close

Talent

AI in Talent Acquisition Coming into Its Own

Business LeadershipContingent WorkforceGeneral InsightsHRSolution ProvidersTalentTalent AcquisitionTechnology and Innovation by John Yuva on

Artificial intelligence (AI) is omnipresent, impacting all businesses and industries. However, where AI is showing immense potential is in the greater world of work and talent — specifically, talent acquisition. Few technologies in history can affect everyone, but AI’s capabilities are doing just that whether you’re an HR leader, recruiter, business manager, employee, or job candidate. AI brings revolutionary and transformative change to the Future of Work. A rising tide of enrichment is here and here to stay.

Research from Ardent Partners and the Future of Work Exchange reveals that 80% of businesses expect to begin or increase their utilization of AI tools and technology by 2024. A staggering statistic. Thus, within the next four to six months, the vast majority of enterprises will be utilizing AI technology.

The Rising Tide of AI in Talent Acquisition

The impact of AI on business and its growing influence on talent acquisition was the topic of discussion during a recent Ardent Partners and Future of Work Exchange webinar featuring special guest Opptly, titled “The Rising Tide of AI in Talent Acquisition.”

Speakers Christopher Dwyer, managing director of Future of Work Exchange; Opptly’s Lori Hock, CEO, and Rebecca Valladares, head of operations, addressed how AI is changing the talent acquisition landscape. Dwyer shared that within the next 18 months, 74% of enterprises plan to leverage AI to improve the candidate experience. This is a sign of how much AI will play a critical role in attracting job candidates in the near future.

The following includes several key points shared during the webinar that show AI is not only here, but here to stay.

Framing AI for TA from Three Perspectives

When thinking about AI for talent acquisition, frame it in three perspectives: the enterprise (the business use case), the recruiter, and the candidate. On the enterprise side, it’s about improving hiring efficiencies through AI as well as improving diversity, equity, and inclusion initiatives. At the same time, AI can identify current skill sets and where skill gaps exist in the organization to better understand who and where to hire for those roles.

The recruitment side can leverage AI for the identification of various skills and expertise — a skills DNA assessment — to strategically pinpoint the type of candidate who can bring immediate value to the enterprise. More organizations are shifting to skills-based hiring where candidate experience and purposeful work can thrive.

Finally, AI can transform the candidate experience using chatbots to guide candidates more efficiently through the application process, as well as provide customizations and real-time engagement that attracts candidates and educates them about the business.

Transforming the Hiring Manager Experience

Because the hiring manager is making the final candidate decision, enhancing that experience with AI comes with several benefits. First, a qualified and accurate slate of candidates expedites making the decision about who to interview and ultimately hire. This has a positive impact on the experience itself, but also on the production and retention of hired candidates because the match is accurate from the beginning. If the AI on the front end of the process can provide the recruiter with the ability to be more thoughtful and deliberate about conversations with candidates, the hiring manager only benefits from that process.

It is important for recruiters to understand the hiring market, the available roles, and what types of candidates succeed in those roles. AI can sort through that data quicker and provide analytics around those areas for the recruiter and hiring manager in a more meaningful and consumable way. By bringing such business intelligence forward through AI, it bridges the strategic insights for the recruiter on candidate advisement that the hiring manager can leverage in making their final candidate decision.

Delivering Positive Impacts of AI on TA

First and foremost, HR, recruiters, and hiring managers can and should use AI to increase their talent pool and gain the broadest access to talent available. In this age of skills-based hiring, the extended workforce is critical to talent pool expansion, which creates further efficiencies through reduced time-to-fill rates that lead to cost savings.

An artificial intelligence area that should not be overlooked is continuous learning in a systematic way. AI is an enterprise asset that will improve and provide exponential value over time. Unlike past technological advancements where an organization implements the technology and utilizes it for five years before it’s replaced, AI technology grows and improves as the business evolves. As the business needs change, the use cases change. AI has a continuous learning value proposition where its performance for talent acquisition and talent management insights remains high.

At the end of the day, talent acquisition puts people to work and AI plays an essential role in that process. Make AI what you need it to do. Effect positive change by integrating AI into talent and workforce processes.

read more

Optimize Your Workforce with Recession-Proof Strategies, Part Three

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRTalentTechnology and InnovationUncategorized by John Yuva on

Today concludes our three-part series exploring several contingent and workforce strategies to achieve a recession-proof enterprise.

