Earlier this week, 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, 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 overrepresented 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.

Be sure to check out the Contingent Workforce Weekly podcast for more insights and commentary on the evolving world of talent and work.

Tagged in: Christopher Dwyer, Complex Categories, Contingent Workforce, Future of Work, People, Process