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The Permanence of Workplace and Workforce Transformation

Business LeadershipGeneral InsightsHRTalentTalent Acquisition by Christopher J. Dwyer on

Around this time last year, there was a spirit of optimism that had been missing for over six months. The waning weeks of 2020’s winter brought disruption like never before, with the spring months forever etched into our minds as a period of uncertainty, fear, and anxiety. The summer of 2020 brought a sliver of hope that coronavirus cases would recede in anticipation of a better fall. We unfortunately know how the story goes from there: inching cases from September through the end of November brought one of the globe biggest’s winter surge before millions of COVID vaccines were administered through the late weeks of winter 2021 and through the spring. And yes, now we’re living a Delta variant world, but there’s at least some science-led expectancy that its enhanced transmissibility will result in a shorter surge than the ones earlier in the year.

If we look back to last summer, though, for just a moment, there was an aura of variability that sparked a temporary wave of thinking in how businesses managed their workforce and structured their workplace environments. “At some point, hopefully soon, we’ll get back to normal.” We’ve been saying it for months since then, hoping that there will be some sort of signal that it’s okay to get back to full office, cluttered highways, and crowded meeting rooms. Maybe there’ll be a point in time when those carefree, pre-pandemic days will once again be a steadfast reality, right?

Wrong.

If there’s anything that we should be discussing now, it’s the permanence of transformation. The pandemic left an indelible mark on how we get work done, from the way we engage talent to the means of aligning skillsets with specific roles and projects. In our personal worlds, we think, act, and move differently. Even those of us who are vaccinated routinely wear masks in grocery stores and other crowded areas. While there will absolutely be a day that we can battle COVID as an endemic piece of our seasonal virus gauntlet (much like the flu or the common cold), the truth is that we are all different from the collective experience of the past 18 months, which will soon be “the past two years” and then the “past 36 months.” We’re looking at a future of on-and-off mask mandates, vaccine boosters, and “embers” of hotspots where inoculation is low. We’re standing up against a continued fight against a “goldilocks” of a virus that will be with us forever.

That modicum of permanence, that we’ve been fundamentally changed…why can’t we accept that in how we conduct business? Do we really think that there will be a day sometime soon when we throw out all of the productivity gains we’ve seen from a shift to remote work? What about the realization that businesses can effectively engage top-tier talent no matter the location? And is there a point in time when enterprises suddenly stop relying on the extended workforce?

Well, no, of course not. Which means that the evolution we’ve collectively experienced as business professionals over the past 18 months is permanent, a series of uniform changes to how we think about talent and how we think about how work gets done. Consider that:

  • Nearly half (47%) of the total workforce is considered “non-employee,” another sharp increase from the year before and likely a result of the workforce agility gained from tapping into this on-demand, top-tier talent.
  • 75% of businesses state that the pandemic forced them to reimagine how they apply skillsets to projects and how they structure their workforce.
  • 70% of enterprises believe that the extended workforce effectively allowed them to be more adaptive during the challenging times of 2020.
  • 82% of businesses expect worker flexibility and related issues (such as empathy) to permanently transform how work is done.

Look at how fast the past year-and-a-half went by and the major talent/work shifts during that time period: remote and hybrid work as fundamental layers of survival, executive leaders managing with empathy and flexibility, the agile workforce becoming even more of a tool for thriving in changing times, etc. Change can be relative in most cases, but today, it is certainly not. We’ve all collectively experienced change in our personal and professional lives, and now the permanence of workforce and workplace transformation needs to be embraced as the current and future state of work. Businesses that don’t adapt and don’t buy into the foundational revolution of change will not only be left behind, but may find themselves never being able to catch up. Everything that’s happened in the greater world of work and talent, be it the viability of hybrid work or the massive shift to worker flexibility, is part of a permanent fixture of change and progression.

Workers understand what’s at stake and it’s the main reason why resignations are at an all-time high in the scope of business history. Worker experience (what we call the “talent experience” here at FOWX) is paramount for career development and work/life balance. Flexibility has cascaded down into the very fabric of the workforce and will forever become a crucial piece of the overall talent experience.

Given the uptick in extended talent utilization, the workforce has changed. Given the uptick in remote and hybrid work, the workplace has changed. Given the requirements and criticality of flexibility and the employee experience, the worker has changed. Permanently.

