Hot Careers For The Future

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Hot Careers For The Future – As we enter the third year since the emergence of COVID-19, the virus has proven to have a lasting impact on the future of work. In 2023, organizations face historic challenges: a competitive talent landscape, a depleted workforce and pressure to control costs. In this environment, it is imperative to address the following nine trends as your organization sets strategic workforce and talent goals.

Trend Number Trend Name 1. “Silent Hiring” Offers New Ways to Capture Talent on Demand 2. Hybrid Flexibility Reaches the Front Line 3. Driven by Competing Managers and Employee Expectations, Managers Need Support 4. The Pursuit of Non-Traditional Candidates Expands Talent Pipelines 5. Healing Pandemic Trauma Opens Path to Sustainable Performance 6. Organizations Push DEI Amid Rising Decline 7. Getting Personal with Employee Support Creates New Data Risks 8. Algorithmic Bias Concerns Lead to More Transparency in Tech Recruiting 9. Gen Z Skills Gap Revealed Workforce -wide of social skills

Hot Careers For The Future

Hot Careers For The Future

Everyone on LinkedIn remembers the viral wave of ‘stand-up’ headlines from the second half of 2022: the idea that employees refuse to go “above and beyond” and do the bare minimum required in their job. When employees “quit”, organizations keep people but lose skills and abilities. By 2023, savvy HR leaders will turn this practice on its head with “silent hires” to acquire new skills and capabilities without adding new full-time employees. This will be expressed in a few important ways: A focus on internal talent mobility to ensure that employees address the priorities that matter most, without changes in staff numbers Expansion and upskilling opportunities for existing employees, while meeting changing organizational needs accommodated. Alternative approaches, such as leveraging alumni networks and gig workers, to flexibly bring in talent only as needed

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As we move into a more permanent era of hybrid work for desk-based workers, it’s time to find reasonable flexibility for frontline workers, such as those in manufacturing and healthcare. According to the 2022 Frontline Worker Experience Reinvented Survey, 58% of organizations that employ frontline workers have invested in improving their work experience in the past year. About a third of those who do not want to do so in the next 12 months. If organizations are looking to offer more flexibility to their frontline workers, be aware that a recent survey shows that the top attractions for this segment include: Control over work schedule Paid time off Work schedule stability Frontline workers also express interest in other types of flexibility, as of. who they work with, who they work with and how much they work with.

The demands of today’s work environment have left managers completely out of their depth. They feel pressure from above and below: they need to implement the company’s hybrid work strategy while providing a sense of purpose, flexibility and career opportunities. Junior and mid-level managers are now the colleagues with whom their direct reports interact most regularly, and 60% of hybrid employees say their line manager is their most direct connection to company culture. Leadership is a skill and for most people it takes practice. The dual pressures of telecommuting and the changing needs and expectations of employees have reinforced poor management. By 2023, the best organizations will take two key actions to reduce the pressure on leaders. They will: Provide new support and training to reduce the growing management skills gap. The approaches that were successful in 2019 are ill-suited for the workforce of 2023.  Clarify leaders’ priorities, clarify how leaders should allocate their time, and redesign their roles where necessary.

For years, organizations have talked about the strategic value of expanding and diversifying their talent pipelines. Now it’s time to back up those words with actions. Two key trends have emerged: Employees are charting non-linear career paths: 56% of graduates report looking for jobs outside their current area of ​​expertise, and we expect this number to continue to increase in the coming years. Organizations can no longer meet their talent needs through traditional sourcing methods and candidate pools. In addition, hiring managers are less concerned with industry experience and technical skills than they once were. To fill critical roles in 2023, organizations must become more comfortable evaluating candidates solely on their ability to perform in the role, not on their credentials and previous experience. It is more urgent than ever to rethink outdated assumptions about qualifications.

Most people, and that includes current and future workers, still experience pervasive mental health challenges as a result of recent social, economic and political turbulence. This can reduce productivity and performance, as well as increase tantrums, termination without notice, workplace conflict and sudden underperformance. 82 percent of employees now say that it is important that their organizations see them as a whole person, rather than an employee. In the coming year, the best organizations will implement: Proactive rest to help employees maintain their emotional resilience and performance, rather than offering rest as a recovery solution after both have declined. This can include proactive PTO for high-demand work periods, no-meeting Fridays, allotted wellness time, and managers directing their team to take adequate PTO. Discuss opportunities to work through challenges and difficult topics without judgment or consequences. Trauma counselors to provide on-site counseling and train and coach managers in workplace conflicts and how to have difficult conversations with employees.

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As organizations strengthen diversity, equity and inclusion (DEI) efforts, some employees show signs of resistance. 42 percent of employees believe their organization’s DEI efforts are fragmented. And two in five agree that a growing number of employees feel alienated from or even resentful of their organization’s DEI efforts. Political and ideological trends that characterize DEI as social engineering or discrimination against historically favored groups reinforce this opposition. Employee pushback invalidates, disrupts, or disconnects programs intended to empower marginalized groups. It can be obvious or subtle, and it can be conscious, but is often unintentional. While many organizations ignore employee feedback for fear of validating it as legitimate, without being verified, it can reduce engagement and inclusion and ultimately result in attrition. In 2023, experienced leaders will tackle the opposition early, before it develops into more disruptive forms of opposition.

Organizations are using new technologies (AI assistants, wearables, etc.) to collect data on the health of employees, family situations, living conditions, mental health and even sleep patterns to respond more effectively to their needs. This creates an imminent privacy crisis. Technological opportunities expand faster than managers can fully understand and control. Being a human organization means knowing more about people, not just employees – a shift that has the potential to break boundaries around deeply personal and private information. By 2023, employers must prioritize transparency about how they collect, use and store employee data, as well as give employees the opportunity to opt out of practices they find offensive. Start building an employee data inventory to support the needs of your employees on healthy boundaries in addition to general well-being.

Organizations that use artificial intelligence and machine learning in their hiring processes—as well as the vendors they rely on for those services—will be under pressure to get ahead of new government privacy regulations. They need to be more transparent about how they use AI, publicize their data controls, and allow employees and candidates to opt out of AI-led processes. As more organizations begin to use artificial intelligence in recruitment, the ethical implications of this practice for equality, diversity, inclusion and data protection are becoming increasingly prominent.

Hot Careers For The Future

The social isolation brought on by the pandemic has hit young people hard: 46% of Gen Z workers we recently surveyed say the pandemic has made it harder to pursue their education or career goals, and 51% say their education not prepared to enter. personnel file. Gen Z has missed out on developing soft skills such as negotiation, networking, confident public speaking, and developing the social stamina and attention needed to work long hours in a personal environment. This lack of experience and preparedness can negatively affect organizations, especially as they aim to hire cheap talent in a tight labor market. But it’s not just Gen Z – everyone’s social skills have eroded since 2020. Burnout, exhaustion and career uncertainty – all heightened during the pandemic – are having a negative impact on performance. Organizations will need to redefine professionalism for their entire workforce to address this challenge.

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In short: Organizations face historic challenges with a competitive talent landscape, a depleted workforce and pressure to control costs. In 2023, managers must be skilled in capturing in-demand talent, focus on the mental health of employees and confront data ethics in new HR technology. These nine high-performing trends create an exciting opportunity for organizations to differentiate themselves as employers of choice.

Emily Rose McRae leads the Future of Work and Talent Analytics research teams in the HR Practice. While Ms. McRae works on all issues that may shape the future of work, her core areas of focus include new technologies and their impact on work and the workforce, new employment models, market and demographic shifts, and workforce planning to anticipate and to prepare for these changes.

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