SHIFT REPORT (September) - Trending Topics in the World of Work_

This month's issue of SHIFT explores boomerang employees, the digital workplace and hybrid model, The Great Resignation, and the current exodus of women from the workforce.

The Great Resignation: Why Employees Don't Want To Go Back To The Office_ (07 / 28 / 21)

It's being called The Great Resignation and it's garnering a lot of media attention – employees quitting their jobs as their employers call them back to work in the wake of the pandemic. Forbes reports that "a record four million workers called it quits in April alone, according to the Labor Department." As many as one in three employees are saying they'll quit if they can no longer work from home, according to one survey.
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She-Cession_ (03 / 01 / 21)

Compounding the Great Resignation is what many observers are now calling the She-Cession – a mass exodus of women from the workforce. According to a report from the National Institutes of Health Office of Intramural Training and Education, U.S. employers cut 140,000 jobs in December 2020. Women accounted for all the losses, losing 156,000 jobs while men gained 16,000. An analysis by the National Women's Law Center says this is the first time since 1948 that the female unemployment rate in the United States has reached double digits.
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Digital Workplace and the Hybrid Work Model_ (07 / 19 / 21)

Deloitte, a worldwide provider of professional services, reports that they have seen a massive upswing in clients seeking guidance on how to evolve their digital workplace "to architect, enable, and operationalize work from anywhere." According to their April 2021 Return to Workplaces survey, 68 percent of the nearly 300 executives interviewed reported that they intend for their corporate workforce to operate in a hybrid model.
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What Employers Need to Know about Boomerang Employees vs. New Hires_ (10 / 08 / 20)

Although numerous studies have examined the performance outcomes for both internal and external hires, few have considered "boomerang employees" who are rehired by a company where they previously worked. Michael A. Campion, Purdue's Herman C. Krannert Distinguished Professor of Management, and collaborators address that research gap in the paper "Welcome Back? Job Performance and Turnover of Boomerang Employees Compared to Internal and External Hires," in Journal of Management.
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The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS Employment Summary for August 2021_

Employment Summary for August 2021_

Robust growth in the leisure and hospitality industry faltered in August as the Delta variant put pressure on non-farm hiring. Despite that factor, the U.S. Bureau of Labor Statistics (BLS) reported an increase in total nonfarm payroll employment of 235,000 jobs. Results were below analyst expectations but in line with some forecasts that had recognized the potential slowdown in leisure and hospitality hiring. The unemployment rate declined by 0.2 percentage point to 5.2 percent.

The percent of nonfarm workers reporting that they teleworked at some point in the past four weeks because of the of the pandemic was little changed from the prior month. In August, 13.4 percent of employed persons reported teleworking, perhaps indicating a new base of the level of work-from-home behavior.

“Demand for talent, particularly transformative talent, continues to drive revenue and placement growth in our global Network of 300 executive search offices. Our consultants recruit top executive, technical, managerial, and professional talent for clients in virtually every industry sector. In our most recently reported month, July 2021, our offices successfully completed almost 50 percent more search assignments versus the same period last year,” said Bert Miller, President and CEO of MRI. “We saw strength in every industry practice area with particular strength in the professional services and financial industry sectors. However, client demand for talent is not only focused on 'permanent' positions. Flexible work arrangements, or contract placements, represent a significant factor in our talent solution services. More companies now realize they can get critical work done through both interim and full-time work arrangements.”

As reported by Fox Business, “The variant may have discouraged some Americans from flying, shopping and eating out. Americans have been buying fewer plane tickets and reducing hotel stays. Restaurant dining, after having fully recovered in late June, has declined to about 10% below pre-pandemic levels.”

Additional context to today’s BLS numbers were provided by David Berson, chief economist at Nationwide Mutual Insurance Co. “Despite the Delta variant, there is still an opening up of the service sector of the U.S. economy. While that started some months ago, it’s not nearly complete.”

Employment in professional and business services increased by 74,000 in August. Employment rose in architectural and engineering services (+19,000), computer systems design and related services (+10,000), scientific research and development services (+7,000), and office administrative services (+6,000).

Transportation and warehousing added 53,000 jobs in August, bringing employment in the industry slightly above (+22,000) its pre-pandemic level in February 2020. Employment gains have been led by strong growth in couriers and messengers and in warehousing and storage, which added 20,000 jobs each in August.

Manufacturing added 37,000 jobs in August, with gains in motor vehicles and parts (+24,000) and fabricated metal products (+7,000).

In other sectors, “other services” industry added 37,000 jobs in August, employment in information increased by 17,000 and employment in financial activities rose by 16,000 over the month, with most of the gain occurring in real estate (+11,000).

Employment in retail trade declined by 29,000 in August, with losses in food and beverage stores (-23,000).

As noted above, in August, employment in leisure and hospitality was unchanged, after increasing by an average of 350,000 per month over the prior six months. In August, employment showed little change in other major industries, including construction, wholesale trade, and healthcare.

“Our Network of talent professionals are meeting client demand for top performers every day. A key message we convey to our clients is to focus on truly brilliant talent at every level of their organization. These performers can be characterized as 'multipliers,' the people on a team who can multiply their impact. They don’t wait to be given direction, rather they relish entering the fray immediately. They are high performers who can accomplish an above average work rate and bring others up alongside them. Identifying the attributes takes skill, but there are signs that top interviewers can spot during the hiring process. We help clients surround themselves with these players at every organizational level. In today’s rapidly evolving world of work, multipliers provide a competitive edge,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

STAR Update: 7 Negotiation Tips from MRI Sr. Director of Vendor Management_

Negotiation is a daily practice within business organizations. We negotiate all the time — with clients and partners, vendors and suppliers, supervisors and colleagues, employees and recruits. As MRI’s Senior Director of Vendor Management, Beth Turner understands that the best negotiators are ones who are able to create win-win situations.