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Let’s Not Ignore Worker Burnout

Business LeadershipTalent by Christopher J. Dwyer on

In late spring 2004, I graduated from Suffolk University with a degree in print journalism. In-between traversing between temporary accounting and finance gigs, I knocked on the doors of every local newspaper in the North Shore area above Boston. Some editors gave me a firm “no” while others offered poorly-paid freelance opportunities to write an article or two week per week. I eventually stumbled into a newspaper office in a larger Boston suburb and spent 45 minutes with the owner and publisher chatting about newspaper layout, local politics, the Red Sox, and more. When he found out that I could write, edit, and design (a “three-tool player” in the world of journalism, a rarity), he hired me on the spot.

During my first couple of weeks, I thought I landed a dream job…right out of college. I was covering political issues, police budget cuts, school committee meetings, and so much more. During my second or third week as “designer version” of my role, when I had to put together nearly 50 pages of ads, stories, features, pictures, etc. using Microsoft Publisher, the owner saw me yawn and rub my eyes. “You’ll do great in this industry, kid,” he said. “As long as you don’t get tired, you’ll be fine.” I thought he was joking, so I smiled. And less than a year later, I left the industry for good.

I clocked more 18-hours days than I could remember. I once worked 28 straight hours because a co-worker up and quit during an argument with the owner. In order to attend a Red Sox game (during their magical 2004 season, no less!), I had to make up the work when the game was over (at 10:30pm). When those same Red Sox won the World Series for the first time in 86 years, I wasn’t at home celebrating; I was in front of a desktop computer putting together my second of three newspapers that evening. At the age of 22, I was burnt out, unhappy, and regretting having a dream that involved writing for a newspaper.

Nearly 17 years later, the very problem of worker burnout is unfortunately all too-common.

Business professionals are facing an epidemic on top of a pandemic: extreme burnout and work fatigue. Eighteen months of combating an increased workload on top of managing remote learning, an extreme lack of social interaction, and a rollercoaster ride of anxiety during the worst public health crisis our our lifetime. Some industries (such as healthcare and human medicine, veterinary medicine, light industrial, etc.) have experienced such an increased level of work that employees are facing the worst burnout issues of their careers. Staff shortages have been to blame for the majority of burnout cases, as businesses are often forced to “do more with less” in a period of continued uncertainty. And, within sectors that have experienced “boom” times over the past year, there has been a greater demand for products and services, resulting in organizations placing even more pressure on their workforce to perform.

In addition, workers that have moved to fully remote or hybrid models still routinely face a “blurring” of work and life balance, with care for children and their homes (on top of an additional workload) contributing to late nights on the computer, extended time on mission-critical projects, and work on the weekends. Worker responsibilities have surged, as well, as businesses seek to align staff shortfalls with the existing workforce.

Unlike pre-pandemic times (when burnout was still very much an issue), employees facing the epidemic of burnout now also have to contend with additional social, political, and health issues that are all comprise the world that is 2021. And it’s so much more than simple “stress,” too: mental anguish stemming from a workplace environment (and YES, a home office counts!) can have significant ramifications on business professionals, including irritability, physical illnesses, mental health issues, waning productivity, and, worst of all, a constant questioning of if the position/role (or, even worse, the career itself) is worthwhile.

Here at the Future of Work Exchange, we’ve talked at-length about the value and impact of flexibility and empathy in how executives manage their workforce. Business leaders can extend these concepts to ensure that they address the core issues behind worker burnout and improve overall work-life balance. To start, organizations must:

  • Institute deeper communication between managers and staff. Workers aren’t always willing or able to give away information in a conversational setting with managers, and, managers shouldn’t be playing coy with their workforce’s emotions. Open up the proper channels of communication and get right to the issues at hand: leaders asking if their employees how they feeling and allowing them to freely discuss the physical and mental impacts that all avenues of work are having on their work-life balance. Communication may seem like a gigantic obstacle, but more often than not, once the gates of discussion are open, both sides will begin truly understand the perspectives of what is occurring from a burnout perspective.
  • Provide a more flexible system of paid time off, vacation, and mental health support. Scroll through LinkedIn on any given day and you’ll read about various companies taking a progressive approach to workforce management, whether it’s offering extended time off, additional benefits for fully-remote workers, and services/offerings for mental health support. No worker that’s currently clocking 60-hour weeks will turn down an opportunity to develop a better plan for vacation or time off. Although workers with mental health issues may be hesitant at first, once they feel comfortable taking advantage of such benefits, they should utilize whatever the enterprise offers for mental health support.
  • Consider a dramatic short-term shift in the overall workplace structure. The long-vaunted “four-day workweek” has been effective for some businesses over the past several years, however, not all organizations could shift to this model and be successful from a productivity perspective. With that said, though, running such a dramatic short-term experiment could reveal so much about its longer-term success a viable option…quite simply: if you haven’t tried, how do you know it won’t work? Now is the perfect time to move to a four-day workweek, especially with many return-to-office plans on hold due to the continued impact of the Delta variant of the coronavirus. If a two-month experiment reveals that workers are happier, more productive, and better engaged with their roles and with each other, then it’s an experiment worth conducting.
  • Develop a direct line of collaboration regarding upskilling and reskilling opportunities. Although not a front-and-center issue when it comes to worker burnout, there is sometimes a hidden root cause: a misalignment between a worker’s total skillset and the work they are performing within a stressful or demanding environment. It’s not so easy juggling a career with an anxious home life in what was supposed to be the waning months of a pandemic but has now turned into a horrifying repeat of the early months of 2021. Managers must institute a direct line of communication about career paths and “where” workers want to be in the future. If there is an opportunity to undergo training for a different unit or department, there’s no better time than now to kickstart that initiative before burnout gets worse. The last thing executives want to experience is another period like this past spring, which were the largest on record regarding worker resignations across the United States. Existing experience and expertise is always going to be an incredible benefit, even if the long-term fit between the worker and his or her current role isn’t set up for long-term success. Employers must give these workers the opportunity to leverage their unique talents and apply those skillsets to other facets of the greater business.
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Contingent Workforce Weekly, Episode 603: “Hot Vax Summer” Meets the Delta Variant

