1、What to do Now, What to do NextCovid-19: NOWNEXT Navigating the human and business impact of COVID-19 Creating shared workforce resilience The economic impact of the COVID-19 pandemic is severe, rapid and global in nature. In March, the International Labor Organization (ILO) predicted that nearly 25

2、 million jobs could be lost by the end of 2020. A month later, the ILO acknowledged that the actual number could be significantly higher.1 Organizations globally are experiencing workforce disruption at an unprecedented scale and speed. This is propelling chief human resources officers (CHROs) into

3、the spotlight of this human crisis.Their role has never been more stressful, vital and visible.2 It is daunting, It is daunting, to say the least. to say the least. Taking action together CHROs are vital to helping people and organizations navigate workforce shifts en masse through agile workforce s

4、trategies. Their expertise is critical in keeping the global economy viable and helping people and their families survive financially, now and in the future. What is shared workforce resilience? The good news is that opportunities are appearing as companies and industries work together to keep peopl

5、e in paying work. That means a hard-hit industry like hospitality helps its workers redeploy to an industry that needs extra workers like grocery retailers. This report provides pragmatic actions to create shared workforce resilienceshared workforce resilience. It means working together to keep as m

6、any people healthy, safe and employed as possible “in the now”. With an eye to equipping people with new skills for the future. Shifts at scale Large-scale workforce shifts are not a one-off phenomenon. We anticipate that workforce shifts like those shown below will continue to fundamentally affect

7、the economy based on changes in work patterns, consumption of goods and services, and evolving business models. NOW AND NEXT NowNext Physical displacement to physical expansion e.g. hospitality workers to grocery retail Physical workplace to remote digital working e.g. field sales to remote sales Vi

8、rtual displacement to virtual expansion e.g. aerospace engineers to platform companies Boomerang shift / the next normal Next wave of shifts as economy improves and companies align to new expectations for consumer experiences Company-to-company shiftIntra-company shift Company-to-company and intra-c

9、ompany shifts Source: Accenture, 2020 Roles are disrupted, but skills prevail Business leaders typically think in terms of jobs or roles, rather than underlying core skills. However, skills are the new currency and will be the key to rebuilding resilient workforces in the future. It is only by ident

10、ifying individuals skills that you can map people to the high-demand jobs that need filling in healthcare, businesses and governments. (See figure 1). Some people may find limited opportunities in the short term. By working with employers and community organizations, CHROs can help individuals acqui

11、re the new skills and mindsets needed for future work. This shared workforce resilience can power the best path forward for an organization, its people and the community. Skills mapping in action: from fast food cook to dietetic technician Current roleNew roleCurrent skillsSkill similarities Hospita

12、lity FAST FOOD COOK Food preparation and maintenance of cooking areas for fast food restaurants Time management Verbal/oral communication Meal planning Meal serving Food preparation Cooking Quality management Quality assurance and control Communication skills Meal preparation Patient care Planning H

13、ealthcare DIETETIC TECHNICIAN Meal prep and menu planning at hospitals, long-term care facilities and nursing homes FIGURE 1 3 Source: Accenture analysis using Burning Glass and OES-BLS data. Innovative solutions forged in disruptive times People, organizations and communities need answers now. Plan

14、s need to be fit-for-purpose today but capable of evolving as the global health and economic environment changes. No single enterprise can do this alone. Businesses, governments, citizens and non-profits each play critical roles. It is at the intersection of these stakeholder interests where inspire

15、d and inspiring solutions can occur. With that in mind, we propose a human-centered, systems-minded approach that promotes shared workforce resilience. This is not a one-time process. It requires the development of persistent capabilities and relationships across stakeholder groups. Each organizatio

16、n will be at a different level of maturity, and with varied labor laws and regulations around the world, not every company will move at the same speed or follow the same path. 01 Predict demand Predict demand shiftsshifts 02 Assess skill Assess skill profilesprofiles 03 Connect Connect workers at wo