Being a good negotiator is central to Beth’s role at MRI. “Every day, I’m in discussions with third-party vendors with the goal of achieving positive outcomes that yield mutually beneficial results,” she says. “It’s not about beating the opposition out of the other party. In the end it’s about everyone feeling that the deal is a good one.”

Beth observes that the number of women working in roles requiring keen negotiating skills is much greater than in the past, when many believed that these roles required the toughness that men could bring to the table. “In my experience,” she says, “women tend to excel at reading people and building relationships, two incredibly important parts of negotiation. While the ability to aggressively get what you want might seem like a victory in the moment, the reality is that the lack of goodwill generated by this can cause problems down the road.”

Here are some of Beth’s most valuable tips to help all negotiators develop this make-or-break professional skill.

Do Your Research

“Always do your research, show up prepared, and demonstrate early on that you understand exactly who you’re negotiating with. In my role at MRI, I have to work across numerous industries from software companies, to telecommunications, to hotel contracts. You must be well-versed enough to understand the industry in which you’re negotiating — if your negotiation partner needs to educate you, you’ve lost credibility and leverage.”

Get Straight to the Point

“Especially when negotiating with men, directness is the best approach. I recommend keeping your focus on closing the deal, and your desired outcome, rather than spending your time on the minutiae in a very detailed discussion. Start out by sharing your goal to set expectations, and ask your negotiation partner a few succinct, pointed questions so you can understand what they want out of the negotiation.”

Show Consideration

“Often, early on in my negotiations for MRI, I’ll ask the rep or vendor what closing this deal would mean for them. For example, what would a win for them look like? Is there a time frame in which they’d like to get the contract executed?

“Almost every time, the vendor is caught off guard — they so rarely feel considered during negotiation. In my experience, this shows that you value partnership and a mutually beneficial outcome, right out of the gate.”

Stop Anytime

“Confidence is key to effective negotiation — and that includes the confidence to walk away. If for any reason, a negotiation is not going well, I will stop or pause the process altogether, no matter how badly I want the deal to close. You can always reopen the discussion later, but there is little to be gained by prolonging an interaction that is no longer serving you.”

Always Self-Review

“After every negotiation, good or bad, I spend fifteen minutes doing a quick self check-in. What went well? What do I wish happened? What could I have done differently? This moment of self-reflection allows me to assess my own role in the negotiation, and ensure that my skills are always improving.”

Keep it Honest

“If you cultivate honesty and strong relationship and communication skills, other people will trust and want to work alongside you. In my role, vendors know what to expect from dealing with me, and colleagues and Managing Partners trust that I am acting in good faith to get the best deal for them.

“Having strong negotiation skills will also help when you have to deliver bad news about the outcome of a negotiation to a partner or co-worker. Because you’ve established an honest, trusting relationship, they can be confident you did everything I could to get the best results possible — even if the outcome wasn’t exactly what they hoped for.”

How Beth Opens a Negotiation

There is no one right way to negotiate, and you’ll likely settle on an approach that feels comfortable and authentic for you.

However, if you’re looking for some guidance on how to get started, Beth often uses these three points to open her negotiations. Next time you aren’t sure how to start your negotiation, give them a try:

1. Ask your partner why closing this deal is important to them and their company.

2. Assure your partner that your goal is not to squeeze every last penny from them, but to find an outcome that is mutually favorable for you both.

3. Set a boundary about your expectations. Communicate that you are not interested in wasting time trading multiple offers back and forth, and that you expect them to come forward with their best possible proposal once initial discussion is out of the way.

An Essential Life and Business Skill

Many professionals find negotiation difficult, stressful, or challenging, but successful negotiation boils down to a few simple principles: relationship building, strong communication skills, honesty, and transparency.

“We must have the confidence to put those skills to use in a persuasive style and build relationships on a foundation of honesty and professionalism,” Beth concludes.

Focusing on these areas while developing yourself as a negotiator will benefit you outside the office, too. Negotiation is a part of life, whether you’re debating with your significant other on where to go for dinner or attempting to get the best deal on a new vehicle. No matter your age, gender, or professional title, negotiating is something by which you should not be intimidated.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

MRINetwork Recognized by Forbes as One of Nation's Top Talent Access Firms -- 5 Years in a Row

Once again, MRINetwork has been recognized by Forbes.com as one of America’s top recruiting firms. Each year for five consecutive years a Forbes research team has surveyed tens of thousands of HR professionals, hiring executives and candidates as well as thousands of recruiters to identify the best talent access organizations.

Our Network was recognized as an elite top tier firm among 200 ranked firms throughout the U.S. in “Executive Recruiting Firms” and among 250 ranked firms in “Professional Recruiting Firms” categories.

We are proud to receive this designation for the 5th consecutive year recognizing our Network members’ outstanding performance. Forbes and Forbes.com is a powerful voice in the American business community. We want to leverage that image and have agreed once again to obtain licensing rights in the Executive Search category. Every Network office can include this prestigious emblem on office websites, in email signatures, in organic social media and in digital and print promotional communications.