We’re now two months into the second half of 2023 and economically speaking, things are looking positive. The Bureau of Economic Analysis reports that GDP grew 2.4% in the second quarter of 2023. The labor market remains tight with unemployment at 3.6%, a rate not witnessed in decades. However, according to the U.S. Bureau of Labor Statistics, the tight labor market provides the Federal Reserve with the flexibility to continue raising interest rates to fight inflation. Currently, inflation rests at 3%, a percentage point higher than the Federal Reserve’s longer-run goal of 2%.

Does the state of the current U.S. economy equate to a “soft landing” and the evasion of a recession? Maybe, maybe not. Due to the expectation of continued interest rate increases and the potential ramifications, uncertainty remains among executives and their enterprises. Thus, many are considering strategies over the next six to 12 months to recession-proof their critical workforce and their organizations.

Let’s begin part three by exploring employee engagement and how that dovetails into workplace visibility and intelligence and better workforce decision-making.

Prioritize Employee Engagement and Experience

Enterprises successful with total talent management initiatives credit prioritizing employee engagement and experience. Engagement and experience begin at the first touchpoint between job candidates and the organization. Candidates gain an understanding of the workplace culture and workforce priorities. This only carries through as an employee where communication, collaboration, DE&I, flexible scheduling, and wellness programs are emphasized and implemented. When workers understand the criticality of contingent to permanent employee engagement, instituting surveys, focus groups, and other feedback mechanisms for data gathering and workforce improvement are accepted and valued. Those analytics enhance the employee experience and provide strategic insights for enterprise operations.

Enhance Workforce Visibility and Intelligence

Implementing employee surveys and leveraging HR systems and similar technologies are essential to gaining greater workforce visibility and intelligence. The process should begin with three main focal areas. First, define the goals and metrics the organization wants to achieve. Is it attracting more skills-based candidates? Improving workforce productivity? Reducing turnover rates? Optimizing workforce resources? With those metrics defined, KPIs can be established to measure progress and achievement.

Second, ensure that data collection occurs in a centralized system for ease of analysis and interpretation. Data is likely to come from several disparate systems that when analyzed together reveal unknown insights. HR data combined with performance metrics can show correlations between training and productivity, for example.

Third, today’s integration of artificial intelligence and machine learning technologies is integral to sifting through volumes of data for meaningful insights and patterns. Use these analytic tools and similar platforms to streamline data synthesis and transparency.

Utilize Workforce Data and Intelligence for Better Decision-Making

With data residing in a centralized data warehouse, HR and business managers can leverage such data and intelligence to enhance employee engagement programs and optimize enterprise workforce operations. Talent strategies around recruitment, acquisition, and retention are prime areas where optimization can occur. How is the enterprise projecting itself in the marketplace to attract candidates? Is direct sourcing driving a large percentage of the acquisition strategy? If so, what channels are being underutilized? Are there strategies to keep valuable employees engaged?

Most importantly, use workforce intelligence for better planning and resource allocation. Combining historical data with market trends, enterprises can better predict future staffing needs. It provides a proactive approach to addressing skill shortages or overages and optimizes resource allocation to meet business demands efficiently.

While economic uncertainty remains, enterprises can better prepare their workforce for the unexpected with strategies that foster agility, resiliency, and flexibility. Recessions are not a matter of if but when. Strengthen your workforce today for any disruption — economic or otherwise — that may occur tomorrow.

read more

Optimize Your Workforce with Recession-Proof Strategies, Part Two

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTechnology and Innovation by John Yuva on

We’re now two months into the second half of 2023 and economically speaking, things are looking positive. The Bureau of Economic Analysis reports that GDP grew 2.4% in the second quarter of 2023. The labor market remains tight with unemployment at 3.6%, a rate not witnessed in decades. However, according to the U.S. Bureau of Labor Statistics, the tight labor market allows the Federal Reserve to continue raising interest rates to fight inflation. Currently, inflation rests at 3%, a percentage point higher than the Federal Reserve’s longer-run goal of 2%.

Does the state of the current U.S. economy equate to a “soft landing” and the evasion of a recession? Maybe, maybe not. Due to the expectation of continued interest rate increases and the potential ramifications, uncertainty remains among executives and their enterprises. Thus, many are considering strategies over the next six to 12 months to recession-proof their critical workforce and their organizations.

