#SmartRestart

​Managing sudden shifts in workforce needs is critical for employers, and the smartest approach is a multi-pronged effort.The economic impact of COVID-19 has sent shockwaves through the global workforce. Some industries have seemingly slowed to a crawl or stalled altogether while other sectors have never been busier and are scrambling to hire, train and redeploy workers. Moving resources where they’re needed most is critical.There is reason to be hopeful that industries can adapt and help workers find new footing. In recent years due to a talent shortage, businesses have been working to tap certain underrated talent communities, including retirees, veterans and previous freelancers, for new roles. History has shown that building new talent communities can be done in a deliberate and effective fashion––now the scale has grown and the timetable compressed. Shift recruiting strategies to virtual Facing social distancing restrictions, many human resources departments don’t have the ability to travel and have in-person career fairs to find and hire the most qualified workers. That’s when recruiters need to shift their strategies to virtual meetings and social media messaging. This has been done before and has been shown to be effective. For example, ManpowerGroup helps Australia’s military recruitment efforts extend to remote corners of the country, literally and virtually, like in social media—where the Defence Jobs Australia Facebook page has over 510K followers. Find untapped work resources During World War II, manufacturing realized they had a huge untapped labor market that represented 50% of the population––women. That’s still relevant today as businesses can benefit from hiring, promoting and leading with women and underrepresented populations in their industries. With a little bit of training and upskilling, these untapped sources can even develop into a highly-skilled workforce. For example, ManpowerGroup and Rockwell Automation teamed up to help veterans upskill and develop into new advanced manufacturing roles. The 12-week bootcamp in industrial manufacturing prepares them for a new career as an automation technician.  Think beyond full time Filling talent needs doesn’t always mean hiring for full-time roles, and a full workforce doesn’t have to consist of all traditional 9-5 workers––especially today. Nearly 9 in 10 workers are open to NextGen work – part-time, contingent, contract, freelance or temporary. Both workers and organizations can turn to flexible employment opportunities, especially as a way to quickly meet and redeploy where work is needed.  Without a doubt, businesses are facing historic challenges in redeploying workforces, with some companies pivoting, adding staff or waiting out the storm. Leaders can also take a measure of comfort in knowing they can take steps to meet demand where it is needed most right now.

​We believe collaborative action and learning from global best practices is needed today to be fully prepared to get people #SafelyBackToWork and economies running again when the time is right. That's why as an industry we're inviting employers, governments and NGOs to collaborate with us to enable companies and people to safely #SmartRestart. #COVID19DOWNLOAD NOW

​What does a #SmartRestart and safe return to the workplace look like? We've formed an alliance with other HR leaders including Adecco Group and Randstad NV to provide a research-based return to work roadmap that can be adapted and implemented in any country or sector with best practices for organizations of all types and sizes to use this research to identify and apply the practices that will get them up and running in a safe, healthy and productive way. ​DOWNLOAD NOW

​What does a #SmartRestart and safe return to the workplace look like? We've formed an alliance with other HR leaders including Adecco Group and Randstad NV to provide a research-based return to work roadmap that can be adapted and implemented in any country or sector. Check out the detailed data of Best Practice Health and Safety Protocols.DOWNLOAD NOW