Forbes.com enlisted the services of research firm Statista to identify America's most well-respected recruiting firms. Statista compiled two lists of search firms: "Executive Recruiting," those firms focused on roles with at least $100,000 in annual pay; and "Professional Recruiting," firms specializing almost exclusively in positions of under $100,000 in annual salary. Firms with the most recommendations from the thousands of respondents were ranked in order of votes received. Their methodology “splits the votes” of MRINetwork admirers as our rankings are divided among two categories making it difficult to rank in the top 1% in either category. Despite that disadvantage we still score in the top tier reflecting the power of our Network.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Best Practices for Networking in the New, Hybrid World of Work

By Nancy Halverson

Like hiring, commuting, group brainstorming, and other aspects of the World of Work, networking has completely changed due to COVID-19. In some ways, the pandemic has made connecting with colleagues and professional acquaintances more difficult. For one, digital channels have become oversaturated, making it harder to keep up with others’ careers. Communicating online also comes with its own set of challenges, such as the ”Zoom fatigue” phenomenon I've discussed before.

However, the pandemic has also spurred new networking trends and opportunities. Increased flexibility is a major benefit; today, we can network from anywhere and at any time. Not to mention, with a slew of networking tools and platforms at our fingertips, we can gain more direct insight about a person through their online activity — in addition to posting job news, individuals are sharing their views on important topics like culture, diversity, and leadership.

While nothing can replace the power of traditional networking, going digital certainly has its perks. This is good news considering how likely it is that businesses will maintain a hybrid working model even after the pandemic subsides. So what can you do to build lasting professional relationships in 2021 and beyond?

Figure Out Who’s in Your Network

Somebody once told me that everyone should have a good accountant, lawyer, and talent access professional in their life. Perhaps the recruiter comment was made in jest given my occupation — but there is some truth to the statement. When it comes to professional development, there’s nothing more important than connecting with people who have diverse backgrounds and experiences.

Ideally your network will include a mix of individuals who you consider to be:

• Kindred spirits: Those whose beliefs and attitudes are similar to your own — and who will support and cheer you on through every endeavor.

• Truth-tellers: Those who aren’t afraid to speak up and share their honest opinion about your decisions and actions.

• Career guides: Those who will provide direction through each career move and challenge, and help you to achieve stretch goals.

• Industry mentors: Those who are well connected with people from all industries and walks of life (or who know how to find them), and can offer you an introduction.

• Life coaches: Those who can give advice on both personal and professional matters.

How do you identify these people? Start by reflecting on your past work experience and noting down who has made a positive impact at every stage of your career.

Actively Engage and Grow Your Network

Once you’ve determined who’s in your network, it’s time to reach out. Whether this occurs online or in person, here are a few dos (and don’ts) to keep top of mind:

Do be inclusive. As mentioned above, a good professional network is made up of a variety of individuals — so don’t just pursue relationships with C-level executives or superiors. Make an effort to meet people in all positions and of all skill levels.

Do initiate conversations. Like trust, networking is a two-way street — so don’t just wait for others to approach you. However, that doesn’t mean you need to agonize over what to say. More often than not, informal questions (e.g. “Do you mind if I introduce myself?” or “How did you hear about this event?”) can open the door to longer, more meaningful discussions.

Do share opinions. In order to hold a conversation, it’s likely that you’ll need to offer a perspective on timely topics or industry happenings — so don’t be afraid to take a stance. That said, you should avoid being combative and insulting others’ beliefs. Keep your opinions focused on professional topics, such as remote work productivity, and invite others to give their input.

Regularly Check in with Your Network

The phrase “out of sight, out of mind” can apply to a lot of things, but it’s especially true in the fast-paced World of Work. Since it can be easy to lose track of people, make it a priority to touch base regularly; I recommend reaching out to valued contacts at least once per quarter. After all, networking is about more than making an introduction — once you’ve established a professional relationship, you need to nurture it.

From commenting on your coworkers’ LinkedIn posts and hosting virtual happy hours to attending your mentors’ online webinars, there are plenty of ways to stay in touch both in person and online. While this may feel like a significant amount of effort and energy, I firmly believe it’s time well spent.

The World of Work may be evolving, but the importance of networking remains constant. And more than anything, the COVID-19 pandemic has made everyone realize the value of connecting with others. Whether you’re networking online or in person, following these best practices can help you build successful relationships with colleagues, mentors, and industry peers.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Hiring Great People Means Better “Employer Branding”

By Jessica Hollander-Torres

When consultant Simon Barrow introduced the term “employer brand” in 1990, many HR and communications professionals dismissed it as another marketing buzzword. In fact, it wasn’t until a few years later — when job boards went virtual — that the term received widespread attention.

Almost overnight, employees gained access to millions of opportunities across the country, making the labor market even more competitive — and not just for job seekers. Organizations were under increased pressure to attract and retain top talent and their employer brand, defined by Barrow as “the package of functional, economic, and psychological benefits provided by employment,” became the focus.

Today, many companies understand the value of employer branding, and recognize that how they market themselves to prospective employees is as important as how they market themselves to customers.

An effective employer brand:

• Attracts talent: Candidates can be quick to judge a company by its employer brand and the position it holds in the market — and this is especially true in highly competitive sectors. Regardless of the role that needs filling, you want prospective hires to have a clear and complete picture of your organization’s priorities and goals since these can convince them to choose you over a competitor.

• Builds credibility: Similarly, an employer brand can help you retain team members and build loyalty. This can go a long way considering that existing employees are ambassadors for your company. How they perceive your brand and share your perspectives (even in a single LinkedIn post) can foster trust both internally and externally.

That said, establishing an employer brand is easier said than done, and many organizations are still struggling to get it right. So what can you do to develop an employer brand that resonates? Here are a few things to keep in mind as you build out your strategy.

