce. It’s a combination of being cost-effective while enabling data-driven decision-making to reach performance targets. HR and business leaders will only rely more on big data and analytics to accomplish enterprise workforce objectives. CWM will be at the center of those insights and decisions.

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Digital Staffing’s Impact on the Future of Work

Contingent WorkforceDirect SourcingTalentTechnology and Innovation by Christopher J. Dwyer on

In the ever-evolving landscape of talent and work, the phrase “digital staffing” has emerged as a pervasive buzzword, encompassing a wide array of solutions designed to streamline the process of finding, engaging, and sourcing workers. This term has transcended its origins and evolved into a transformative force that is reshaping the way businesses access and manage their talent pools. Ardent Partners and the Future of Work Exchange (FOWX) have often discussed digital staffing technology as a game-changer in the greater world of work.

At its core, digital staffing technology represents solutions that empower enterprises to hire freelance, independent, and contingent talent without the need for intermediary systems or suppliers. These solutions traverse beyond just the recruitment process; they encompass end-to-end workforce management, encompassing vital components such as project management, worker tracking, worker classification, compliance, and risk mitigation. In essence, digital staffing technology is a multifaceted approach that revolutionizes how companies access, engage, and manage their extended workforce (which, as FOWX research has found, comprises upwards of 49.5% of the average company’s total workforce).

As we inch closer and closer to 2024, it becomes abundantly clear that digital staffing technology is no longer confined to the basic online talent portals and freelancer networks that once characterized its typical candidate reach. Instead, today’s digital staffing platforms have morphed into full-fledged workforce management automation tools. They not only facilitate candidate engagement but also play pivotal roles in talent community development, talent pool creation, candidate experience management, and other progressive facets of extended workforce management. These platforms have transcended the boundaries of simple talent acquisition and have ushered in a new era of efficiency and innovation in workforce management.

Ardent Partners and the Future of Work Exchange recently discovered that utilization of digital staffing solutions has experienced an exponential growth of nearly 800% over the past five years. This statistic is nothing short of a testament to the profound impact these platforms have had on the Future of Work movement and the broader world of work and talent. It signifies a paradigm shift in how businesses approach talent acquisition and workforce management, reflecting an industry-wide recognition of the potential and benefits that digital staffing technology brings to the table.

One of the most significant drivers behind the rapid adoption of digital staffing technology is the pressing need for organizations to be more agile and adaptive in an ever-changing business landscape. The Gig Economy, remote work trends, and the desire for flexible talent solutions have all converged to make digital staffing technology a paramount consideration for forward-thinking enterprises.

These platforms provide companies with the agility to scale their workforce up or down as needed, ensuring they can swiftly adapt to market shifts or unforeseen challenges. Moreover, they grant organizations the power to tap into a global talent pool, unlocking an unprecedented level of diversity and expertise. In an era where talent is a critical competitive advantage (and often an enterprise’s top differentiator), these solutions empower businesses to secure the best-fit talent, regardless of geographical constraints.

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New Kids on the Block — Gen Z in the Workplace (Part Two)

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTalent AcquisitionUncategorized by John Yuva on

In part one of our two-part series exploring the pandemic’s effects on Generation Z in the workplace, several studies revealed Gen Z endured learning challenges and subsequent skills deficiencies. Soft skill inadequacies make it difficult to adjust to today’s workplace demands.

Today, we feature part two, exploring how enterprises can most attract and retain Gen Z employees. Not surprisingly, those strategies are closely tied to offering programs and services associated with the lasting emotional impacts of the pandemic.

Gen Z Represents a Large Talent Pool

As Gen X begins retiring from the workforce, Gen Z is quickly filling those gaps. According to Homebase, Gen Z comprises 30% of the world’s population and is slated to make up 27% of the workforce by 2027.

Based on results of a Paychex report titled, “The Rise of Generation Z: A Paychex Special Report,” Frank Fiorille, vice president of risk, compliance, and data analytics for Paychex, says, “Our data clearly supports the fact that the workforce composition is shifting as more Gen Z members seek full-time and long-term roles, more members of Gen X begin to retire, and Millennials enter their prime earning years,” he said.