With that in mind, the Future of Work Exchange features part two of a three-part series exploring several contingent and overall workforce strategies to achieve a recession-proof enterprise over the next few weeks. Part two explores the next three strategies.

Enhance Overall Workplace Culture

Enhancing a workplace culture for both contingent and permanent workers means creating opportunities for communication, engagement, and performance. First, it should start with clearly communicating the enterprise’s core values and mission that lead to consistent behaviors and performance goals. The mission and core values should permeate the enterprise and be modeled by leadership. Second, a workplace inclusive of different backgrounds and perspectives, while also promoting employee engagement, fosters a sense of belonging and community. Inclusiveness and engagement can transform workforce communication as well as generate collaboration and strategic problem-solving. And third, institute a reward and recognition system that promotes higher performance, skills development, and innovative thinking. Ultimately, bringing enhancements to the workplace culture not only helps retain talent but attracts it as well.

Holistic Approach to the Workforce Beyond Productivity

The Future of Work has brought greater attention to the workforce beyond just productivity. HR leaders, business managers, and executives who take a holistic workforce approach are placing greater emphasis on employee empowerment, emotional intelligence, and meaningful work. When employees are given more autonomy, they take ownership of their work and experiment with new ideas — a win-win for the employee and the enterprise. Similarly, leading with empathy has been shown to create a more supportive environment where managers and employees are more attuned to the well-being of colleagues. When it comes to purpose, assigning employees to projects where their passions or strengths lie makes the work more meaningful. That alignment will enhance job satisfaction as well.

Reallocate Budgets for Investment in Automation and Technology

When it comes to realigning budgets for greater investment in automation and technology, begin with identifying redundant processes and inefficient workflows. Show stakeholders how automation can eliminate the costs associated with inefficiencies. From a talent perspective, employing automation for talent acquisition and talent management, particularly for the contingent workforce, can bring those processes in-house for more strategic decision-making. Extended workforce platforms expand the power of VMS technology, for example, by offering more talent-oriented solutions that augment how a business manages nuanced, Future of Work-led aspects, such as DE&I, talent communities, services procurement, the candidate experience, the hiring manager experience, etc. With enterprises shifting to skills-based hiring, utilizing automation and technology to attract candidates with specific skills and competencies is now a strategic imperative.

The economy is proving resilient against a recession. However, implementing holistic workforce strategies focused on talent attraction and retention, workplace culture, and automation and technology can be just as impactful against recessionary trends. Next week, we’ll explore three more recession-proof enterprise workforce strategies.

read more

Optimize Your Workforce with Recession-Proof Strategies, Part One

Business LeadershipContingent WorkforceGeneral InsightsHRTalent by John Yuva on

We’re now two months into the second half of 2023 and economically speaking, things are looking positive. The Bureau of Economic Analysis reports that GDP grew 2.4% in the second quarter of 2023. The labor market remains tight with unemployment at 3.6%, a rate not witnessed in decades. However, according to the U.S. Bureau of Labor Statistics, the tight labor market provides the Federal Reserve with the flexibility to continue raising interest rates to fight inflation. Currently, inflation rests at 3%, a percentage point higher than the Federal Reserve’s longer-run goal of 2%.

Does the state of the current U.S. economy equate to a “soft landing” and the evasion of a recession? Maybe, maybe not. Due to the expectation of continued interest rate increases and the potential ramifications, uncertainty remains among executives and their enterprises. Thus, many are considering strategies over the next six to 12 months to recession-proof their critical workforce and their organizations.

With that in mind, over the next few weeks, the Future of Work Exchange will feature a three-part series exploring several contingent and overall workforce strategies to achieve a recession-proof enterprise. Let’s begin part one this week with a look at our first three strategies.

Higher Utilization of the Contingent Workforce

The contingent workforce presents enormous opportunities for enterprises. It opens the door to global talent that was not accessible by the organization in the past. The remote/hybrid work model means attracting contingent workers who are seeking workplace flexibility and balance. Once in the door, maximize how contingent workers are utilized within the enterprise. First, whether it’s a unique skillset or competency, contingent workers can help train employees in those areas to expand the capabilities of the entire workforce. Second, integrate contingent workers into the workplace culture, providing a greater sense of purpose and achievement — enhancing collaboration and teamwork. And third, ensure a diversified recruitment strategy to hire contingent workers who bring unique perspectives that can translate into potential innovations and business solutions.