Refine Your Messages

Since the World of Work is constantly evolving, revisiting how you communicate your company’s mission and values is a good first step. Not only should your messaging align with your culture and business vision, but it should also convey who prospective employees will become when they work for you. Your employer brand should inspire everyone — leaders, employees, and candidates — to do better, more meaningful work and contribute to your larger objectives.

Below are just a few examples of how some of the world’s top brands express what they do and who they want to work with:

• Goldman Sachs: “We think who you are makes you better at what you do.”

• Bumble: “Our mission is to create a world where all relationships are healthy and equitable.”

• Everlane: “Dear rule-breakers, questioners, straight-A students who skipped class: We want you.”

• Salesforce: “We harness technologies that revolutionize careers, companies, and the world.”

You should also make sure that the messages you use to attract talent complement those you use to attract consumers — and vice versa. Although intended for different audiences, both are used to communicate your purpose, mission, and culture to people outside the organization. Since it’s likely that these messages will be shared on the same channels (e.g. your website, LinkedIn), they should be consistent.

Impress Your Prospects

Once you’ve got a prospective employee’s attention, it’s critical that they have a positive experience from start to finish. Job seekers aren’t shy about posting online reviews or sharing their opinions about a company’s hiring process. If they have a negative experience, you risk losing that prospect as well as future ones.

First and foremost, your hiring methods should reflect your employer brand. If your company values speed and agility, for example, you shouldn’t needlessly drag out the application process. Likewise, a company that claims to value innovation but uses an outdated HR platform to interact with prospects will send a conflicting message. Also, think through how to release prospects from the interview process if they are not a fit. After all, they may not just be prospective employees, but potential customers, too.

Appreciate Your Employees

As mentioned, a compelling employer brand will attract and retain employees. Achieving a low turnover rate begins at the hiring stage; you need to ensure individuals are the right fit for the role, the team, and the organization as a whole. But the work doesn’t stop there.

Once a position is filled, you need to show that you value individuals’ commitment and dedication. While appreciation can take many forms, from enabling employees to work on projects they enjoy to rewarding their achievements, each action goes a long way towards fostering loyalty and proving that you’ve created an exceptional place to work. Find meaningful ways to celebrate your individual, team and company-wide wins and allow these success stories to permeate your external brand when appropriate.

Measure Your Success

Speaking of employee retention, it’s essential that you figure out the ROI of your employer branding strategy. Metrics such as application rate, source of hire, career site traffic, time to fill, employee satisfaction, and retention rate can all help determine if your employer brand is effective.

Whatever KPIs you choose to track, make sure you’re analyzing them regularly to see what’s working and what’s not — and measure them against key milestones and events. If application rate improves after a new employer brand campaign launches, it’s a good sign your messaging is resonating with the workforce.

At the end of the day, creating a strong employer brand requires three things: developing an authentic corporate culture, consistently communicating your values, and regularly evaluating the employee experience. It’s worth the time and effort: companies that nurture and promote their employer brand are often the ones who attract and retain the world’s top talent.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

…. 4 years in the row.

Employment Summary for March 2021_

Employment Summary for March 2021_

The U.S. Bureau of Labor Statistics (BLS) today reported total nonfarm payroll employment increased by 916,000 in March, significantly above consensus estimates. Unemployment rate fell to 6.0 percent, down considerably from its April 2020 high of 14.7 percent.

Job growth was widespread, led by gains in leisure and hospitality, education and construction.

“The robust recovery of the U.S. labor market continues as reflected in today’s BLS Employment Situation Report. Our Network of over 300 executive recruitment firms is seeing robust growth driven by our clients’ need for transformative talent in this rapidly improving environment,” said Bert Miller, President and CEO of MRI. “Our recruiting professionals reported double digit year-over-year growth in February, with particular strength in the financial, technology and professional services sectors.”

The BLS reported 21.0 percent of all non-farm employed persons teleworked because of the coronavirus pandemic, down from 22.7 percent in February. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically because of the pandemic.

Analysts are anticipating continued job growth acceleration in coming months as the confluence of vaccinations, stimulus spending and pent-up consumer demand power the economy.

“There’s a seismic shift going on in the U.S. economy,” said Beth Ann Bovino, a Ph.D. economist at S&P Global. “The confluence of additional federal stimulus, growing consumer confidence and the feeling that the pandemic is close to abating—despite rising infections in recent weeks—is propelling economic growth and hiring.”

“We were expecting a big number, and today’s jobs report delivered in a major way. It is the flip side of what we saw for March of last year and another clear sign that the U.S. economy is on a strong path to recovery,” said Eric Merlis, head of global markets trading at Citizens Bank.

In March, employment in leisure and hospitality increased by 280,000, as pandemic-related restrictions steadily eased in many parts of the country. Nearly two-thirds of the increase was in food services and drinking places (+176,000). Job gains also occurred in arts, entertainment, and recreation (+64,000) and in accommodation (+40,000).

In March, employment increased in both public and private education, reflecting the continued resumption of in-person learning and other school-related activities. Total jobs increased by 190,000.

Construction added 110,000 jobs in March, following job weather-related losses in the previous month. Employment growth in the industry was widespread in March, with gains of 65,000 in specialty trade contractors, 27,000 in heavy and civil engineering construction, and 18,000 in construction of buildings.

Employment in professional and business services rose by 66,000 over the month. In March, employment in administrative and support services continued to trend up (+37,000). Employment also continued an upward trend in management and technical consulting services (+8,000) and in computer systems design and related services (+6,000).

