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Gartner.com (Future of Work Trends in 2023 Review) · The Business of Alignment - Powered by The E1B2 Collective

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  So gardenerd.com put out a amazing article, they tied
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  reigniting future of work trends for 2023 right?
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  And what they did is they broke down a few different Trends,
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  perspectives and insights that they feel CHR Rose heads of
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  people c-suite. Executive leaders need to be
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  thinking about in a 2023 world as pertaining to the workers as
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  it pertains to the workforce and there's a few topics here.
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  At, I think I personally want to cover and talk about because I
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  think I can elaborate on them a bit.
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  And I also think they are providing some new ones and some
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  context that that can really help shape the perspectives.
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  The the minds of those leaders that are going to be inevitably
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  implementing these best practices, adjusting some
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  policies, adjusting some ways of working and making some change.
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  So figured I'd share some thoughts.
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  The first thing that they shared here is being a little bit more
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  thoughtful with the being a little bit more thoughtful with
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  the hybrid working, flexibility options, for your front line
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  workers. Right?
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  So we're talking about your workers that are in the
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  following Fields. You're talking about your
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  workers that maybe are working at Your gas stations, your
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  restaurants, a lot of the health care workers.
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  There your office workers your warehouse workers IT workers
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  that may be in manufacturing. You know, a lot of these workers
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  don't have control over their schedule.
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  A lot of these workers don't have paid leave Lively lot of
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  these workers don't have stability in their work schedule
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  and I think a lot of that has to change what they're saying in
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  the trend and this is their number two trend.
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  Is that a lot of these workers? About 50% of them are going to
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  start either upskilling themselves and redeveloping them
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  skills to move out of this space witch.
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  Raising my hand would say, good for you as an individual, but
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  for the industry for the manufacturing, industry for the,
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  for the restaurant industry, for the automotive industry, for the
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  healthcare industry, that's not a good idea to have 50% of the
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  workforce, the Frontline workers, leaving that sector
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  because of no control over work schedules.
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  No control over paint, leave. No stability within the work
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  schedule, and they need this are reinvesting, a lot of time and
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  energy into employee experience. So couple things First and
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  foremost, when I see control of a work schedule.
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  And I having control over that, I'll give you a very simple
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  tangible tip. There is a way because my mother
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  is in this situation, there is a way we are.
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  If you're not going to give them a stable consistent work
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  schedule, maybe you can't, maybe you don't have.
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  I know right now my mother is a, as a general manager for Rural
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  Farms, right? And I know many times she is
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  being called to strategically navigate the realities of
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  people. Calling out strategically
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  navigate the realities of people just randomly quitting and it
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  seemed as though the rest of the, the rural Farm gas stations
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  are always in a position where they don't have enough people
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  there. They just always seem to be in a
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  position where there's not enough workers.
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  There's not enough hands, there's not enough help,
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  contextual to the inbound of customers coming in.
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  Now, I understand that and I empathize with that.
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  So if you could give your people a control over the work schedule
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  so maybe you're my son. Day heading into the next week
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  you would say to my mother you would say to Derek.
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  You would say the same. You were saying that Andrew
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  whatever the the the employees are going to be, what do you
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  want to work? How do you want to work?
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  This schedule? What days is weak or going to
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  work for you? If you're going to be an
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  employee here we need you to clock in 40 hours this week.
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  But why don't you let us know what works for you and then the
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  HR teams theater and the general managers, they are going to have
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  to be strategically navigating how they can.
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  Deal with the Ebbs and flows of the gaps, but at least giving a
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  little bit more power in that into the control of the
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  schedule. Because I can tell you right
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  now, not having control of the schedule, drives my mother crazy
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  and a drive 58 percent of the workforce of these Frontline
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  workers crazy and it drives them crazy because there's just
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  inevitable ups and downs and Ebbs and flows in their
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  schedule. Where they can't proactively
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  plan things with their daughter. They can't proactively plan,
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  doctor visits. They can't proactively plan
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  anything more than a few. Two days out in the time, and
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  that's a problem. So I would say even starting at
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  the beginning of the month, I would go to my mother and say,
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  you know what, we want to give you control of your work
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  schedule, we want to have you, guaranteed clock in 40 hours a
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  week. Each and every week of these
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  four weeks, you let us know which days you, let us know what
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  times you let us know what schedule is going to work best
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  for you and if you get these times in by this date, we can
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  give you an 80 percent guarantee, a 90% guarantee that
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  we're going to you know, that we are going to Agree to those
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  times. We're going to support you
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  around those times. We're going to make sure those
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  times are guaranteed and we're going to make sure that your
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  schedule is somewhat a little bit more control of them and a
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  little bit more consistent. I think the last factor is a lot
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  of these Frontline workers deserve paid leave.