Use of Skilled Contingent Workers for Critical Projects

The contingent workforce is much more advanced than it was a decade or more ago. The gig economy is ripe with contingent workers who bring best-in-class competencies to organizations of all sizes. The timing couldn’t be better with many HR leaders and recruiters now shifting to skills-based hiring for both their permanent and contingent workforce. Today’s roles and projects often require specialized skills, making freelance and contingent workers ideal candidates for executing those opportunities. Positions can remain open for several weeks, costing enterprises time and money until those roles are filled. Instead, tap into top-tire talent within the extended workforce to deliver immediate performance and drive long-term value.

Improve Overall Operational Agility for the Future

To best recession-proof your enterprise, agility is required. What does this mean exactly? It means having the organizational capabilities to adjust to changing conditions quickly and easily with little to no operational disruption. Enterprises must optimize their processes and workflows in all areas of the business for greater flexibility and resiliency. In procurement, for example, securing a second and possibly third source of supply mitigates the risk of production delays and product shortages. Implementing automation for accounts payable streamlines the payment process and reduces processing errors. And in HR, leveraging contingent labor during periods of peak demand ensures workforce optimization.

The economy is proving resilient against a recession. However, implementing workforce strategies today that can weather an unexpected economic downturn will only pay dividends in the long term. Next week, we’ll explore three more recession-proof enterprise workforce strategies.

read more

HR Transforms into FOW Advocate

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRProcurementTalentTalent AcquisitionUncategorized by John Yuva on

Human resources as a function is experiencing a transformation as the Future of Work paradigm extends into more enterprises. Previously a benefits-focused department, HR is now regarded as a strategic partner in attaining business goals and objectives. Chief human resources officers are now tasked with leading total talent management efforts across the organization, ensuring the right talent is at the right place at the right time.

Growing Priorities, Balancing Demands

The Future of Work includes many tenets from flexible works models (remote and hybrid) to work/life balance considerations to diversity, equity, and inclusion (DE&I) programs. HR must now balance those priorities, along with talent acquisition and talent management demands that align with the current and future needs of the enterprise. That’s no small feat!

With contingent labor comprising nearly 40% of the total workforce, according to Future of Work Exchange research, HR must collaborate cross-functionally to not only understand staffing needs but the skillsets behind those roles. HR has evolved where partnerships with business managers and executive leadership are essential to the future competitiveness of the enterprise. In many ways, HR is now becoming the central role for both workplace and enterprise strategy execution.

In an article for Forbes, Joey Price, CEO for Jumpstart: HR, writes: “What’s the secret behind high-performing organizations? They are most keenly aware of the critical role that their organization’s human resources function plays in activating its overall success. If you think human resources is just a support system (*cough* “back office” *cough*) for your business, it’s time to reimagine your relationship.”

HR Impacts on FOW

HR’s impact on the Future of Work cannot be understated. It holds the keys to the execution success of Future of Work strategies. With that in mind, let’s look at several FOW areas where HR has a growing influence.

1) Human Capital Initiatives

Human resources is a human capital-intensive function. As such, building initiatives that increase employee engagement and promote a positive work culture are critical responsibilities for HR managers and executives. At the forefront of those efforts are diversity, equity, and inclusion (DE&I) initiatives. With more employees working remotely or in a hybrid work model, enterprises are attracting candidates on a global scale. Thus, the workforce today is a melting pot of different cultures, backgrounds, and lifestyles. Leveraging such diversity means developing DE&I initiatives that provide a sense of belonging and community — leading to an engaged and supportive workforce culture.

2) Work Model Influencers

The COVID-19 pandemic ushered in remote work and transformed how and where work gets done. In the last year, however, several large corporations reversed their remote work policies and asked those employees to return to the office. HR leaders are in a position to influence and advocate for remote and hybrid work models, understanding their importance to work/life balance and inclusion issues. The essence of the Future of Work is a workplace that incorporates a variety of work models to meet the needs of a talented and global workforce. Driving such policies and using data to support remote and hybrid work models is at the core of HR.

3) Talent-Centric Mentality

How and why HR sources candidates are evolving — leading to a focus on skills-based hiring. The mentality is shifting from filling a job vacancy as if it’s a commodity to truly choosing candidates based on specific skillsets that align with the strategic growth of the business. The expanding extended workforce also places more emphasis on skills and competencies than ever before. The gig economy is an ever-increasing talent pool for HR to leverage for their organization. Thus, contingent workforce management is essential to building the appropriate talent pipeline that attracts contingent candidates and retains them for ongoing strategic initiatives.