Manufacturing industry and the transportation and warehousing sectors saw employment growth of 101,000 in March. Of note, since the pre-pandemic month of February 2020, employment in couriers and messengers is up by 206,000 (or 23.3 percent) as consumers opted for at-home delivery of an expanding list of items.

Employment in wholesale trade increased by 24,000 in March, while retail trade added 23,000 jobs.

Financial activities added 16,000 jobs in March. Job gains in insurance carriers and related activities (+11,000) and real estate (+10,000) more than offset losses in credit intermediation and related activities.

Employment in healthcare and information changed little in March.

“The competition for talent is placing demands on clients to ensure their firm is a ‘destination’ for executive, technical, professional and managerial performers who are true multipliers.

“A strong employer brand is critical as job growth momentum accelerates in 2021. We counsel our clients to focus on the substantive elements of core brand strength. It is essential to communicate the firm’s values, goals, and culture, while not getting caught up in a flavor-of-the-month competition on issues like work from home policies.

“In time, the value of face-to-face collaboration will be recognized as a key component of team success. We urge clients to develop comprehensive flexible workforce solutions incorporating best practices from the virtual environment, learned during the pandemic, into a hybrid setup. Clients now have total talent access solutions available to them as they look to regrow their workforce, including both remote-work models and contract staffing solutions that fit into the new world of work,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Have Conversations With Your Team About Burnout_

By Annette Wehrli

2020 was a tough year. In addition to impacting how we conduct our personal lives, the pandemic has drastically transformed the World of Work and, unfortunately, many employees are feeling burnt out as a result.

To start with, many people have reached a point of general pandemic fatigue. This has gone on far much longer than anyone anticipated; life patterns have been disrupted, relationships have been strained and/or lost, and general stress levels have skyrocketed.

For some people, burnout is intensified by the pressure of physically going to work during a global pandemic; this is especially true for healthcare professionals and other essential workers, but applies to many other employees who must work in a public setting.

For others, it’s the shift to remote work. In our always-on digital world, creating work-life balance has been a challenge of its own, and now many people are also taking on the role of teacher and daily caregiver. Add the general fatigue they’re feeling and you have the perfect storm for physical and emotional decline.

It’s not surprising that working from home can contribute to a handful of significant mental health challenges. People who live and work alone, for example, can feel isolated, which may contribute to depression and anxiety. On the other end of the spectrum, employees who live in a house full of children, other adults, and pets can battle impatience and anger.

Recent research shows that employees across the globe have been working 2.5 more hours per day on average since the start of the pandemic — and in a survey of 133 U.K. companies, 44% of employees said their workloads have increased since going remote. Another 31% said this change in environment has also had a direct impact on their mental wellbeing.

If not addressed, burnout can have intense consequences on both individual and organizational health. As we continue to pivot, here are some things you can do to better support your employees.

Consider Your Corporate Culture

First and foremost, make sure your approach to talking about burnout aligns with your organizational culture. Companies that reward long hours and unrealistic workloads will have a tougher time communicating about this than those that prioritize balance and safety during these unusual times. Your organization’s culture sets the tone for having successful conversations about stress and fatigue with employees.

Acknowledge That Burnout Exists

Accept that employees in your organization are suffering from burnout. Many people have learned how to camouflage it — whether they’re in the office or working from home — so it’s important that you acknowledge it exists and invite discussion about how to address it.

This is critical to minimizing the negative stigma around burnout. Employees often believe that reporting burnout makes them seem weak; some managers believe that one day of rest can make everything better. These and many other stigmas get in the way of effective conversations around this critical topic. The World Health Organization’s recent decision to redefine burnout as a “syndrome” further proves that it needs to be acknowledged.

Check In On Your Own Mental Wellness

It’s not likely that you will help others if you aren’t healthy. To ensure you’re in a solid place to have conversations about burnout with your team, check in on your own wellbeing first. Doing a quick self-assessment by asking questions like, “Do I find it hard to concentrate?” and “Is stress interfering with my sleep?” or “Do I isolate, or act out in unhealthy ways when I think about work?” From there, you can take steps to minimize stress or get help, if needed.

Learn to Recognize the Signs of Burnout

It can be difficult to recognize burnout in others — especially since it can begin with increased enthusiasm and the compulsion to prove oneself. When employees first take on a new task, such as working remotely, they may feel a surge of creativity and commitment. But if stress isn’t well-managed, people can begin to suffer both mentally and physically.

While not everyone experiences burnout in the same way, there are some common behaviors to watch for:

• Lack of energy: Exhaustion that isn’t cured by rest is perhaps the most obvious sign.

• Frequent illness: Chronic stress can also lead to a number of physical symptoms, including headaches, dizziness, stomach pain, frequent colds, and shortness of breath.

• Irritability: Employees that act unusually impatient or angry towards colleagues may be having trouble coping.

Plan in Advance

Position your conversations about mental wellness and/or burnout to go well by preparing ahead of time — these aren’t conversations to “wing”. Check in with your organization’s legal and HR teams to ensure that the support you’re offering follows protocol. It’s also helpful to get clarity on the available internal and external resources (e.g. Employee Assistance Programs). Taking these steps in advance can prepare you to offer a helpful solution or action plan.

We can’t always control burnout — but we can control how we discuss it with employees. Acknowledging how you and your team feels, making time to check in, and encouraging everyone in the organization to do the same are a few ways to help each other through difficult times. We’re all in this together.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

When Is the Best Time to Hire?_

By Joe Mullings

One of the most common stressors for companies is knowing when to hire. Many build out hiring plans for the next year in late Q3 or Q4 while they’re deep in budgeting mode, and start hiring in Q1 when bonuses have been paid out vacation time has been used, and top talent is willing to make a move.