“Considering these facts, employers need to develop recruiting and retention strategies that keep Gen Z at the forefront, appealing to their values-based approach and celebrating the unique contributions this group brings to the table.”

Those sentiments were echoed by Adam Smiley Poswolsky, a keynote speaker on fostering belonging and human connection in the workplace, in his Harvard Business Review article “Gen Z Employees Are Feeling Disconnected. Here’s How Employers Can Help.” He writes, “It is imperative that leaders and managers do more to connect and support young employees in these volatile times, not only as a means of engaging the next generation of talent, but as an investment in a collaborative future.”

Recruiting and Engaging Gen Z Workers

When it comes to Gen Z workers, Future of Work tenets, such as empathetic leadership, coaching and mentoring programs, and cultural initiatives, speak strongly to this demographic. Understanding how to attract and retain this growing workforce subset is critical to enterprise competitiveness.

Both the Harvard Business Review article and the Paychex report offered several Gen Z talent strategies. Let’s take a look at some of the more critical ones.

Focus on Mental Health

The pandemic was a life-defining event for Gen Z — they witnessed the deaths of parents and grandparents as a result of COVID-19. It was also life-altering from social and academic perspectives with the overnight move to remote learning and social distancing from friends and family. As Gen Z enters the workplace, HR and business leaders must consider the lasting impacts of those experiences. “A culture built on mental health and wellness goes beyond offering a meditation app; it infuses mental health throughout the organization through policies and programs that take care of your people,” Poswolsky writes.

Mobile Recruitment Strategy

Gen Z was raised on technology. The ability to adopt new technologies and platforms to solve challenges is a skill for many incoming Gen Z workers. For that reason, Paychex advises enterprises to focus on the social and digital aspects of recruiting for this demographic. “Build a strong brand and have mobile-friendly content (e.g., videos) on your website,” the report says.

Onboarding as Community Building

The sense of belonging and community that Gen Z craves should be integrated into the employee onboarding process. For many young employees, onboarding might be their first or second experience ever in a professional setting, says Poswolsky. “It is incredibly important, especially in a remote or hybrid workforce, that onboarding establish a container of mutual support.

Embrace the Entrepreneurial Spirit

The Paychex report revealed that many Gen Zers aspire to own their own business. Having a sense of ownership over a project or initiative can appeal to that entrepreneurial spirit. Look for opportunities to foster those entrepreneurial goals and provide areas of personal growth. While they may be the youngest generation in the workplace, it doesn’t mean Gen Z employees and extended workers can’t make process improvements or contribute to innovative decision-making.

Gen Z enters the workforce with some uncertainty and disconnectedness. Enterprises have an opportunity through coaching/mentoring, team building, and personal recognition to bring workplace balance and a sense of belonging to Gen Z workers. Recruiting contingent and FTE Gen Z talent requires going below the surface level of this workforce demographic to truly understand what drives their interests and motivates them. This is a unique moment in workplace history to blend four generations of workers. Gen Z is poised to take on this moment and deliver at the highest levels.

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New Kids on the Block — Gen Z in the Workplace (Part One)

Business LeadershipGeneral InsightsHRTalent by John Yuva on

The global pandemic transformed overnight how work gets done and how employees interact. Enterprises emerged from this tumultuous period with an evolved mindset toward employee flexibility and engagement. As the Future of Work movement emerged, employees from Gen Y to baby boomers recalibrated their work styles — with many adapting to new workforce expectations.

While the multi-generational workforce continues to adjust, newly arrived Gen Z workers (which consist of 20% of the workforce) face several challenges related to their own experiences during the pandemic. Many came through it, not with a new sense of self, but with a feeling of uncertainty and unpreparedness.

The Pandemic and Gen Z — A Retrospective

Most Gen Z workers (representing those born between 1997 and 2012) experienced remote learning (high school and college) during the height of the pandemic. Despite being technologically savvy, online learning and general fears during the pandemic reshaped this generation and its outlook on work and life.