4) Balance Through Total Talent Management

As enterprises transition to skills-based hiring, it’s a natural progression toward total talent management. HR’s workforce partnerships with cross-functional business managers must encompass the totality of a department’s budget. Partnering with procurement on talent acquisition and contingent workforce management helps ensure personnel budgets remain within scope. Understanding talent spend to truly optimize the hiring of contingent labor is critical. Total talent management brings transparency to all the elements of what goes into talent acquisition. It ultimately prevents going over budget on a hire, while ensuring the enterprise achieves its talent needs.

Human resources is now much more than an administrative department focused on benefits pricing and offerings and filling vacant positions. Rather, it’s a strategic function building partnerships enterprise-wide to better achieve workplace and organizational goals while advancing and advocating Future of Work initiatives.

read more

Five Ways AI Can Transform Talent Management

Business LeadershipTalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

Artificial intelligence has the potential to transform the many ways businesses find, engage, source, and manage talent, as well as how they structure business operations in a candidate-centric world. Today on the Future of Work Exchange, we present another exclusive infographic, “Five Ways AI Can Transform Talent Management,” that reflects how AI is primed to not only disrupt talent acquisition, but also influence, impact, and revolutionize the Future of Work movement.

read more

Making Sense of Artificial Intelligence in Talent Acquisition

TalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

The current deluge of artificial intelligence news and coverage in the wake of ChatGPT’s meteoric rise in utilization over the past eight months has resulted in many, many businesses pondering the relative future of their overall operations.

Will AI become the de-facto technology that all processes revolve around? Will AI replace the vast majority of human-led positions over the next several years? Does generative AI, like ChatGPT, signal the apocalypse?

Well, the answers here are “probably,” “possibly but probably not,” and, “no, we won’t live in a Terminator-styled future in which robots control the world.” Artificial intelligence is a powerful range of technologies that were designed (and continue to evolve) to mimic human thinking, automate redundant processes, and transform business operations into hyper-efficient layers that are harmoniously entwined.

AI generates buzz unlike any other corporate technology for two main reasons: 1) it’s become ubiquitous given its presence in our personal lives (and our consumer lives), and, 2) it has the potential to transform nearly every facet of the contemporary enterprise. And it’s not just ChatGPT that represents a veritable technological revolution; AI is becoming omni-present in enterprise technology in such a way that every business understands that it needs to adapt to an AI-led world…or fail to thrive.

The world of talent acquisition has always been a hotbed of innovation. Today, TA executives (and the function at-large) operate with forward-thinking strategies in the ever-evolving war for talent, choosing to adopt new solutions, utilize fresh technology, and tap into Future of Work-era concepts to effectively solidify the notion of “talent as the top enterprise differentiator.” There’s an interesting dance at hand here, however, when artificial intelligence meets the world of talent acquisition. Does it have the potential to replace…or disrupt? Is AI a harbinger for a revolutionary transformation in talent acquisition, or is it an enhancer and enabler?

The truth lies somewhere in the middle, of course. While artificial intelligence will certainly exceed its own hype and become the #1 Future of Work-era innovation (especially in the talent acquisition arena), there are specific ideas that point to AI as having limitations and requiring human intervention:

