A People-Powered Green Transition
The advancement of the green transition continues and the impact on people, prosperity, and the bottom line is taking center stage. Investing in people is not just a choice; it's a necessity. As the demand for green jobs surges, companies need workers with the skills to execute net-zero strategies across business functions.
At the same time, candidates are now heavily considering a company’s environmental performance before accepting a job offer. A recent ManpowerGroup study found that 62% of workers check a company’s environmental reputation. In addition, evidence of clear action on environmental issues (60%) is now a deciding factor for many when choosing between job opportunities.
The Manager Mandate: Mastering Continuous Transformation
The pandemic provided a crash course as managers pivoted to remote leadership overnight. Now as AI, automation, and sustainability reshape work, the onus falls on managers to guide a people-first transformation. As new green and digital skill requirements grow, managers must motivate their people while easing fears around displacement.
Managers also serve as the anchor steering organizational change. They must maintain engagement, inclusion, and well-being amidst shifts in work models, business needs and employee expectations.
Now managers spearhead upskilling initiatives so people at all skill levels participate in the future of work. Top managers understand change succeeds when their people succeed.
Onshore vs. Nearshore vs. Offshore
Disruptions during the height of the pandemic exposed vulnerabilities in global supply chains. As the world economy continues to recover, challenges have remained, including increasing sustainability, demand volatility, shipping disruption, lack of effective data gathering, and fluctuating fuel costs.
Companies must prepare now for future disruptions by building diverse supplier networks and talent communities.
Striking the Right Balance on Wages
Today, economic uncertainty is preventing almost a quarter of workers (23%) from getting the job they want. People are changing jobs less frequently — forcing employers to figure out how to best strike the right balance between wages attractive enough to bring talent in while sustaining profitable growth.
With fair pay for fair work as the top productivity driver, it’s no surprise that a third of all workers (31%) wish leadership would better understand the financial challenges that impact their work. In addition to increased wages, businesses must also find other ways to stay competitive and retain skilled talent by providing autonomy, flexibility, and purpose-driven work.
