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Organizations need to not only encourage leaders to undertake wellness conversations, but also train them in the best practices needed to help people to open up about their physical and mental wellbeing.

Data from LHH and industry insights from the World Employment Confederation, the umbrella group for workforce solutions companies, has confirmed a direct connection between the use of career transition services and the overall burden that governments have faced throughout the pandemic supporting the massive job loss that followed the arrival of COVID-19.

At a time when some 40 percent of workers at all levels are considering leaving their jobs, a focus on exploring more unconventional career options rather than merely finding new employment in a similar role is especially apt. Against the ever-present backdrop of the COVID-19 pandemic, people are reexamining their priorities, rethinking their relationship to work, and reimagining their lives.

Outplacement approached in a haphazard manner can totally disrupt the culture of an organization, distracting employees and impacting their productivity. Even worse, a poorly executed workforce transformation can ruin an employer’s brand and make it difficult to attract and retain top talent. With so much at stake, how do you select the best partner?

What if, applied more broadly, career guidance could be a direct lever for a fast economic transition? This paper attempts to articulate the specific impact of career guidance in the context of existing public work transition support mechanisms, such as ensuring the most effective use of public resources.

Our new global study, Resetting Normal: Defining a New Era of Work, revealed that exacerbating the problem of burnout is what appears to be an inability of leaders to identify employees who were burned out.

Improving employee wellness, both in a physical and mental health sense, requires more than just a mission statement or a memo to employees expressing concern. Companies must incorporate “organizational empathy” into the very culture of their organizations.

The hybrid workplace has challenges and upsides. The pre-pandemic workplace did, too. But you can almost always improve any situation by honest assessment, thorough analysis and clear communication.

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.

The Adecco Group “Resetting Normal” survey results show very clearly that while the turnover tsunami has not quite manifested, many working people are actively reassessing their current jobs and – in some cases – seriously considering changes to position themselves for future career satisfaction.

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.

Employers are spending more time than ever before doing web searches to vet prospective hires and even existing employees and, for the most part, they are finding that everyone has more or less the same online presence. If there was only some way to distinguish yourself from the online throng.