​Just a month ago we were perfecting the art of tech and getting to grips with working, learning and socializing safer at home, to tackle the health crisis and flatten the curve. Just weeks later (it feels a lot longer I know) leaders - governments, business, education - are digesting the data, sourcing the science and laying out plans for not just when to restart, but how. We are in the throes of reimagining a new future for work and for workers. Switching off the proverbial office lights was just the beginning and dare I say, more straightforward. Dialing up the dimmer, at the right speed, in the right way that works best for people, is the next leadership challenge.  And while the restart will be divergent by industry, geography, health, culture and community, what we can be sure of is this: while thankfully a small proportion of the population will be infected by corona virus, 100% of us will be affected by it. Here’s what leaders can be thinking about for a PeopleFirst approach for the near term and the long term... A safe workplace is more than a hygiene factor Safety is not a new normal. Safety has always been a basic workplace need, and the definition just got a whole lot wider.  Physical distancing, protective equipment, sanitization materials, spacing, tracing, tracking and temperature checking just took workspace planning to another level.  While we reassure our people of what it is to feel safe, and skill up for a new growth industry, that’s a good reason to tweak that dimmer switch just a little more cautiously too. It is also why we joined our industry peers as the world’s largest private-sector employer to begin the Safely Back to Work Alliance and today publish A Practical Guide to a Safe Restart: Best Practices for Organizations.Embrace this opportunity to go back to the future, not return to the past There are a myriad learnings to leverage from recent weeks, as we reflect on achieving what we thought was impossible. So let’s choose what we create for the future.  The 40-hour week with hours of commute can become a thing of the past.  Sourcing in-demand skills from anywhere can become a comfortable norm. Creating cross-functional, cross-country collaborations across cultures can be nurtured overnight. People are proving adaptable, tech-savvy and speedy learners. And we know from our What Workers Want research that workers of all ages value flexibility, work-life balance and the opportunity to work and learn in a way that suits them.  This is our chance to re-shape a future that is more flexible, more virtual, more trusting and allows people to better blend work and home while allowing organizations to tap talent that can work from wherever. Be intentional - know your why  Begin with Why Return in order to be planful and fair. What does the business need? Which work can be done remotely? Is productivity compromised?  Tasks we thought could never be done remotely have transformed overnight – closing the books, payroll, customer service and even information security - so now is a good time to be asking Why? A phased return, reducing risk for our people and our wider communities is part of our duty of care and social responsibility.  Managers too need to understand individuals’ needs, to avoid assumptions or and prevent unconscious biases in playing out. A safe return means being intentional about what people need to come back to the workplace or remain remote working, while at the same time avoiding re-marginalizing the people we have worked hard to engage – women, parents, carers, older workers, people using public transport or with health conditions, and other underrepresented groups. Asking “why return?” takes a more human-centric and data-driven approach to how, when and who.Find the right balance between people and tech Investment in technology is paying off as part of the solution to this crisis, and long may this continue.  Learning has been decoupled from the classroom and the workplace, strengthening a generation of learners and workers for today and tomorrow. Virtual upskilling and online coaching will accelerate education in school and at work. And when continually learning and adapting your skills to stay relevant is more critical than ever to employability, the edtech revolution has the potential to be a great leveler and enabler of the Skills Revolution.   At the same time, tracing, tracking and temperature checking will likely prove critical in bringing people safely and confidently back to work.  Will people be willing to share more data than ever? Will they trade privacy for safety? Will employee data become synonymous with health as much as performance? And how will organizations reassure ethical use of data and demonstrate value and care for people?  Like all tech, how far this transforms the way we live and work for the longer term should be determined by what is preferable not dictated by what is possible. Physical & Emotional Wellbeing will be the new Health & SafetyThe impact of this pandemic will change us. For many, it will be the most disruptive event of our lives. Feelings of isolation, stress, fear and anxiety will be a COVID-19 legacy, and so too will be our reflections on the value of health, wellbeing, family and community. The organizations that demonstrate they live their values and deliver on their purpose especially in these challenging times, will be those that attract, retain and motivate the best skilled talent for future growth.  A Work Ready plan that prioritizes emotional wellbeing will be just as critical as physical and organizational measures in ensuring people are confident, healthy and productive.    Extraordinary times require extraordinary efforts. The world has changed and people have too. Rather than adapt the way work gets done, let’s embrace business as unusual, and restart the future to create one that works for everyone, one we know people have been seeking for some time. More digital, more virtual, more connected and more wellbeing-orientated than we could ever have imagined. And it’s here now.  Let’s tread wisely as we restart. 

​Business IssueAt one brand-name tire manufacturer, production ramps up and down with variable consumer demand. The company looked to temporary staffing as a strategy for building workforce flexibility and protecting its permanent staff from the fluctuations. However, to meet production goals, it needed a temporary workforce that mirrored its own staff in terms of quality and productivity. SolutionFor more than a decade, Manpower and the manufacturer have partnered on a comprehensive contingent workforce program driven by Manpower’s client site management. Manpower provides 40 to 50 industrial workers to staff four shifts, seven days a week. The manufacturer can drop down to 20 or increase to 70 Manpower associates as needed for production.  Manpower’s onsite manager provides constant management for the temporary workforce and expert understanding of the company’s hiring needs in order to place associates as machine operators, forklift drivers and other key positions. The onsite manager participates in daily production meetings to understand production requirements and priorities for the day and week.  To prepare Manpower associates for success on the job, Manpower’s onsite manager conducts an in-depth orientation, so new associates clearly understand job expectations and company culture, provides job-specific training as well as ongoing safety training, coaches associates daily on work priorities and the importance of being safety conscious, and manages an associate appreciation program and events.  Manpower’s onsite manager handles all of the administrative work associated with the company’s temporary workforce as well as monthly reporting and ongoing program reviews.ResultsThe tire manufacturer consistently meets its production goals and can align its workforce costs more closely with production. Through Manpower’s client site management:Turnover has dropped by 60%.Absenteeism is less than 1.5%.Manpower associates have an integral role on the manufacturer’s production line, which demonstrates the partnership’s success. Read or download the full case study. 