Podcast by Christopher J. Dwyer on

An all-new edition of the Contingent Workforce Weekly episode, sponsored by DZConneX, a Yoh company, highlights how summer reopenings and return-to-office plans are currently being derailed by the Delta variant of the coronavirus.

The big ideas around the summer being a time of reopening, celebration, and a return to normalcy have all been thrown into a tailspin, especially knowing that this variant results in more frequent breakthrough cases and can possibly be spread by even the vaccinated population. The question, though, remains: what does it mean for business?

Tune into Episode 603 of Contingent Workforce Weekly below, or subscribe on Apple Music, Spotify, Stitcher, or iHeartRadio.

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With the Workforce at a Breaking Point, What is the Role of Agile Talent?

Contingent WorkforceTalent by Christopher J. Dwyer on

The United States is at an interesting crossroads in relation to its total workforce: after historic unemployment and severe staffing disruption at a year ago at this time, most labor rates concerning FTEs would (typically) indicate that business is as close to a normal state. However, according to The Atlantic and stats from the Bureau of Labor Statistics, “more Americans quit in May than any other month on record going back to the beginning of the century.”

A choice to move away from a steady, paying job in the midst of a global pandemic may not seem like the best of moves. Back in the earliest days of the crisis, I remember telling some close friends (as well as a family member) that were unhappy in their current roles to look past the undesirable aspects of their positions until there was more clarity regarding the continued effects of the pandemic on the global workforce. (Please note: in any other circumstance, I would never offer this once-in-a-lifetime sage advice, namely because I’m a proponent of the talent experience, employee engagement, and both contingent and full-time workers enjoying a positive familiarity with their roles and where they fit into their current organizations rather than gutting out and trudging along in a business that leaves them and their skillsets unfulfilled.)

The US is in an enviable state when compared to the rest of the world. The vast, vast majority of the country has removed coronavirus restrictions, dropped mask mandates (minus medical and specific facilities, as well as public transportation), and generally celebrating a return to normalcy (even though there are still hundreds of deaths daily and an average of ~10,000 new cases a day, but I digress). The culmination of 16 months’ worth of workforce evolution (not all of it positive) has left workers at an odd tipping point: they are not afraid to leave behind less-than-desirable roles anymore.

There are clear delineations in the overall perspectives of today’s workers that could have major ramifications in the months ahead. First off, the majority of businesses are slowly figuring out the best approach (be it hybrid, fully remote, etc.) for its workplace environment. This will surely affect how businesses view corporate real estate, and, to a larger extent, how they strategize around which modes of work result in the most productive business outcomes. Businesses are at a tipping point regarding the value of new work models; no one executive fully knows what is best for its organization after a year of uncertainty. These leaders must experiment and leverage various models until the one, screaming best result is there…and then adopt it for good.

One of the major reasons why the workforce is facing a “quitting crisis” is because so many workers became accustomed to a workplace culture that fostered empathy, flexibility, and evolving ways of measuring productivity. Going back to a 9-to-5 grind, including brutal commutes on both ends, isn’t going to cut it for those workers that thrived during the pandemic and know that their top-tier skills are in-demand. Furthermore, business leaders cannot suddenly shift their emotional attitudes from “supportive” to “drill sergeant” just because it’s safer to welcome workers back to office.