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  Number one, a lot of these Frontline workers are literally
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  the backbones of America. Let's just call it what it is
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  Americans. We had, we need health care, we
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  need certain things manufactured.
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  We need for certain things, built, we need To go get gas.
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  We need to go eat and go get food.
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  These Frontline workers, Believe It or Not, may not be the most
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  strategic, may not be the most competent in the traditional
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  framework of the way America looks at intelligence.
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  But these Frontline workers are the backbones of America today.
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  If we don't have the gas station workers, we don't have Folks at
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  the restaurants, if we don't have folks in manufacturing, if
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  we don't have folks in healthcare, then what we do.
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  And there's not a great answer for that and I don't want to
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  hear a i i To hear technology. I don't want to hear robots
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  because yes I believe those things are coming but it's not
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  here now and so since it's not here now we need to respect the
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  reality in the context of these individuals lives.
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  Typically, those type of individuals have a lot of things
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  going on within their households, due to the lack of
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  financial stability that they have due to potentially the
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  circumstances are in from a family perspective, from a
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  culture perspective. And so, Giving these individuals
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  a little bit more flexibility, or a little bit more proactive
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  paid leave so that they can attend to some of those family
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  Dynamics, attend to, some of those difficult moments in our
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  life and being cognizant of that.
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  And paying attention to that, and being empathetic to that.
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  And being honest about that would really, really do a lot of
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  these folks, some justice in some support.
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  And I think it's something that a lot of people need to think
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  about, and they're just simply not thinking about it.
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  So, that's number one. Number two, a lot of the low
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  managers. Low managers mid-level managers
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  going to have a little bit more of a focus in 2023 to help, stop
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  the quiet quitting movement. So what do I mean by that?
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  A lot of The Quiet quitting is happening because a lot of
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  employees feel like they're no longer being developed.
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  A lot of employees feel like you no longer have an option from a
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  career mapping perspective, a lot of the employees.
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  No longer have a great relationship with their direct
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  reports. A lot of employees feel like
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  they don't like the structure of their role and they've Asked
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  time, and time again, to have the role restructured, there's
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  multiple reasons, right? And so, the number one thing
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  that I think would be happening in a 2023 world is training for
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  those low to mid-level managers around closing, the skill, Gap
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  around, supporting career, progression needs around
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  building. Flexibility into your leadership
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  style. So they understand how to treat
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  Derek Andrew Sarah, you know, Angela in all different,
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  contextual ways and taking the time and building the systems
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  and having them Analogy to understand how Derek wants to be
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  communicated against understand the decision that they are going
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  to be involved in understand how to support their, which career
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  from a skill skill Gap perspective.
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  Understand when and how. And if you were supporting go to
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  back for Derek from a promotion perspective, the the the low to
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  middle level managers, unfortunately, are the reasons
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  of a lot of these, a lot of these quiet quitting moments.
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  Now, on the flip side, a lot of the low to middle of Managers
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  will probably come to me and say, well, well well AJ I have
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  my hands tied. I'm being restricted by my
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  director. I'm being restricted by my VP,
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  I'm being destroyed. I'm being restricted by the
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  c-suite and I totally get that. So there's a couple things that
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  need to happen. Number number one,
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  organizations, c-suite director, VP you have to raise your hand
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  and recognize what type of red tape.
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  What type of restrictions would type of walls?
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  Are we putting up for our low to mid-level managers?
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  Are we giving them more time are we letting them know that the,
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  the, the career progression support?
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  The closing skill, Gap, support the building flexibility into
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  leadership style support. Our, we are.
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  We letting them know that this is a part of your job.
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  Are we letting them know that this is incredibly important?