An article by the National Society of Leadership and Success says that during the pandemic, “…education is a pain point for this generation (Gen Z). Adapting to fully remote learning has distanced them from the things they enjoy about school while also making it harder for them to actually learn.”

Gen Z experienced a “generational defining event” going through the pandemic. One that forever altered their view of themselves and the world around them. In the study “The Impact of COVID-19 and Gen Z Looking Ahead” by The Center for Generational Kinetics (CGK), several overall observations were made describing how Gen Z responded during the pandemic and their views of the future. Those revelations included:

  • Gen Z are more dependent on technology during the COVID-19 pandemic, especially streaming video, Wi-Fi, connected devices, and social media.
  • Gen Z is experiencing higher rates of anxiety, stress, and depression when thinking about the state of the world and the future.
  • Gen Z high school students have an overall negative experience with online learning during COVID-19 and would much rather have in-person education classes than online education classes.
  • Gen Z understands that COVID-19 will change their perspective of the future and believes their generation will bring much-needed, positive change to the world.

Similar insights emerged from a nationwide poll conducted by MTV and The AP-NORC Center for Public Affairs Research from September 1 to 19, 2021, using TrueNorth®, which indicated that “a majority of Gen Z, 65%, cite education as very or extremely important to their identity. And the pandemic is taking a toll on their education and career goals. Forty-six percent feel that the pandemic has made pursuing their educational or career goals more difficult. Fewer Millennials (36%) or Gen X (31%) share that concern.”

Workplace Unpreparedness

The lack of connectedness with classmates and educators, coupled with learning challenges impacted Gen Z soft skills development, according to several studies. A sense of skills deficiencies is not lost on Gen Z either.  A study by The Workforce Institute cites Gen Z feeling unprepared in the following areas:

  • Negotiating (26 percent)
  • Networking (24 percent)
  • Speaking confidently in front of crowds (24 percent)
  • Working long hours (24 percent)

In the same study, “one in five also feel their education hasn’t adequately prepared them to resolve work conflicts (23%) or be managed by another person (21%).” However, there are positive areas as well. For example, Gen Z feels confident about working with customers (56%) and working in a team (57%).

CGK states in its study that, “…Gen Zers already in the workforce are feeling a massive reset at exactly the time they should be starting to build their independence and self-reliance.” This of course should be a major point of recognition for enterprises recruiting Gen Z workers.

Next week, part two will explore how enterprises can most attract and retain Gen Z employees. Not surprisingly, those strategies are closely tied to offering programs and services associated with the lasting emotional impacts of the pandemic.

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DE&I and Balancing Business and Human Imperatives

Business LeadershipDiversity and InclusionGeneral InsightsHRPodcastSolution ProvidersTalent by Christopher J. Dwyer on

The Future of Work movement would not be what it is without Diversity, Equity, and Inclusion (DE&I) playing a significant part in the paradigm. A decade ago, diversity was associated more with supplier initiatives focused on Minority- and Women-Owned Businesses. The term has evolved and expanded into DE&I where the human element is now the priority.

A recent Future of Work Exchange Podcast hosted by Christopher Dwyer, managing director for FOWX, featured Rocki Howard, chief equity and impact officer for The Mom Project, who discussed the role and impact of DE&I on the Future of Work movement.

The Mom Project is a digital talent and community platform serving 1.2 million users (the majority being moms as well as over 3,000 companies from small- to medium-sized businesses to Fortune 500).

This article recaps some of that discussion. Note that this excerpt has been edited for readability.

Christopher Dwyer: While the Future of Work relies on technology and innovation, it also brings focus to the humanity of the worker. Workers crave flexibility — not just work-life balance — but also work-life integration. Describe what the renewed interest in workers being people not just commodities means to you.

Rocki Howard: Often when I’m speaking and coaching about diversity initiatives and what makes them sustainable, there are two core components to consider. You have to consider diversity as a business imperative and as a human imperative. When I made the purposeful pivot in my career to focus on diversity, equity, inclusion, and belonging (DEIB), one of the things I found was that many companies were focused on the systemic issues that take place or that need to be fixed and then take place. And that is critical and important, and we have to do it.