A major fallout from these aspects could be a “reawakening” to the value of the extended workforce vis a vie the realization that workers don’t need to be in the corporation’s backyard to have a critical impact, nor do talented workers have to stay put in an environment that they do not desire. Simply put: the move to remote work (and additional workplace flexibility) opened many doors for non-employee talent and its influence on how work gets done. Take direct sourcing, for example; more and more businesses were willing to invite larger numbers of candidates into their talent pools for the sheer purpose of planning for a future when things were better. When economic conditions recovered, hiring managers could scale up their workforce by tapping into talent communities or talent pools.

Agile talent will play a critical role in the future of the global workforce. Labor market data may look promising on the surface, however, digging deeper only uncovers the fact more and more workers will choose flexibility and independence over a return to pre-pandemic workplace culture. Contingent labor has always been a strategic asset, and, as it continued to evolve into a truly dynamic means of getting work done, the post-pandemic workforce will shine as a direct result of an increased reliance on agile talent.

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The World is Nearing Normalcy, But Will the Workforce Ever Be the Same?

Business LeadershipTalentTalent Acquisition by Christopher J. Dwyer on

In mid-June, CNN’s collaboration with Moody Analytics (the “Back-to-Normal Index”) indicated that the United States economy is “90% of the way back to where it was before the pandemic began over a year ago,” a stark contrast to the heartbreaking days of last spring and summer. Air travel and transportation are actively reaching pre-pandemic levels, while some markets indicate that the global economy could mirror February 2020 by the very end of the year.

Consumers are certainly taking advantage of the COVID-19 vaccine boom, spending more and more of their funds on the goods and services that were mainly out of the question less than a year ago. This activity, perhaps, is the strongest indicator that we are, albeit slowly, getting things back to some level of what we could call “normalcy.”

However, the pandemic and its ramifications left an indelible mark on the workforce; the below shifts represent the fact that even though some elements of the world and businesses may return to normal, the workforce will never be the same:

  • The next mass exodus of women from the workforce is happening right now. Back in March on the Contingent Workforce Weekly podcast, The Mom Project’s co-founder and COO, Greg Robinson, predicted that we may see another mass exodus of caretakers from the workforce, especially moms. And a Washington Post article found that after the early COVID shutdowns, nearly 11.3 million jobs held by women “vanished almost immediately, as women are over-represented in the retail, restaurant, travel and hospitality sectors.” Add in the need to be home without proper, in-person schooling, and this is a recipe for disaster for women in the workforce…something that could take upwards of two-to-three years to return to pre-pandemic levels. Companies like The Mom Project are certainly helping to alleviate this issue (check out our conversation this past week with the solution’s Donna Yelmokas), and the advent of digital staffing solutions and talent marketplaces are enabling moms and other caretakers access to roles that fit within their schedules. However, it is also incumbent on today’s business leaders to cultivate a culture that is founded on flexibility and empathy to get back to those pre-pandemic points even faster and allow women, moms, and caretakers to bring their incredibly valuable skills back to the workplace.
  • And, speaking of flexibility and empathy, business leadership will never be the same. As the world evolves into a “new normal” (or whatever you want to call it), both longtime FTEs and extended/contingent workers are going to place evermore emphasis on the overall “talent experience,” a concept borne from an application of employee engagement and employee experience attributes applied to both employee and non-employee workers. Aspects like remote work, flexible hours, and an inclusive culture are all critical concepts for talented individuals seeking their next role (be it a full-time or contingent project). Business leaders must look to a “culture of flexibility” as the foundation to how they lead. Ardent’s upcoming State of Contingent Workforce Management 2021 research study also finds that 82% of businesses will provide more flexibility regarding worker lifestyle issues, including childcare/daycare, schooling, etc., in the year ahead.
  • “Alternative” channels of talent become primary means of talent engagement. Even though direct sourcing and talent pools were high-priority strategies going into 2020 (and before a worldwide pandemic), they became even more crucial when traditional means of talent acquisition (such as proper interviewing) weren’t possible. Today, direct sourcing represents an ideal means of converging top-tier skillsets and expertise and on-demand talent engagement in the same package, allowing businesses to funnel the best-of-the-best into segmented talent pools and talent communities. Too, the talent nurture aspects of direct sourcing enable businesses to foster strong communication with their candidates, ensuring a positive candidate experience even before these workers are engaged for a particular role or project. The “next normal” will see an exponential rise in the utilization of direct sourcing, for sure.
  • New and evolved work models form the foundation of the Future of Work movement. This all-encapsulating concept brings together the brightest of innovation from learnings over the past year, and the approach is multi-pronged: 1) understand which modes of talent engagement are best for the business based on the levels of skillsets required, 2) apply an analysis that can determine whether positions, roles, and entire divisions should be distributed/remote, 3) innovate around how productivity will be measured (with an edge towards outcomes rather than hours worked), 4) implement whichever new safety and health precautions that are required (which, yes, includes whether or not COVID-19 vaccinations are mandatory), 5) foster and cultivate a workplace environment of flexibility and empathy, and, finally, 6) determine the best possible alignment between digitization and human-led processes.
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The Link Between Mental Health and the Future of Work