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  And then are you learning from them?
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  The red red tape in the restrictions in the roadblocks
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  in the walls that you're putting up around those factors and our
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  is that dialogue even happening, my gut tells me the date.
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  It tells me that there's not happening.
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  So c-suite, if you're listening VPS, if you're listening
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  directors, if you're listening support your low to mid-level
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  managers around those categories, understand for
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  yourself. First and foremost, the amount
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  of bandwidth, the amount of support the amount of
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  adjustments. You're willing to allow them to,
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  to proactively make without emailing you without calling you
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  without asking for permission. And then for my low level of
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  mid-level managers listening, you have to Realize that closing
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  the skill. Gap supporting career.
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  Career progression needs building.
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  Flexibility into your leadership style.
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  It's a must it's a must in my opinion to keep your job as a
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  leader. It's a must to support the
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  people that you have been leading those six to twelve
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  people. And it's a must to make sure
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  that this quiet quitting moment slows down a little bit.
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  Another thing I want to talk about is figuring out ways that
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  companies can start supporting, did non-traditional candidate
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  Journey from They from a recruiting perspective.
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  So what I mean by that is there's a lot of people right
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  now that are looking for jobs that are not reported typical
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  candidate or employee or someone that's in the pipeline according
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  to the data. And I'm looking at here, it says
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  employers are charting nonlinear career path. 56% of candidates
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  reporting report applying to jobs outside of their current
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  area of expertise and outside of their current area of expertise
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  within the coming years What that essentially means and what
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  I'm reading from that is when I'm one of those individuals as
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  well. We need to start treating and
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  teaching and developing, and supporting the organizations,
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  and the Tas and the HR leaders to identify transferable skills
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  identify like, like, actually, I'm gonna stick right on that
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  for a moment, there should be trainings that happen on a
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  consistent basis. Where Tas recruiters HR leaders
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  look at a product. Job.
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  Look at a sales job. Look at any job.
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  Frankly any job Amy freaking job that you're looking to fill
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  right now and say if we can't get someone exactly with six
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  years of experience doing this job at this type of a company
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  what would be the next best transferable moment and go
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  through a mental model? Go through an exercise, okay, if
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  we're looking for a VP of Partnerships that has this
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  amount of skills working with workday this amount of Feels
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  working with development, this amount of skill is doing
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  strategy. This amount of skills being able
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  to build c-suite level executive relationships.
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  What would be, what would be a comp?
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  What would be a similar skill set?
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  What would be a similar type of candidate?
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  What would be someone that could be easily, transferable
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  candidate that we would be able to support be able to develop,
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  be able to get up to speed in a relatively quick period of time.
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  I don't think companies are going through that mental model.
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  I don't think companies are going through that process. yes,
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  and I know for a fact or not training recruiters to seek out
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  that perspective to understand that perspective and to go
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  through the mental model in the exercise, in the trainings, to
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  really dive in, and look for that, and I think this is going
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  to be important for the following reasons, There's going
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  to be a moment, I believe in the back end of 2023 where were
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  quote-unquote slowing down on the recession and starting to
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  ramp up on hiring again and those recruiters are going to
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  have to look at all the folks that are coming to get jobs and
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  respect, the fact that many of them 56 percent.
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  According to the data mean not be from your exact demographic.
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  May not be from your exact background.
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  May not be from the exact pipeline may not be from the
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  exact skills that may not be from.
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  Exact type of job previously that you were looking for but
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  you have to keep your eyes and ears open to look and here for
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  things that are different that you know for a fact can be
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  transferable. And the best way you can do that
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  is by giving your people your recruiters to the training,
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  going through the mental models, creating examples, creating
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  maybe even some case studies. So when you do come across and
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  Anthony Vaughn, when you do come across Michael, when you do come
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  across a Sarah, when you do come across anyone that looks a
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  little bit different than your traditional this isn't new.
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  New to you, you've seen this, you've heard this, you've
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  understood this, you've been around this because you've done
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  some sort of training and your companies have given you the
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  green light to say, you know what, push them to round to push
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  them to round three because if we inevitably decide to hire
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  this person will be able to take those Baseline skills and
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  develop them for the future. Because it's not that much of a.