  • Parameters within AI are limited (and require human intervention to exceed these limitations). Much of the criticisms surrounding the utilization of AI revolves around its difficulties in grasping complex contextual nuances, hence requiring human intervention (or, human-driven guidelines) to effectively process context within mass volumes of data and information. Efficient usage of artificial intelligence, then, requires human enhancement to refine and reshape parameters to solve the lack of nuanced understanding within AI-based technology.
  • Artificial intelligence is not social intelligence. AI is the kingmaker when it comes to data-processing and information transformation. However, it cannot be confused for “social intelligence,” which is the backbone of human interaction and collaboration. Artificial intelligence cannot navigate intricate, socially-conscious aspects such as empathy, human emotions, and deeper communication. The Black Mirror episode “Be Right Back” comes to mind here, as even a 100% lifelike version of a human (borne from AI) never fully hits the mark in terms of a traditional human relationship. The essential qualities of social intelligence are just not woven into today’s AI-based functionality.
  • Talent acquisition is a “people business” and it will always be a “people business.” Make no mistake about it: recruiters and hiring managers armed with artificial intelligence have the edge. AI can significantly enhance talent-matching, boost diversity intelligence, determine potential fit and alignment, and rule out candidate fraud (while also automating deep screening processes, particularly assessments). However, there’s a “human edge” to talent acquisition that will always position the function as a people-based business that requires emotional connections, hardwired human “DNA” within technology, and the unique touch of human capital professionals.
  • Humans have an innate ability to be agile, flexibility, and to innovate when needed. AI is a novel swatch of technology that has revolutionized the Future of Work movement, however, it cannot be novel in how it approaches creativity and innovation. Artificial intelligence is founded on principles that have clear boundaries and parameters, whereas the human mind is near-limitless in how it can generate new ideas and concepts. AI will be even more clutch than it is today as the business arena continues to evolve; being “fed” tremendous amounts of data will allow it to boost critical decision-making at every corporate level, helping executive leaders develop major strategies that are founded on real-time data regarding economics, politics, supply chains, etc. However, the human mind always has an edge due to its propensity for agility and flexibility in the wake of changing times, as well as the natural, human consistency towards true innovation when and where it is needed.

There is a delicate balance at stake here, though, as AI becomes more entwined with business operations and evolves in how it enhances various enterprise functions. Artificial intelligence may have specific limitations, but it is undoubtedly a powerful tool that has the potential to disrupt, transform, and enhance nearly every facet of talent acquisition. Where do we draw the line, though? What is the proper mindset here, especially as generative AI (like ChatGPT) changes the ways businesses operate?

During last month’s Future of Work Exchange LIVE event in Boston, Opptly’s Rebecca Valladares put it quite profoundly, stating, “Ultimately, recruiters who use AI will replace recruiters who do not use AI.” The devil is in the quick details of Valladares’ idea: success comes to those who embrace it and meld it with the human mind. In the realm of talent acquisition, while AI holds immense potential to streamline processes and enhance efficiency, its true power lies in complementing and fusing it with human thinking, creating a harmonious synergy that combines the best of both worlds.

read more

Soft Skills Becoming the ‘Real Skills’ in the Workplace

Business LeadershipDiversity and InclusionGeneral InsightsHRTalent by John Yuva on

For enterprises to succeed today, it requires a focus on skills beyond the vocational. This doesn’t imply that sales, procurement, or financial expertise are unnecessary or less important to an organization’s operational success. Rather, it means that “soft skill” attributes are now equally critical as hard skills within the workforce. In the competitive marketplace, agility, flexibility, and resilience are imperative to weather ongoing volatility and uncertainty. What enables this? It is soft skills, or as Seth Godin, entrepreneur, best-selling author, and speaker, calls them — real skills.

Soft Skills Transformed

The growing criticality of soft skills seems a natural part of the Future of Work transition. Skills such as empathy, communication (oral and written), adaptability, collaboration, leadership, and strategic thinking are now table stakes for managers and executives. However, it’s no longer the higher ranks where real skills are necessary and desired. These skills are now core attributes for any role in today’s organizations. Imagine a workplace where, regardless of role, soft-skill development was an integral workforce strategy.

This means that real skills such as communication, collaboration, and strategic thinking are occurring at every enterprise level and among employees and project teams. Essentially, soft skills become core principles that drive organizational success and competitiveness. Making that vision a reality, however, requires a shift in executive behavior.

Progress Begins Today

There is evidence that much work must be done. Godin notes in an excerpt from his book The Song of Significance: A New Manifesto for Teams, that …“69% of managers are uncomfortable communicating with their employees.” This is a startling number. Communication skills at the managerial level are essential for communicating strategy, responsibilities, and performance effectiveness. Lack of communication severely impacts collaborative efforts and strategic decision-making.

Remarking on the statistic, Godin says, “Communicating with employees is uncomfortable because we’ve built systems of compliance and dominance that make it difficult. We ask people to leave their humanity at the door, then use authority to change behavior. We overlay corporate greed and short-term thinking with a human desire to create work that matters.”

Instead, the Future of Work paradigm promotes empathetic leadership that supports open communication and professional growth. The systems reliant on compliance and dominance are transitioning into workplace models that value teamwork and innovative approaches to solving enterprise challenges.

Everything Can Be Taught

It is often believed that only vocational skills can be taught. This is simply not true. Even Godin says leaders “underinvest in this [soft skills] training, fearful that these things are innate and can’t be taught.” Nothing could be further from the truth. Environmental factors as well as our own experiences with managers can shape how we communicate and problem-solve.

