The World Economic Forum estimates that more than half of all employees worldwide need to upskill or reskill by 2025 to embrace the changing nature of jobs. According to Harvard Business Review, organizations turn toward reskilling and upskilling to build the talent they cannot acquire or productively deploy.
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.
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.
Today’s labor market is tight. At the start of 2019, the U.S. economy had seen the longest run of job growth since 1969 and the current unemployment rate is still holding steady at about four percent. Year-over-year wage growth is also the strongest it’s been in a decade. The robust economy has shaped an ideal market for employees, where the demand to fill open positions is outpacing the supply of talent. You’d think employees would look at this as an opportunity to shop their talent to the highest bidder, right? But are workers actually looking to move on?
Two years ago, the World Economic Forum (WEF) published its Future of Jobs report – exploring employment, skills and workforces in the Fourth Industrial Revolution. This sparked debate – and growing concern – around a changing global employment landscape as the result of disruptive technologies, studded with widening skill gaps, new jobs and job displacement.
(To read the first part of this article, click here.)
Almost a week had passed since my meeting with Jeanette and her team, and I was still reeling from the conversation. It was just so hard to comprehend how a large company can afford to alienate its supplier community. Just as I was about to hit replay on the entire situation, the phone rang.
“Good morning,” I said.
“Hey there, Dean. It’s Tino. How have you been?”
Pulling into the snowy parking lot and contemplating today’s meeting, my mind wandered to a line from Michael Margolis, the CEO of Get Storied, “If you want to understand the culture, listen to the stories; if you want to change the culture, change the stories.” Carl, the site manager of Excel, the inside-outsourcing service provider at this motorcycle plant, had called a few weeks back and enticed me to visit by stating, “I have a great story for you.”
There is a significant shift in customer experience management in Europe as more brands shun traditional offshoring destinations in favour of customer contact centres closer to their customers. In an increasingly competitive global market, organisations are seeking to boost revenue and profits by strengthening customer relationships and using customer service to gain competitive advantage.