But one of the things that I was extremely disappointed by was the lack of conversations that were happening around people. Not talking about what is the experience for Rocki Howard as she works for company XYZ and how that should impact how we are recalibrating our systems at work and how we treat people. Because there has been a power shift in terms of the world of work. Employers used to hold all the power. That’s no longer the case. There needs to be a partnership.

Quite frankly, that’s one of the reasons I came to work for The Mom Project. Our mission is always about people. We’re always talking about mom and how we can support mom. Even when we think internally at The Mom Project, we listen to the voices of the people who work for us. We’re not trying to create systems or programs in a checkbox or in a performative way.

Even as we partner with organizations, we are looking for those who have respectful workplaces and respect the voices of moms and their dual working status. It can’t just be the business imperative. The human imperative has to be there as well. For companies that are going to get this right, it can’t be just about the human imperative either. There has to be a balance between the business imperative and the human imperative.

CD: There are many organizations that have their hearts in the right place, but they don’t know where to start with a DE&I initiative. They want to be more diverse in the way they think as well as have more diverse voices in their organization, while also being more inclusive. Based on your vast experience, knowledge, and expertise, how should businesses recalibrate the way they think about DE&I?

RH: I could talk for hours on this topic. First, you need to start with an honest assessment of what diversity means within your particular culture. Begin with the end in mind. When you define success in your organization, what does that look like? What pillars of diversity do you want to focus on? Have you talked with your employees? When I started at The Mom Project, I spent significant time doing focus groups with various employees asking questions about how authentic they thought our initiatives were. What did they want to see? What was important to them? What would make them proud as we move forward? I don’t think we spend enough time doing this. Often, we fall into comparison syndrome where if X company is approaching diversity a certain way, then we should be doing that. But that may not be what works for your specific environment.

Second, I think we need to start moving towards integrated DEIB solutioning. There’s been a tremendous amount of focus on DEIB during the recruiting cycle, but we haven’t moved beyond that through the talent management lifecycle. That’s important for us to do. One of my clients once said they couldn’t recruit their way out of the problem. However, if they’re not thinking about the experience throughout the lifecycle, then they’re not going to reach equity, inclusion, and belonging. They won’t see successful sustainable initiatives as a result.

Lastly, DEIB is not a singular “problem to solve.” We need to be more collaborative. It is not something that can be solved by one person or one company as a competitive advantage. Coming together as a global community as we work together to solve this is going to be important as will leaning on partnerships with organizations like The Mom Project. Everyone has a role to play. And no one can be removed from the conversation. When I think of companies that are at the starting line, those are the conversations to get started. And then you drive everything else from there.

CD: When we look at the landscape (i.e., workforce solutions and the talent acquisition industry) a year from now, where do you feel DE&I and diversity as a whole will be?

RH: That question is one that keeps me up at night. We’re starting to see an erosion of diversity resources, whether it’s people, money, or time resources. But what I’m really hopeful of is that we’re not going to take steps back. Collectively, I think society and our communities are going to hold us accountable for the promises that we’ve made to continue to move forward. If there’s one hope I have for DEIB initiatives moving forward, is that we crack the frozen middle. Many times where diversity initiatives go to die within our organizations is at middle management. What I’d like to see is for us to crack that frozen middle and get our middle managers involved and integrated into being inclusive leaders. I think the leadership framework must change. And we must crack that frozen middle in order to have real impact. That’s what I’m hoping we will see moving forward.

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Voices Behind Quiet and Loud Quitters

Business LeadershipGeneral InsightsHRTalentUncategorized by John Yuva on

One of the main tenets of the Future of Work is employee engagement. It sets the tone for how to motivate, influence, and inspire workers to embrace their work and the culture of the enterprise. Since 2022 when the workplace began to normalize after two tumultuous years of the pandemic, employee engagement has become a cornerstone to achieving a productive and competitive organization.

What is the result when a lack of employee engagement exists? Two employee behaviors — “quiet quitting” and “loud quitting” — become prevalent. Current workforce statistics indicate that disengagement is more prominent than management probably realizes.