​Hiring looks different these days. With businesses practicing social distancing as much as possible, traditional interviews have morphed into virtual exchanges with video taking center stage. Here are ways to master the virtual interview new normal. Practice the “route” to avoid technical difficulties It’s common practice to drive to the location before your interview to make sure you don’t run into any construction or confusing directions. The same is true of a virtual interview.  Make sure the appropriate tool is downloaded, you have an account and are signed in, and you know how to use the technology. Virtual meetings can also be frustrating if they are hampered by freezing frames, lagging audio and dropped calls. Help ensure that your virtual meeting goes smoothly by asking others in your home to avoid using high-bandwidth activities like online video during the time of your interview. If wifi is still an issue, use hotspot data as a back-up. Many wireless carriers have added bonus hotspot data for free for the upcoming weeks. Pay attention to your presence During an era of working from home in casual wear, remember to dress up, look professional and be confident. Presentation matters in an interview, and in a virtual interview that includes having an uncluttered and professional background. Sit up straight and hold an upright body posture. Notice your breathing and inhale from your diaphragm, which prevents you from hunching over. Practice how you’re going to present eye contact, facial gestures and even your listening. Pay attention to how you are going to carry yourself, show enthusiasm and confidently lead with skills. Conduct a mock virtual interview Getting confident at interviewing takes practice, and this is also true for adapting to a virtual interview format. Practice by conducting a mock interview over video. Most college career centers provide services to alumni and often have services to conduct a mock job interview, and many are offering virtual services. If this isn’t available, rehearse with a friend before the interviewing process.Send a timely follow-up A timely follow-up can help highlight and reinforce your best impressions after the interview. Send an email note to recruiters saying what made you feel connected to the position and how the interviewers helped you understand the role. This can reinforce what others thought of you. You don’t need to say too much to stand out in the digital flood of information. In this format, many of the same interviewing techniques apply while new challenges arise at the same time. Don’t expect perfection –– interviewers are likely going through the same struggles. But preparation to adapt to the new medium will show another layer of skill and can work in your favor.

​Workforces are rapidly adapting to a new normal out of necessity—and it could be here to stay.Flexible scheduling. Working from home. Collaborating virtually with colleagues. These were all workplace trends on the rise in recent years, as digital natives and a younger generation advanced in their careers. Globally, 40% of people reported that schedule flexibility— especially flexible start and finish times and the ability to work from home—is one of the top three factors when making career decisions, according to ManpowerGroup research. Now what once seemed like luxuries or “nice to haves” in jobs are now a necessity in response to the realities of a global pandemic. The global economy is getting a crash course in digital workforce transformation, seemingly overnight. It will be a massive undertaking and difficult transition. But it’s also speeding up trends already underway. Here’s how today’s workforce is adapting and accelerating change. Digital collaboration and conferencing Tools like Microsoft Teams, Zoom, Teams, Slack, Sharepoint, Basecamp and more have seen a massive surge in interest as teams work to collaborate on projects, meet in real time and coordinate schedules when not in the same physical space. In some ways, businesses have seen efficiencies grow—people can start collaborating face to face with the push of a button. As digital literacy increases, teams will better be able to determine the best means of communication and choose the most effective channels for collaboration. Leaders stepping into new roles The ability for leaders to foster innovation, especially during periods of significant disruption, is critical, with technology playing a major role. In the past, technology was sometimes siloed into the domain of information technology or younger workers. Now everyone must become proficient with technology, including senior leaders. The pace of disruption is accelerating, and it is impacting leaders as much or greater than anyone else in the workplace. For business leaders, embracing digital tools to connect has become crucial. Leaders must have an understanding of the technical skills required to effectively communicate with and transform their team.Rethinking the work schedule Globally, workers are doing their job duties remotely as shelter-in-place orders are given to those who are able to stay home. This experiment in massive work-from-home protocol gives businesses an opportunity to rethink their structure. Since digital transformation allows workers to be productive on their own time and location, organizations are seeing the value of productivity over presenteeism. A major shift in the future could be a byproduct of today’s adaptations.   Those who have been at the forefront of the digital revolution for years –– Millennial and Gen Z workers –– are leading the charge and helping others make the leap. But with everyone now needing to work together, the shifts that have been happening could now become the new normal. How prepared is your organization for digital workforce transformation? Take the Digital Evolution Pathway assessment to find out.

