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Next-level agility:
The four dynamics of a resilient workforce

Workforce Agility Report 2021

IntroductionThe mass shift to remote work has brought with it many unexpected benefits for organizations and their employees. Yet, it has also given rise to a number of complex, unforeseen challenges, such as managing more geographically dispersed teams; recruiting new skills in a remote environment; cultivating mental wellbeing among employees; and continuing to make progress around diversity, equity, and inclusion (DEI). These challenges are likely to evolve rapidly over the coming months, as the long-term impact of Covid-19 on the workforce becomes clearer.In KellyOCG’s 2021 Workforce Agility report, to be released in July, many executives agreed that talent has never been more important, than today, as a driver of competitive advantage. Yet, the data also shows that many leaders are struggling to maintain the agility and resilience of their workforce in a climate of ongoing flux.

Our full report dives into these challenges in detail and provides compelling data across geographies and industries.

The world of work is changing. Fast. We know that. The question is what will give businesses the edge to succeed in an increasingly competitive marketplace. How can we ensure that our workforce is fit for a future in flux? These are the questions that drove us to survey over 1,000 senior executives in 13 countries about their talent management strategies. Our research findings– broken down by industries and geographies –reveal how some of the world’s most agile organizations are leading the way.

Tammy Browning
President, KellyOCG

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Lessons from the Vanguards

Faced with these issues – and an ongoing climate of uncertainty – how can organizations build a workforce that is highly resilient and fit for the future? What exactly are the characteristics that enable next-level agility in times of extraordinary fluidity?The answers are with the ‘Vanguards.’The KellyOCG research uncovered a group of leaders – respondents who report that employee wellbeing and productivity have significantly improved within their organizations over the past 12 months (around 10% of all respondents surveyed).

The data shows that these Vanguards have taken a more strategic and long-term approach to improving the resilience, agility, and wellbeing of their workforces compared with the ‘Laggards’ (respondents that report a decline in employee wellbeing over the past 12 months). The Vanguards are also far more likely to report revenue growth over the past three years, which indicates their approach is having a positive impact on overall business performance.Our full report takes a deep dive into the four dynamics of a resilient workforce offering employers practical and actionable advice. The research findings suggest that, by focusing on these core areas, organizations across industries can boost employee engagement and productivity while fuelling their growth.

Historically our approach to acquiring talent has been quite siloed, with individual aspects managed by different functions across the business.… Operating a more holistic approach to workforce management is key for us.

Maurice Benz
Global Category Manager - External Workforce, Novartis

Have you taken a more strategic and long-term approach to improving the resilience, agility, and wellbeing of your workforces?

Yes, absolutely
We're trying to be
No, but we should be

Perspectives from across the globe

We’re seeing a higher proportion of Vanguards in North America indicating that employee wellbeing and productivity likely have increased in the past 12 months. However, employers face labor market challenges and a mismatch of workers’ skills requiring a holistic talent management approach to remain competitive in the post-pandemic business world.

Tammy Browning
President, KellyOCG

We’re seeing that employee wellbeing, satisfaction and productivity have been hit particularly hard in Europe, the Middle East, and Africa over the past 12 months. That has made it more difficult for organizations in EMEA to recruit and retain talent. A total talent strategy is imperative as businesses embark on the road to recovery.

Sam Smith
Vice President & Managing Director, EMEA, KellyOCG

Organizations in the Asia-Pacific region have responded to the pandemic by up- or reskilling permanent talent. They indicate they have a better view of the optimal talent mix and how their talent strategy links to tangible business outcomes.

Peter Hamilton
Vice President & Regional Director, APAC, KellyOCG

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VMS Global Landscape
& Differentiators 2020

Since the birth of vendor management systems (VMS) more than 20 years ago, talent technology hasn’t stopped evolving. From a system of record for sourcing contingent workers and staffing agencies (vendors) to a complete solution for sourcing services (statement of work) and direct sourcing via private talent pools or online marketplaces, it’s moved fast to keep up with the changing work landscape. Today, it’s vital that talent leaders stay ahead of the latest trends and innovations.

This report, which includes detailed information about 17 providers, explores:

An overview of the global VMS marketplace
The benefits of VMS adoption (including case studies)
Key innovations and investments
The geographic footprint of providers

Download this comprehensive report for free, here.