But attaching seasonality to the decision can be a major roadblock to finding the best talent for your team — especially if it means waiting until you desperately need to fill a position before starting the process.

Apply a Hum/Sing/Shout Approach

I’ve talked at length about how to implement a hum/sing/shout approach for your branding efforts — but the same framework works for hiring. Here’s how it works:

• Hum: Keep the underlying rhythm of your employer branding at work at all times to ensure that your opportunities remain front of mind for top talent in your industry niche.

• Sing: About 60-90 days out from when you actually need to have your new employee on board, get a little bit louder — not just about the open position, but about what it’s like to work for your company.

• Shout: Within a 45-60 day window it’s time to shout about the position itself and the underlying opportunities associated with joining your company.

How to Build Your Hum

Most likely you already know how to focus your strategy to sing, or even shout, when a specific role is open and a hire needs to happen. But the best people — those you really want to attract to your company — are rarely seeking a new position actively, so no matter how loud you’re singing and shouting, they won’t hear you. Developing a strong hiring brand narrative in the public domain, with a heavy humming chorus, ensures that you’re always “on” from a talent attraction standpoint, and allows you to build recognition among top talent long before there’s a specific role in question.

People follow the brands that they feel they can connect with emotionally and learn from — and there’s a ton you can do in your “hum” phase to position yourself as a value-add in their feeds. For instance, professionals are always curious about topics and trends relevant to their industry or careers. By sharing meaningful insights, they’re likely to stumble upon you and begin following you for your analysis and perspective, without even thinking about a career transition. Then, as you continue sharing helpful and interesting information with them, their trust in your company grows long before you ever connect with them directly.

As you start to build your hum, focus on the four pillars of an effective corporate content strategy:

• Market: Gretzky famously reminded us to “skate where the puck is going.” As people consider the next step in their careers, they want to ensure they’re placing their bets on a market that’s ripe with opportunity — where the trends are heading, not where they’ve already been. Talk about why your space will see success long into the future in order to build their confidence.

• Product: Once you’ve established your market’s value, explain how your specific products or services align with that opportunity. The goal here is to highlight why your organization in particular is an exciting one to join.

• Leadership: You are most influenced by the people you hang around with every day. Candidates know this and are becoming increasingly focused on opportunities where they know they’ll learn from a strong leadership team. Take the time to highlight the expertise at the helm of your brand so that they understand their development opportunities.

• Mission: Your team doesn’t show up every day because of the product or service you provide, but rather because of the underlying problem they care about solving and the opportunities they’re excited to create. Communicate this North Star externally to illustrate to prospective candidates what could be motivating them every day.

By the time you move to the sing and shout portions of your strategy when you have a role to advertise, potential candidates are primed to pay attention. They already have a clear idea of who they can become when they work for your organization. And that’s what people really want: the chance to evolve and be part of something meaningful.

Take Timing Out of It

You should always be looking for talent, not just when you need it. Otherwise, you will only be getting the people who happen to be available during that very specific window — and they may not be the best people for your team.

Applying the hum/sing/shout approach gets you out of the seasonality trend that decades of hiring managers have established. Instead, you develop a bench strength mindset that encourages you to constantly be networking, connecting, and sharing the vision of your organization. By learning how to hum, you can add depth to your existing team and find the best people to grow your organization, regardless of when you hire them.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS Report: Employment Summary for January 2021_

Total nonfarm payroll employment improved slightly in January as robust gains in professional and business services were offset somewhat by declines in leisure and hospitality and in retail trade sectors. The January job gain of 49,000 was in-line with most analysts’ expectations and represented an improvement over the weak December Bureau of Labor Statistics (BLS) report. Unemployment rate fell by 0.4 percentage point to 6.3% in January or 10.1 million unemployed persons.

The BLS noted the labor market continued to reflect the impact of the coronavirus pandemic and efforts to contain it. However, the data suggests that the impact of the virus might be lessening; the sharp rate of decline in the large leisure and hospitality sector moderated as government mandated restrictions eased during January.

As noted in the Wall Street Journal today many economists expect the economy could benefit from further government stimulus. Congress is considering as much as $1.9 trillion in additional financial aid to help households and businesses. The proposal would bolster unemployment aid, provide funds for vaccine distribution, and send $1,400 checks to many Americans.

“The resiliency of the U.S. labor market and overall economy is reflected in today’s BLS Employment Situation Report. Our clients’ hiring activity in many sectors of the economy demonstrates that same resiliency as talent consultants from our Network of over 300 executive recruitment offices continue to see solid demand for executive and managerial talent across technical and professional roles,” said Bert Miller, President and CEO of MRI. “But, as demonstrated in today’s BLS data, the job recovery remains uneven in the white-collar roles where much of our Network focuses. I urge political leaders to avoid a ‘government knows best’ solution as they design stimulus programs. It is vital to include input from the people driving private sector hiring that will propel the economy to new heights.”

The BLS reported that in January, 23.2 percent of employed persons teleworked because of the coronavirus pandemic, slightly below December rates. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically due to the pandemic.

In assessing today’s BLS report Dan North, senior economist at Euler Hermes North America saw signs of momentum, ‘it may be a few months before warmer weather, less COVID-19, and more consumer confidence before consumers go on a shopping spree which will provide the real stimulus and job creation.”