An enterprise that embraces an inclusive and diverse workplace can be successful in training employees in real skills. With behaviors modeled and supported by the executive suite, employees are more inclined to adapt and follow the lead of those they look to for guidance. Soft skills are real skills with real strategic impact. Model, train, and reinforce the power of soft skills in every organizational environment.

This article is one of several we’ve covered on soft skills. The Future of Work Exchange recognizes that real skills have real impacts on the Future of Work and workforce strategies. As more enterprises focus on soft skills as critical attributes to employment candidacy, it opens doors to technologies to better measure real skill competencies and performance. Those innovations will only strengthen how organizations source, hire, and retain their workers.

read more

Business Leaders Reap Flexibility Rewards

Business LeadershipGeneral InsightsTalentTalent AcquisitionUncategorized by John Yuva on

In the last 12 months, several high-profile enterprises have rolled back their remote work policies, requiring employees to return to the office. Most cite more effective communication, collaboration, and team bonding as primary reasons. While corporations like Disney, Apple, and JPMorgan will dominate the headlines with their announcements of in-person work, recent Ardent Partners and Future of Work Exchange research (2023) indicates an overall preference for workplace flexibility.

The research revealed that 97% of business leaders prefer some level of flexibility in their workplace. Consider this breakdown of leader preferences: flexible and remote options (64%), a mix of remote and in-person (33%), and fully in-person/office (3%). While there may be some validity to the myriad of reasons organizations are reverting to in-person work, the global workforce coupled with today’s collaborative technologies solves many of those challenges. Obviously, it largely depends on the nature of the work — an office environment versus a manufacturing plant.

How Employees Work Is Personal and Unique to Them

However, business leaders are realizing the value of a flexible work environment. Jennifer Jones Newbill, director, global employment brand for Dell Technologies, was quoted in FlexJobs as saying about the effectiveness of workplace flexibility, “Our employees really value flexible work! Our employees have told us time and time again that they appreciate being treated like adults. They like to self-monitor, and that would include how they pace themselves, what times of day they work, and where they choose to work from.

“The power of my team right now is that we’re global … We really bring a powerful collective by not all being in the United States, sitting in the same building together … If we were doing what we are doing with 10 people, all in the U.S., all in the same office, all in Texas, I don’t think we would be as cohesive and strong as a team.

“How people work or want to work is very unique and personal to them.”

As Newbill points out, it’s not about workplace control. In the past, productivity could come at the expense of forcing the proverbial square peg into a round hole. This often led to lower productivity rates, employee disengagement, and retention challenges. Today’s Future of Work paradigm puts the focus on the employee to maximize their productivity and engagement within the environment best suited for them.

Flexibility Opens Opportunity

What rewards are business leaders reaping from this approach? There are several. And as younger generations enter the workforce, the value will only continue to evolve and grow.

Talent attraction and retention. The war for talent remains. In a competitive job market, providing flexibility gives businesses an advantage in recruiting top candidates. This dovetails into building a diverse, skills-based talent pool, aligning with many agile workforce strategies.

Adaptation to changing expectations. The modern workforce has evolving expectations when it comes to work arrangements. This is only going to increase as younger generations populate the workforce. Millennials and Gen Z, who comprise a significant portion of the labor market, often prioritize flexibility and work-life balance. To attract and retain these employees, businesses must adapt their policies to align with growing expectations.

Employee satisfaction and well-being. Any enterprise that undervalues employee satisfaction and well-being is losing the war on attracting and retaining talent. When employees have more control over their work schedules and can accommodate personal obligations, they tend to be happier, more engaged, and less likely to experience burnout.

Operational agility and resiliency. With today’s market volatility, agility and resiliency permeate throughout workplace objectives. Whether it’s a natural disaster, supply chain disruption, or internal challenges, businesses with flexible work arrangements are better equipped to maintain operations and ensure business continuity.

As much as some business leaders want to institute more workplace control and limit or remove remote work options, the flexible workplace is here to stay. Whether it’s a team of 10 or a global workforce of hundreds, the Future of Work is now ingrained in the global work culture. The value of workplace flexibility can far outweigh the constrained approach. Provide employees with a sense of workplace ownership to cultivate a culture of engagement and resiliency.

read more
1 2 3 4 5 … 19
Page 3 of 19