Unprecedented Flexibility Is Needed for Business to Meet the New Reality
BRINK News asked Kate Bravery, global advisory solutions and insights leader for Mercer, for her perspective on the future of work — which, in some ways, has arrived earlier than expected. This is part one of a two-part interview.
边缘：What is required of an agile workforce today, and what should organizations do to equip themselves to be agile in the future?
BRAVERY: Agility is primarily a mindset. Before the pandemic, executives thought just45% of their workforce could adaptto the future of work. The crisis has proved the opposite. The question is no longer about which employees can adapt, but how the organization can be agile — and be agile in non-crisis times.
Whenexecutives talk about agility, they mean two things: a flexible talent model and a diverse workforce with versatile skills. A narrow focus on work-from-home policies as the primary tenet of flexible working does the organization and its people a disservice. To meet new realities, organizations must buildunprecedented flexibilityinto their business models, their people practices and their talent ecosystems through skills-based talent practices, amongst other strategies, skills-based talent practices and a broader view of how work gets done and by whom. For example, during the pandemicU.S. telecommunications company Verizonredirected nearly 20,000 affected store-based employees into other roles, such as in telesales or online customer service.
Refining Long-Term Flexible Work
边缘：What impact will the shift from a “remote work experiment” to a more integrated remote working policy have on how we work?
勇敢：我们都开始看看从家里工作的收费 - Mercer 2021的初步结果Global Talent Trendsstudy reveal that HR leaders cite “too many distracting priorities” and “employee exhaustion” as their organization’s biggest challenges in the next 12 months. Therefore, it’s no surprise that many have concerns around burnout, financial well-being and mental health as we face second- and third-wave lockdowns.
New hires may struggle with learning a new culture and building internal relationships if disconnected from an office. Early-career professionals are often most likely to want to come back to the office, but part of what they are missing is the absorptive learning that happens working alongside more seasoned employees。
What’s getting lost in the conversation is how tocreate flexibility for all employees long term。All jobs can flex in some way — the challenge is identifying how certain jobs can flex productively for the business and for the individual and then building the culture that supports blended models. This can be done by assessing what flexibility is possible in terms of five lenses: what, where, how, when and who, assessing for personal preferences and then for sustainability, and analyzing return on investment against business priorities.
During this pandemic, company leaders and colleagues have realized that whole people have whole lives. The bold statements at the start of the pandemic regarding “we will stay 100% remote” or “we are a community-based business” just haven’t borne out; what is desirable by individuals has to be factored into any redesign of work, work models and workspaces.
Who Is Responsible for Reskilling?
BRAVERY: The short answer? Both.
For employees, reskilling is a question of future employability. The majority of员工（78％）渴望重新夺回甚至在冠心病袭来之前。188bet投注网站然而，五个在Y和Gen X员工中的一个人说他们不知道该学到什么。雇主可以通过沟通业务需求和赋予他们学习的东西来支持员工的未来积极管家。尽管裁员和不确定的期货现实，但一家航空公司已经做到了这一点，并且已经在参与结果中得到了偿还。
The rub is that talent practices need to accommodate the shift in how people are reskilling. Most hiring algorithms sift for traditional qualifications from traditional institutions. This is a worry, given that enhanced investment inonline learning is a primary lever companies are pulling in 2020。Without recognition of online qualifications, any effort will fall short and require a review of sifting, hiring and promotion criteria. Without the ability to flow talent to demand, switch lanes or be viable candidates for new roles, organizations cannot deliver the workforce mobility needed to keep pace with the 65,000jobs that are changing由于AI和Automation，也没有85,000件新的就业机会。
对雇主来说,reskilling deliverin通常是g on business transformation goals and being a responsible employer. The COVID-19-induced economic crisis has put the era of apathy around reskilling to bed. Companies looking ahead are in reflection mode: What does the crisis reveal about their “must-have” work for future success? Who is best positioned to do this work? What is the cost to buy versus build versus loan these skills? Where are gaps in our skills portfolio today relative to what we need for tomorrow? Planning in this way connects future strategy to people-capability to reskilling initiatives. It is this connected thinking that will drive askills edgein 2021.
Responsible employers are thinking empathetically about the individual and their own market value as the world shifts and job opportunities change. If an individual’s skills don’t match the organization’s future requirements, the organization can still make a difference to the employee by focusing on outplacement services or by being part of a talent consortium. The preparedness to share talent and expose employees to learning outside their department — sometimes with customers, suppliers and even competitors — is something that could help build the dynamic workforce of the future. This is part of the new flexibility frontier many are just starting to explore.