Quiet Quitting Proliferates

In early 2022, a term emerged describing workers who are disengaged from the workplace and generally apply the minimal amount of work necessary to complete their job — quiet quitters. When compared to the overall workforce, quiet quitters represent the majority of workers today, with most struggling with stress and burnout.

According to Gallup’s State of the Workplace 2023 report, 52% of US/Canadian workplace employees fall within the “disengaged” (quiet quitter) category. It also represents the largest group that HR and business managers can actively engage with positive results by listening to employee concerns and issues.

What changes are quiet quitters most looking for to thrive in the workplace?

  • (41%) Engagement/Culture — Providing a sense of purpose and an empathetic environment can go a long way with quiet quitters who feel ignored and undervalued.
  • (28%) Pay and Benefits — Enterprises are often trying to achieve more with less and workers want compensation for the stress experienced and extra hours required to achieve business objectives.
  • (16%) Well-being — Stress levels remain at all-time highs and organizations that actively work toward reducing stress and anxiety by offering mental health programs and wellness initiatives are positive steps toward better engagement and a healthy work climate.

Loud Quitting a Silent Toxin

On the opposite end of the disengaged spectrum are employees who identify as loud quitters —who account for approximately 17% of the US/Canadian workforce according to Gallup. Where quiet quitters are often looking for better engagement to change their outlook on work, loud quitters are “employees (who) take actions that directly harm the organization, undercutting its goals and opposing its leaders,” says Gallup.

Trust has been irrevocably broken between these employees and their business managers and leadership team, leading to purposeful actions to disrupt productivity. Loud quitting is a far more concerning issue because of the negative intent involved. As enterprises strive toward greater competitiveness through digital transformation and other significant initiatives, loud quitters are the arch nemesis of change management.

True Cost of Disengagement

According to the Gallup report, disengaged employees — the combination of quiet quitting and loud quitting — cost the global economy $8.8 trillion or 9% of global GDP. What this indicates is that 1) quiet and loud quitting must be addressed as a serious workplace issue, 2) HR and management need to elevate employee engagement as a workplace imperative or risk further erosion in productivity, and 3) evaluate the hiring process to ensure the enterprise is attracting candidates with the appropriate skillsets and desire to bring their best to the workplace.

Workplace Behavioral Definitions

The following are terms and buzzwords describing employee and enterprise behaviors that can have negative consequences on workplace productivity.

Quiet Quitting:

An informal term for the practice of reducing the amount of effort one devotes to one’s job, such as by stopping the completion of any tasks not explicitly stated in the job description. The term implies that this is done secretly or without notifying one’s boss or manager. Quiet quitting doesn’t actually refer to quitting a job. The term is used in varying ways that refer to different methods of reducing productivity or the amount of work one performs.

Loud Quitting:

“Loud quitting” is a workplace trend that involves an employee making a scene or openly expressing perceived negative aspects of their working experience before or during resignation. This phenomenon grew out of The Great Resignation, similar to quiet quitting.

Quiet Hiring:

An informal term for the practice in which an employer fills workforce gaps in ways other than hiring new full-time employees, such as by training and/or shifting existing employees into different roles or using independent contractors to cover certain roles and responsibilities. The term implies that this is done secretly or simply without being explicit about the intent behind such changes. The practice is often interpreted as a way for the employer to reduce or avoid costs.

Quiet Firing:

An informal term for the practice in which employers make workplace conditions worse for employees with the intent of driving some of them to quit. The term implies that this is done secretly or at least subtly enough to make it appear unintentional. The practice is thought to be done to avoid the financial and legal costs that an employer can incur when firing an employee.

Bare Minimum Monday:

“Bare minimum Mondays” are workplace trends where employees do the least possible work on Mondays to avoid burnout during the remaining workdays. Examples of these practices include attending only important meetings, starting Monday with a self-care routine, and taking a break from checking emails.

Calibrated Contributing:

Jim Detert, Ph.D., John L. Colley Professor of Business Administration at the University of Virginia, coined the term “calibrated contributing” as a more accurate definition for employees described as “quiet quitters.” According to Detert, “Calibrated contributing starts from the premise that what we’re seeing might be a very rational response to one’s work situation. If managers can acknowledge that calibrated contributing is, in many cases, rational behavior in response to the terms of employment they’re offering, then they can start to own the responsibility to do something productive about it.”