17、rkers at scalescale 04 AccelerateAccelerate learninglearning 05 Foster shared Foster shared resilienceresilience A plan for shared resilience CHROs can focus on five key areas to help their organizations achieve long-lasting workforce resilience. Source: Accenture, 2020 Identify and forecast where w

18、orkforce shifts need to occur. The unprecedented disruption and pace of change can make traditional forecasting models obsolete. Rapid, iterative modeling of potential scenarios can optimize decision making. It wont be perfect, but it can be sufficient to start planning and taking action. 01 Predict

19、Predict demand demand shiftsshifts KEY ACTIVITIES: Start with possible scenarios and rapidly build a workforce strategy. Start with current needs and look into the future. Evolve your plan to include elasticity and resilience in workforce skilling and sourcing. Hone in on skills. Outline the future

20、skills and aptitudes required, versus jobs or people. Define the high-level skills profiles needed for both the expanding and declining work in your organization. Tap into technologyand analytics to uncover what an Excel spreadsheet cant show you. Use AI and machine learning to reveal local labor-ma

21、rket supply and demand, sometimes in other industries, for potentially impacted work and associated skills. KEY QUESTION: How do you use analytics to understand and prepare for the shifts of workers across functions, industries and companies? Predicting demand shifts: the art of the possible Accentu

22、re has developed a solution to support organizations in making workforce decisions due to demand shifts from COVID-19. We can help companies assess demand scenarios based on business objectives. For example, companies looking to retain their people during the current crisis need detailed insights to

23、 plan effectively. The solution is able to model recovery scenarios across specific locations based on factors like virus spread, lockdown patterns, and government directives. Companies can look across various geographies to understand how to get people back to work safely. It helps organizations an

24、swer questions around near-term workforce needs and plan gradual recovery strategies. Demand shifts are predicted using an organizations internal and external data from the labor market, government agencies, and the World Health Organization and the US Centers for Disease Control on virus spread. It

25、s workforce planning optimization algorithm provides target levels of hirings, redeployments and recovery plans. Create a baseline for the skills you possess versus skills predicted to be in high demand. Create future- oriented profiles based on the skills, aptitudes and interests required. Look for

26、 unique combinations and consider related adjacent skills that can broaden the range of available roles. KEY ACTIVITIES: Double down on skills. Develop skill profiles of displaced and in-demand workers with key information like role, skills, proficiency, experience, hours, pay, home and work locatio

27、n. Dont underestimate aptitudes and adjacencies. Move at pace by using AI and machine learning techniques to assess not only skills, but also aptitudes. To account for market shifts, consider and model skill adjacencies for in-demand work. Be transparent with your people. Share information on indivi

28、dual skill profiles, the in-demand skills and development opportunities during the assessment process. Seek to give access and control of the skill profile to the employee. 02 Assess skill Assess skill profilesprofiles KEY QUESTION: How do you assess the optimal shift in your workforce, both in numb

29、er and skills? Assessing skills profiles: the art of the possible SkyHives powerful workforce reskilling technology is supporting rapid COVID-19 responses for governments, companies and communities through a unique machine/deep learning technology that analyzes employees, workforces and labor market

30、s at a skills level in real time. Employees complete an individualized AI-generated skills “passport” profile based on their work, education and life experience which serves as their dashboard. With a passport in place, SkyHives AI automates the generation of career pathways, matches to jobs within

31、the organization based on skills adjacency, and targets reskilling pathways. This data, coupled with real-time labor market data, can then be aggregated for workforce planning views to support rapid workforce planning and transition. The platform drives real-time insights into external labor market

32、supply and demand conditions, supports company-level workforce planning, facilitates rapid employment and identifies urgent reskilling with career pathway categorization that enables people leaders to quickly acquire or transition talent. SkyHives Skills Passport is a powerful solution for the asses

33、sment of individual skills and company-wide workforce insights. Bring together people at scale by shifting impacted people within or outside the organization. Regardless of industry barriers, organizations can partner to build a resilient ecosystem that helps people access continued employment oppor

