Explore Insights

New research from Resetting Normal: Defining a New Era of Work suggests that many working people believe they have been more productive during the pandemic. However, before celebrating success, we need to consider how people were able to improve their productivity, and the toll it is taking on us.

Our new research found that while 68 percent of all respondents – leaders, frontline managers, and non-managers – believe that upskilling is important, 42 percent are concerned about not having skills that are relevant to the future of work. That’s largely because people are not getting access to skills and career development opportunity.

Steve Harrison passed away July 10, but his legacy was cemented years earlier with a deep commitment to outplacement support, and an unparalleled passion for building positive relationships with both employees and clients.

How do you make sure your workforce is fit for future purpose?

Our survey showed that 60 percent of hourly and non-exempt employees were not offered any kind of outplacement support when impacted by layoffs. Why do so many organizations neglect their most vulnerable workers – the people who need outplacement support more than anyone else?

Coaching is one of the most effective ways an organization can improve the way it works. From the C-suite down to frontline managers, everyone should have access to coaching programs.

Charu Jain SVP, Merchandising and Innovation, and Vikram Baskaran, VP of Information Technology, with Alaska Airlines, talk about why being able to offer enhanced customer service at a time when the whole notion of customer service has been completely disrupted by the pandemic is a testament to the strong cultural foundation that existed at Alaska Airlines before COVID-19 arrived.

People who embrace lifelong learning and bring a growth mindset to their careers are more likely to take on new challenges and are typically better able to cope with disruption and adapt to change. These attributes will serve them well, enhancing their employability both now, and throughout their journey.

After experiencing personal loss, Shelly Ibach, President and CEO of Sleep Number, recognized the deeper healing power of sleep, reinforcing the company’s commitment to employee well-being. Sleep Number’s focus on corporate wellness strategies and creating a mentally healthy workplace remains a key aspect of their culture, emphasizing the importance of health and wellness at work.

For organizations navigating a post-pandemic workforce, three practices—reskilling, upskilling, workforce redeployment, managing organizational transformation, and building a highly skilled, future-ready workforce—can help manage downsizing, minimize layoffs, and foster long-term success in a world reshaped by COVID-19.

An increasing number of organizations are assessing their senior executives’ readiness for current and future challenges. Those who delay strategic succession planning and workforce transformation will face the toughest leadership shake-ups, as leadership resilience and crisis management become more critical.