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Elevate Your Workforce Through Upskilling

Business LeadershipGeneral InsightsHRTalent by John Yuva on

“Upskilling, reskilling, and continuing one’s education journey — traditional or not — has the potential to serve as a great equalizer, providing opportunities for anyone at any stage of their career.” Par Merat, VP of Training and Certifications, Cisco U.

Workplace culture is a major determinant for candidate attraction and talent retention. Enterprises with a strong focus on professional development and organizational growth — upskilling — are reaping the rewards of higher levels of employee engagement, worker satisfaction, and sense of belonging.

Upskilling is akin to learning new skills to better perform your job — not to be confused with reskilling, which is investing in skills for a different job. How critical is upskilling? According to its 2021 report, Upskilling for Shared Prosperity, the World Economic Forum states that the U.S. could add $800 billion to its GDP by 2030 through upskilling efforts.

Companies have too much to lose by not offering upskilling opportunities and programs. In the Harvard Business Review article, “How to Build a Successful Upskilling Program,” the authors state, “Upskilling is a longer-term investment in augmenting the knowledge, skills, and competencies that help employees advance their careers. When employees are offered and encouraged to take advantage of upskilling opportunities for their personal and professional growth, people metrics, such as employee engagement and retention, also go up.”

Takeaways to Maximize Upskilling Effectiveness

Upskilling is not a workforce strategy reserved for managers and senior leadership. It is imperative for jobs on the factory floor to the corner office. Every worker can benefit from upskilling. It generates a sense of accomplishment in expanding one’s skill sets and future career opportunities.

When evaluating upskilling as an individual or company, consider these takeaways to maximize its effectiveness.

Take the Initiative for Your Career Development

Unless your company is forward-thinking and makes workforce planning a strategic imperative, the responsibility lies with you to make career-progression commitments. Identify how your role is evolving in the industry and where your skills compare to what’s expected in the future. Are there specific leadership skills you need to hone (e.g., communication, critical thinking, teamwork, etc.) or hard skills such as using specific software or understanding emerging technologies? Make the business investment in yourself to upskill and forge your future career path.

Evaluate Potential Skillset Gaps in Your Workforce

The business landscape evolves quickly, and companies must react to remain competitive. Upskilling is a proactive approach to ensure a balanced workforce. However, it is only effective if you understand where your industry is heading and the current skillset of your workforce. Are there strategic roles that need to be established? What skillsets are workers lacking in their toolsets? Upskilling cannot be approached blindly. While certain skills may be absolute in one industry, it doesn’t mean they translate or are relevant across every sector. Industry knowledge, competitive intelligence, and internal communication are essential to an effective upskilling initiative.

Set a Methodology for an Upskilling Program

When companies decide to initiate an upskilling program, it must be done with purpose and with performance milestones clearly communicated. HBR’s article emphasizes the need for a road map. Employees want to know the objectives and process of an upskilling program. Why is this necessary? How will this training better prepare me for my future with the company? What advancement opportunities does the training provide? Communicating the program milestones and performance metrics are also critical to being transparent about potential promotions and raises. Employees want to know they have a role in their advancement. A well-devised and communicated upskilling program leads to increased company loyalty and employee satisfaction.

Use a Variety of Resources to Upskill

Workers now have a variety of sources to upskill and expand their knowledge. First and foremost, look internally at cross-operational training opportunities. Often, upskilling is learning aspects of the role you want to achieve. There’s no better way than to receive training from those already working in those positions. It also creates a critical backup plan if and when it’s needed.

Other sources to utilize when upskilling are online training and certificate programs, such as LinkedIn Learning. Many are self-directed courses that accommodate work schedules. Also, don’t overlook community college programs for in-person training, particularly for hard skills where exposure to new technologies, software, and equipment are required.

Upskilling reignites the passion in work and provides motivation to strive for the next level while helping companies retain talented employees and prepare strategically for the future.

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