Business LeadershipTalent by Christopher J. Dwyer on

Even though it seems as if time passed by both slowly and quickly during the past, very strange 12 months, it’s not that difficult to remember the days immediately preceding the announcement of the COVID-19 pandemic (and, for us in the States, the days just prior to the President announcing a national State of Emergency). Many of us may have spent the weekend beforehand spending time with loved ones in a restaurant or movie theater, or perhaps enjoying a night out with friends at a crowded bar.

Within a matter of days, those activities were shelved and the world as we knew it was changed nearly instantaneously. For individuals with mental health issues (which affect 26% of all adults in the United States, according to the National Institute of Health), the toll was much greater: unheralded anxiety due to uncertainty, loneliness, and a constant barrage of negative headlines of the unfolding calamity.

Compounded by global economic disruption, massive layoffs and furloughs in specific industries, and a general sense of vagueness regarding the progression of the pandemic, talented workers with mental health issues needed flexibility more than ever over the past year. While it is only human to support these individuals with care and support, there is a greater link between mental health and the Future of Work…one that is founded on the limitless potential of empathy in how businesses address how work is done.

Empathy and Flexibility as Critical Future of Work Attributes

If there’s one thing that we learned over the past year (and let’s be honest: we’ve learned MANY things, from how to bake bread, the importance of video conferencing mastery, and much more), it’s that the pandemic’s disruptions lead to an interesting development: many of the Future of Work movement’s evolving principles, including remote work, digital transformation, and non-technological strategies, were accelerated.

Businesses quickly learned how to collaborate across distributed workforces/teams, while others experienced first-hand the value of automation in business locations that couldn’t allow for more than a small percentage of on-site work at a given time. In looking at the less obvious accelerants, however, there is one that has taken on greater meaning and impact in the face of the myriad changes the business world has collectively experienced: the rise of empathy and flexibility.

The collective trauma left in the pandemic’s wake affected nearly every individual in some profound manner, a joint sense of struggle that opened pathways for business leaders and managers to employ different modes of leadership. For example, working parents faced with a sudden lack of daycare or school needed both the actual and emotional support of their leaders to contend with a series of new challenges, while the dramatic shift to remote work ruptured the once-delicate work/life balance and required those same leaders to be more flexible in how they managed their staff.

Mental Health’s Role in the Future of Work

The issues detailed above sat on top of the already-critical issues faced by the tens of millions of workers with mental health issues. A worker with anxiety or depression (or both) could now contend with burnout due to taking on additional new roles in the age of social distancing, as many more workers with more severe mental health challenges are still forced to traverse the complicated pathways left behind by how to be productive while various modes of worry plague their minds, even now a year later. Too, the pandemic itself triggered a new “wave” of individuals who experienced mental illness for the first time, compounding the greater issue at-hand.

What does this mean for the Future of Work movement, you know, the set of attributes that describe how a business optimizes its talent, technology, and strategy to best get work done? Well, it all boils down to fusing mental health and employee wellbeing into greater workforce, staffing, and work optimization strategies, much like how diversity, equity, and inclusion initiatives are becoming table stakes for how business address projects, staff roles, and find top-tier talent.

Addressing mental health, as well as employee wellness and wellbeing, must be melded into other foundational workforce strategies, similar to how new technology and new talent acquisition approaches (such as direct sourcing) have become key pieces of the Future of Work puzzle. The very essence of the Future of Work movement is to optimize how work is done and enhance the productivity of both talent and technology. Mental health is a critical factor in just how productive, creative, and innovative the workforce can be in how work is addressed and ultimately optimized.

As business leaders continue to prioritize the “basics” of supporting worker mental health (via empathy and flexibility), the following actions will be critical in the year ahead:

  • Push employee wellbeing up the priority list for 2021.
  • Offer an open and inclusive culture for those workers that need to speak their minds.
  • Cultivate an environment in which all workers, regardless of position, feel “physiologically safe.”
  • Prioritize the human connections between leaders and their staff (such as scheduling more video conferences).
  • Institute flexible policies that discourage worker burnout and allow for enhanced productivity.
  • Restructure paid time off (PTO) policies to ensure that workers can take the time they need to maintain a healthy work/life balance.
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