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  It's not that much of a of a struggle to try to get them up
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  to speed. I think the last thing that I'll
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  talk about finally is healing the pinned.
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  Emma trauma and and really opening up the path to sustain
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  sustainable performance and sustainable inclusivity.
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  So what do I mean by that in 2023?
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  We have to remember that proactive, rest discussion
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  around opportunities and Trauma counselors are going to be
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  incredibly important. Let me, let me make this clear.
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  You have to realize that human beings would do too.
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  Ridiculously catastrophic emotional moments for many
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  people, they went through potentially getting laid off,
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  having family members passed away.
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  And having a complete shift of the workforce, workplace
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  experience during covid. And then literally, within a 8,
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  to 12 month period of time. Some of those.
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  Same people are now laid off some of those.
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  Same people are now reading the blogs, reading the headlines,
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  looking in the news and seeing all the companies that are no
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  longer hiring or doing hiring freezes or do.
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  In cash freezes. So you have to respect that so
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  when those people eventually come back to organization, you
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  have to respect that burning. So you have to be proactive
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  around PTO, you have to be proactive around.
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  Potentially, no, no meeting Fridays.
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  You have to be proactive around allowing them to have a little
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  bit more control. And when they can tell you, hey,
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  you know, on Wednesday, its retinol hybrid culture here.
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  I think I'm going to come into the office between 9 and 12 and
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  then I'm going to do some yoga and take my daughter out for
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  some lunch between 12 and 3 and then I'm actually going to come
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  back to work and close up between three and seven.
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  If that is that okay with you. Because that's really going to
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  give me the mental, peace in the clarity and the calmness that
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  I'm looking for, because I'm just overwhelmed the brain has
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  gone through a lot guys. The brain has gone through a lot
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  over the last 23 years. We have to respect that the
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  second thing discussion of opportunities.
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  A lot of people have had their careers pause for a minute when
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  I mean by that is a lot of people doing the layoffs.
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  A lot of people doing the reshuffling.
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  They haven't had so many career advancement opportunity.
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  So companies need to be more proactive would have him to
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  discussions of the opportunities that may or may not be coming up
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  in a 2023 world because I guarantee the workforce are
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  going to be hungry. And looking for those
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  advancements, looking for my money, looking for more title,
• 16:27
  looking for more responsibility. Finally.
• 16:29
  Teacher leaders how to be trauma counselors.
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  We need to have on-site training and coaching were managers
• 16:37
  understand how to deal with workplace workplace, workplace
• 16:41
  conflict due to employees that are burnt out and as well as due
• 16:47
  to the state of the world. And having those uncomfortable
• 16:50
  conversations that we know, we're going to be Brewing
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  whether it's the black lives matter.
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  Whether it's the political state of the world, whether it's
• 16:56
  what's happening in with the layoffs.
• 16:59
  It's what happened and whether it's what's happening with some,
• 17:02
  some ways employees feel about how the companies did other
• 17:06
  employees that were laid off a disservice with not being more,
• 17:10
  proactive with product adjustments, being proactive
• 17:13
  around, maybe raising prices, or they could, you know, maintain
• 17:16
  and keep the workforce, whatever.
• 17:18
  It's going to be, we need people, we need leaders, we need
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  managers on site that understand how to deal with trauma.
• 17:25
  Understand how to train and Coach deal with workplace
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  conflict, and have those Those difficult conversations, be
• 17:31
  empathetic, be supportive. Be sure to eject and be loving.
• 17:34
  We need people to understand how to develop that skill honed in
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  on that skill. Frankly, it needs to be a
• 17:40
  manager expectation in your leadership rubrics and it's
• 17:45
  something that needs to happen. So these are some really great
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  Trends, some really great focuses I believe in 2023 world.
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  Thank you Gartner. Thank you to myself for
• 17:56
  unpacking. These thoughts.
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  I hope this this was Very supportive and very insightful
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  because I, again, I really believe that some of these
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  Trends. Some of these perspectives are
• 18:05
  going to be a big, big focus in the 2023 world and I hope you
• 18:08
  all can get on top of these things, take these things
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  seriously and make a change. So as always just a few
• 18:16
  thoughts, just a few perspectives, we'll talk soon.