34、tunities. KEY ACTIVITIES: Create unlikely partnerships. Look to develop non-profit, public sector and outside industry relationships. Work directly, or leverage intermediaries, to help match groups of people with needed skills to employers with specific skill needs. Reconsider the workforce model. L

35、ook at alternative employment models and other job design options to respond rapidly to workforce shifts. Stay grounded in skills and aptitudes. Connect impacted people by matching their direct and/or adjacent skills to new opportunities and interests. 03 Connect Connect workers at workers at scales

36、cale KEY QUESTION: How do you collaborate internally across functions and externally across industries to connect people to future work? Connecting workers at scale: the art of the possible CHROs from organizations including Accenture, Lincoln Financial Group, ServiceNow and Verizon are helping to a

37、ddress the issue of moving workforce pools. The platform is global and cross-industry to maximize the ability to deploy people with similar skills in one industry into other industries where jobs are being created. Ultimately, this will shorten the complex, often lengthy cycle of unemployment for pe

38、ople. The analytics-driven platform pools non-confidential and aggregated workforce information by categories such as location and experience. For more information, visit: As unemployment surpasses record highs due to COVID-19, a group of leading companies from multiple industries has formed People

39、+ Work Connect, an employer-to-employer initiative that brings together companies laying off or furloughing people with those companies in urgent need of workers. The business-to-business platform enables companies that are best positioned to rapidly share the experience and skills of their laid-off

40、 or furloughed workforces to connect at no cost with other companies on the platform that are seeking workers. Use your insights into demand profiles to develop a well- defined picture of the relevant skills needed. By comparing existing skills to current needs, HR can identify the skill gaps for th

41、e organization. Create the ability for people to rapidly learn, in order to change the trajectory of their career. KEY ACTIVITIES: Tap into human potential. Allow people to opt in and choose their learning. Dont underestimate peoples willingness to continually learn and grow. Address the most critic

42、al skillset gaps within the organization. Leverage agile platforms to quickly develop curated learning pathways and facilitate learning networks. Close the gap on skill adjacencies. Take advantage of the high degree of transferability between needed skills and related adjacent skills. Accelerate lea

43、rning based on the most in-demand adjacent skills. 04 AccelerateAccelerate learninglearning KEY QUESTION: How do you accelerate individuals learning curves, so they can become more productive? Or, so they can become a productive member of someone elses organization? Accelerating learning: the art of

44、 the possible Cognician is a digital change management platform that delivers impactful change activities consistently to global teams. The programs build a sense of connection, belonging, and trust at a time of social distancing. One such project, with a regional police force, is for quarantined of

45、ficers. These new digital tools empower them to do the work they love and contribute meaningfully and connect with the policing community and public. The company is helping ease clients transitions to remote ways of working through multi-day challenges. These challenges prompt employees to plan thei

46、r days, communicate actively, remove distractions, fine- tune their virtual tools, connect with others continually, show empathy and care and look after their health. Creating shared workforce resilience means embracing vulnerability and encouraging open sharing about whats hard and uncomfortable. T

47、hese behaviors and mindsets lay the foundation for new ways of working that foster a more collaborative and less competitive talent ecosystem. KEY QUESTION: How do you care for, nurture and foster resilience in people? 05 Foster shared Foster shared resilienceresilience KEY ACTIVITIES: Keep innovati

48、ng and investing. Explore new operating models that unleash peoples ability to quickly adapt to change. Time and money in new alliances, learning and ecosystems will support a more adaptive and resilient workforce. Encourage and expect personal growth. Create the space and opportunity for people to

49、build confidence in their skills and potential as they shift into new work. Stay connected with your people. Continue to foster trust by creating opt-in opportunities for temporarily transitioned people to access ongoing learning and hear about open roles or workforce shifts. Enable people to plan for work transitions with confidence. Fostering shared resilience: the art of the possible meQuilibrium is a digital solution for building resilience at scale for Fortune 500 global enterprises. Thrive offer clients best-in-class programs to i