​Global Best Practices for Getting Back to Work: #SmartRestart #PeopleFirst  As countries around the world begin to relax lockdowns, lift restrictions and plan for a return to some kind of new normal, it’s refreshing to be looking ahead to restarting our economies and reopening our workplaces. Already there are lessons to be learned from early waves from South Korea and Singapore, and now the Nordics, Spain, Italy and others planning how to ease thousands of workers safely back to work in the coming weeks.  While we scrutinize the impact of this health crisis on GDP, digest the reams of data and look ahead to formulate scenarios to minimize damage to our economies and businesses, it’s imperative we remember this crisis is all about people – about how people behave, how people react and how they respond in times of crisis.  The question we should be asking is not how speedy, how soon or how stringent a lockdown or lifting of restrictions should be; more, how do we encourage individuals to act on the information available and change their behavior accordingly?  For example, while restaurants remain open in Sweden, business is down 80% - because adherence to public advice is incredibly high. The focus on not alarming the population yet creating the culture and conditions that encourage people to take the right steps is one of the most important determiners of how we will emerge from this crisis.  Employers have a significant role to play with 3.3bn people at work every day. When we talk about how to reopen the economy, understanding that customers and employees want to feel reassured requires data and insight to build trust and instill confidence for a strong, smart restart. As a global organization operating across more than 75 countries, here’s what we can learn from those countries first impacted, first emerging: Testing, tracing and technology is key. Just as tech bridged the way almost overnight to remote working, it will also help bridge society back to reopening. Data is strengthening our response to the pandemic and the fast deployment of contact-tracing and self-diagnosis apps are helping containment.  In Singapore, a contact-tracing app that requires users to opt-in and share data, is already proving that many prefer the confidence of knowing and minimizing health risks. It also helps ensuring individuals at risk follow the quarantine rules. Widespread availability of testing is critical too.  Spain may prove to be one of the hardest hit countries in Europe, yet this week a partial release of lockdown allowed 300 000 workers who couldn’t do their jobs remotely return safely to work thanks to distribution of over one million testing kits, and 10 million masks provided at subway stations. What we can also be confident of: people will not return to productive employment if it’s perceived as a risk to their health and to the health of their loved ones. Communication, Communication, Communication. Openness and honesty remains key, and it works both ways. The best employers are carrying out pulse surveys, asking people what works for them, what they expect from their employer and how they can do more to help. Others - like airlines – are asking customers what will make them feel comfortable to fly again. In South Korea the government launched a campaign to educate people that testing at a national scale was key to containment. They established a call center to keep people informed, introduced an app to assist self-diagnosis and tracing, and wearing masks in public was universally adopted. Clear communication focused on data and insight has undoubtedly saved lives and allowed people to work safely and confidently. We cannot simply flip the switch.We cannot go from ‘off’ to ‘on’ with the current situation. There will be no universal return date for all. Countries ahead of the curve are orchestrating a phased approach prioritizing health and containment. Employers must provide clear guidance so people understand the rationale around returning. Gatherings at work and outside will be controlled. Workers who can work remote will likely stay home. Shifts will be staggered to allow for physical distancing, deep cleaning will happen between shifts and protective materials will be available to workers. Temperature-taking and virus-testing will continue in order to contain the virus, reduce anxiety around inevitable, controlled flare-ups and heighten worker confidence.  Partnerships and collaboration counts.Reopening the economy will require large-scale cooperation and alliances -- public and private, international and domestic. That’s why we are proud to join together with HR Industry Leaders and call for employers, trade unions, and NGOs to join us, too. We know this collaborative model works. Countries around the world are beginning to minimize disruption with a collective will to defeat the virus. In South Korea the public and private sectors are coming together quickly and efficiently, seamlessly merging data to identify new cases and isolate their spread, resulting in raised awareness and socially responsible behavior.  Acknowledge we will return to the future, not the past. Now is the time to embrace a shared vision of tomorrow. The sudden transformation of how we do business is going to have a lasting effect. Some of these changes are closer to what workers wanted all along. For years we’ve heard the growing chorus of calls for more flexibility, for remote working. Trust is now being required of both sides - to balance well being, productivity and independence.  And for those who remained on the job – the essential workers who have served us in hospitals, grocery stores and delivery centers – their service must remain valued and rightly rewarded long after the shut-down ends. Work is something that largely defines the human experience. If we remain strong, resilient and well-positioned to support our colleagues, customers and communities we can all be safely back to work - however that manifests itself in the next normal. Employers must be a part of the solution and put the well being of their people at the heart of what they do, protect lives and livelihoods.  After all, we’re all in this together.