As reported by the BLS, in January employment in professional and business services rose by 97,000, with temporary help services accounting for most of the gain (+81,000). Job growth also occurred in management and technical consulting services (+16,000), computer systems design and related services (+11,000), and scientific research and development services (+10,000). These gains were partially offset by job losses in services to buildings and dwellings and in advertising and related services.

Employment increased in local government education (+49,000), state government education (+36,000), and private education (+34,000). The BLS noted that in both public and private education, pandemic-related employment declines in 2020 distorted the normal seasonal buildup and layoff patterns. This likely contributed to the job gains in January.

Wholesale trade continued to add jobs in January (+14,000) as did mining with a gain of 9,000 jobs.

As previously noted, employment in leisure and hospitality declined by 61,000, following a steep decline in December (-536,000). In January, employment edged down in amusements, gambling, and recreation (-27,000) and in accommodation (-18,000). Employment in food services and drinking places was down (-19,000).

Retail trade lost 38,000 jobs in January, after adding 135,000 jobs in December.

Employment in healthcare, transportation and warehousing, manufacturing, and construction changed little versus the prior month as did jobs in other major industries, including information, financial activities, and other services.

“A critical need is to prioritize upskilling talent as today’s businesses deal with fundamental changes to the world of work spurred by digital transition. Our most successful clients are investing in their current workforce to make them better performers today. More importantly, they are anticipating the new skills their existing teams will need to thrive in future.

“That same model should apply to governmental stimulus programs. They should encourage every company to invest capital into upskilling their current workforce while providing added help to the most impacted industries like hospitality, travel, and traditional retail as they adjust to a new world of contactless purchasing, off-premises consumption, and automation that adds new value to the consumer experience. Provide the stimulus to the businesses who are at the front line of transformation and let the recovery accelerate,” noted Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

4 Ways to Update Your Hiring Strategy This Year_

The new World of Work has compelled companies to take a fresh look at the way they do just about everything. And in the course of making necessary adjustments, they’ve come away with insights that will prevail well after the crisis has passed. From how they schedule meetings and manage teams to how they fill open positions and promote their culture, they are adjusting to the demands of the hybrid workforce.

“Remote working on a large scale and the evolving hybrid workplace are uncharted territory for most companies,” says Bert Miller, President and CEO of MRI. “But we are already seeing signs that business leaders are learning from the experience and pivoting in the direction of strategies that will successfully move them forward.”

Miller outlines four ways leaders can optimize their talent attraction and retention strategies for the new World of Work:

Clarify Job Descriptions

Job seekers are looking for security and safety, which often translates into work-from-home opportunities. “When you’re writing a job spec now,” says Miller, “the scope of telecommuting should be clearly outlined. Whether you’re looking for people to fill remote, hybrid, or in-office roles, be clear from the first touchpoint. Communicate expectations for the position and outline what you’re doing to keep your team safe and supported. You’ll build trust in the company and increase the likelihood that strong candidates follow through with the entire recruitment process.”

Update Priority Skill Sets

Recruiters and hiring managers are already closely monitoring the traits in employees that will determine long-term hybrid success — but those key traits are shifting as the World of Work moves increasingly online. “You need people who can communicate well and maintain a team approach even when they’re not able to be together in a communal setting,” explains Miller. Remote working requires discipline and a proactive, self-motivated approach — something all workers don’t necessarily possess. When reviewing candidate resumes, Miller suggests that it can be helpful to determine if candidates have worked remotely in the past, perhaps on interim assignments, and how successful they were in those situations.

Implement Digital Hiring Practices

As companies look to fill open positions, recruiters and hiring managers are turning to digital hiring tools to make the most effective decisions, including programs used to facilitate pre-hire assignments and virtual interviews. “Digital, remote-ready recruitment and candidate screening tools were in use before the pandemic, but now they can help you even more effectively seek out and engage talent,” says Miller. “Properly applied, they can also cut down on time-to-hire and encourage enduring employee satisfaction.” He points out that digital hiring and remote work eliminate geographic restrictions, giving companies access to a larger and more diverse talent pool than ever before.

Identify Reskilling Opportunities

The pandemic has accelerated the need for employees to undergo reskilling in order to meet the demands of our new World of Work. “It’s up to leaders to help their hybrid employees adopt the technologies they need to drive productivity by prioritizing their reskilling efforts,” says Miller. These may include company-wide training sessions on specific tools, individually selected courses, or one-on-one mentoring. There’s an added responsibility for managers to pay close attention to how their people are faring, including from a professional development standpoint, and to anticipate their needs before problems arise.

Flexibility and resilience are paramount in adapting to change. The companies that not only adapt to the new World of Work but also learn from it and improve upon their old ways of doing things are the ones that will survive, prosper, and grow.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

How to Build a Hybrid Workforce_

By now you’ve seen and heard a lot about the hybrid workforce that is destined to be part of the new World of Work for the foreseeable future. As we get closer to a vaccine and the end of the pandemic, it’s unlikely that you will go back entirely to the old way of doing things altogether. So what should you be doing to facilitate the safe transition to a hybrid workforce in your organization? Although the prospect offers many advantages, it also comes with complications and difficulties that you should be preparing for now.

“The first thing to remember is that while some of your people love working remotely and want to continue with it, there are many others who truly miss the social aspects of working in a shared office space alongside their team members,” says Nancy Halverson, SVP Global Operations at MRI. “Shifting to a hybrid structure can help you to accommodate both groups.”

Halverson offers advice on navigating the transition with the least amount of disruption:

Start with your leadership team. Will they work from the office, remotely, or both? “I believe that most organizations will find it most beneficial to have their leaders work in the office at least part of the time,” says Halverson. “Before you announce the decision to move to a hybrid solution, work out the plan for your management team and communicate it to the people who work for them to avoid confusion.”

