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.
Tagged in: Agile Workforce, Agility, Christopher Dwyer, Complex Categories, Contingent Workforce
