There are a lot of factors that led up to the labor trend that has come to be known as the Great Resignation, including some that were in play before the pandemic began.
Global businesses have now spent nearly two years navigating the various challenges of the pandemic. Although some of the fallout was predictable, the dramatic impact we have witnessed on the global employment market was more unexpected. Companies that were already adjusting to new ways of working now find themselves in the middle of arguably the worst employment crisis in modern history—a phenomenon known as the Great Resignation.
For months and months, we’ve heard and read ad nauseam about “The Great Resignation.” We’ve been given numerous reasons why record numbers of people are leaving their jobs.
But let’s be real about the main root cause. We are experiencing a great exodus of employees nationwide largely due to bad leadership.
In her book Trade wars, pandemics, and chaos: How digital procurement enables business success in a disordered world, Dr. Elouise Epstein, a digital futurist at Kearney, explains why most companies have historically been underwhelmed by the digitalization of procurement processes, noting that it hasn’t always delivered on the promise to empower people to move at speed, be more agile and work how they want.
Supply chain disruptions continue to drive up prices and lead to a growing shortage of goods across the U.S. and abroad.
Nothing in business is risk-free. Every department in a company needs to deal with risk daily.
Risk management appears to be a simple concept, yet it is a highly complicated aspect of organizational and procurement strategy.
We all know that procurement must be dependable and secure. Hence, it's crucial to control and mitigate the variety of risks connected with business operations to achieve success.
Suppliers are mission-critical partners for business success. Unfortunately, too often, an “arm’s length” relationship creates problems that are revealed only after it’s too late.
When suppliers feel conversations only occur after poor performances, the opportunity to have a productive, collaborative conversation may already be over.
With unemployment claims skyrocketing to almost 10 million at the end of March and expected to jump by millions more, COVID-19-driven economic jolts have quickly shifted the labor environment to the most volatile we’ve seen – well, ever.
Training a company’s team members is a foundational step in running a company, but it is often forgotten when busy times hit. This is a big mistake. Putting the time and effort into designing a training program that suits the unique needs of procurement will drive more effective results in less time. Employees will be better equipped to manage the various situations and surprises that sourcing across numerous categories brings about.
During the 2006 economic downturn in Puerto Rico, many jobs were lost and people left the island. Fast forward to 2017 when Hurricane Maria made the problem even worse. People left the island in masses; and many didn’t come back. It’s often said that every Puerto Rican knows someone who died and someone who left as a result of the devastation.
Just as we saw in virtually every other industry, the global pandemic forced manufacturers to reevaluate where and how work gets done, accelerating the pace of digital transformation that was already well underway. It also busted one persistent myth: work from home (WFH) is simply not an option for many manufacturing job roles.
In fact, the latest numbers show the success of WFH – a surprise to many industry leaders – has laid the groundwork for an even more interesting discussion. If workers can be distributed successfully, why not manufacturing capacity?
Manufacturing growth has skyrocketed over the last few decades, but the industry continues to lag in growing its most important asset: its people. A spike in retirements, paired with a drop in analytical leaders entering the field, is creating demand for procurement and supply chain talent that far outpaces supply.
If you’re in Talent Acquisition or Procurement, you know all too well that hiring people – whether employee or non-employee – can be complex and time-consuming. When you’re busy with the day to day, it’s easy to get distracted from tackling process improvements. Yet, it’s not hard to simplify and modernize procedures for your hiring managers. Some simple improvements can make sourcing external workers a more streamlined process.
As the world slowly moves past the Covid-19 pandemic with the arrival of the vaccines, the job market is starting to gather itself and get back into momentum. But the newer challenges for organizations that arise daily have rendered recruitment to take a back seat. A well-established recruitment strategy can be your redeemer in the coming post-COVID era as you start re-establishing your company, even though it may be tricky to envision what HR will look like in a post-pandemic world.
When change is difficult it sometimes takes a little nudge to move in the right direction. Like many business environments, the contact center industry wasn’t nudged this year—it was pushed.
With most call center providers still cemented in the brick-and-mortar model, the COVID-19 pandemic accelerated the need for transformation. This is due to the restriction of operations at these businesses as well as employees’ hesitations to work on busy call center floors.