Reevaluate your team structure. “In many cases, it’s obvious that certain departments and positions have to be on-site, but you’ve probably already figured out ways to handle those safely,” observes Halverson. “For the rest, you need to determine which employees will continue working remotely full-time and which employees will work partly remotely and partly from the office.”

While these decisions are also driven by the nature of the individual role, it is also advisable to factor in personal preferences whenever possible. “Another possibility to consider is that people will change their minds,” says Halverson. “Some members of your team may ask to continue to work remotely and then find that they want to come back into the office part of the time. Determine how strictly you need employees to follow a specific working style, and communicate this in advance. For instance, will your physical space allow for flexibility, or have you downsized recently and do you need employees to commit to a specific schedule?”

Confirm your communication platforms. The pandemic has already forced most companies to beef up digital communication and enhance their collaboration tools. Going to a hybrid workforce means that technology will continue to evolve to meet employee and employer needs. Determine how your communication frameworks need to change to reflect your new team structures and to ensure employees don’t fall out of the loop or burn out from the pressure of being “always on.”

Your IT folks will also need an infrastructure that enables them to manage a remote workforce. This can include increasing cloud storage for more remote storage, enhancing security solutions to manage cyber threats, and implementing remote IT solutions to troubleshoot employee tech issues remotely.

Monitor your allocation of tasks. If your hybrid workforce is going to remain productive long-term, you have to ensure that tasks are spread evenly and fairly across both in-office and remote teams. “Particularly if managers are working from the office, there’s a tendency to assign new projects to people working in the same space,” warns Halverson. “So be conscious of this potential pitfall and be aware of who is doing what at any given time. The boundaries between personal and professional life are fuzzy now and you need to consistently conduct regular employee-manager check-ins, recognize employees for their hard work, and promote paid time off.”

Be wary of favoritism. Not only can a hybrid workforce lead to imbalance workloads, it can also lend itself to favoritism. “As a manager, it’s your responsibility to proactively include your remote team members in the fun times as well,” says Halverson. “Set up a video conference for your team lunches or happy hours to ensure you have the same opportunity to bond with everyone and that remote workers still feel like part of the culture.”

The pandemic has abruptly thrust many companies into this hybrid situation, and while some have seen this time as a growth opportunity, others floundering. Those companies that can adapt to the current circumstances with resiliency and flexibility are most like to outstrip their competition in our new World of Work.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Situation Report - for November 2020

The U.S. economy added 245,000 non-farm jobs in November, below the 410,000-job growth forecast by economists. The unemployment rate edged down to 6.7 percent. While November is the seventh consecutive month of both job growth and unemployment rate improvement, the pace of that improvement has moderated reflecting the ongoing coronavirus and efforts to contain it.

However, as noted by Wall Street Journal reporter Sarah Chaney Jones, current vaccine rollout plans will be a factor in future job growth, “The labor-market recovery from the pandemic’s job destruction this spring has been stronger than most economists forecast. Many expect widespread vaccine distribution to eventually help lift the economy as businesses are allowed to reopen and consumers feel more comfortable traveling, going to the movies and returning to other in-person activities involving proximity to other people.”

The Bureau of Labor Statistics (BLS) reported in November, notable job gains occurred in transportation and warehousing, professional and business services, and healthcare. Employment declined in government and retail trade.

“With this month’s BLS Employment Situation report, the economy is once again reflecting a broad-based underlying optimism bolstered by recent COVID-19 vaccine announcements,” said Bert Miller, president and CEO of MRI. “Members of our Network of over 300 executive recruitment offices sense a building momentum particularly in sectors like healthcare, construction, financial services, and professional services as client firms intensify their search efforts for the top executive, technical, professional, and managerial talent who will lead the evolution of their business models into 2021.”

The BLS reported in November, 21.8 percent of employed persons teleworked because of the coronavirus pandemic, up from 21.2 percent in October. These data refer to employed persons who teleworked or worked at home for pay at some point in the last four weeks specifically because of the pandemic.

Commenting on the November report, Sameer Samana, senior global market strategist at The Wells Fargo Investment Institute noted, “While disappointing, this news should be somewhat offset by the increasing odds of another fiscal stimulus package, and a Fed that stands ready and willing to do more to help the economy.”

Looking to future months, David Berson, chief economist at Nationwide Mutual Insurance Co. provided an additional optimistic outlook, “As infection rates go down, as the number of people vaccinated goes up, then we’ll start to see ... business activity expand at a faster rate, and we will see the employment numbers pick up more strongly.”

As reported by the BLS, employment in transportation and warehousing rose by 145,000 in November. Employment rose by 82,000 in couriers and messengers and by 37,000 in warehousing and storage; since February, employment in these industries has increased by 182,000 and 97,000, respectively. Job growth also occurred over the month in truck transportation (+13,000).

In November, employment in professional and business services increased by 60,000, with about half the gain occurring in temporary help services (+32,000). Job growth also occurred in services to buildings and dwellings (+14,000).

Healthcare added 46,000 jobs in November, with gains occurring in offices of physicians (+21,000), home healthcare services (+13,000), and offices of other health practitioners (+8,000). Nursing care facilities continued to lose jobs (-12,000). Overall, there are 527,000 fewer healthcare jobs than February.

Construction gained 27,000 jobs in November. Employment rose in residential specialty trade contractors (+14,000) and in heavy and civil engineering construction (+10,000).

In November, manufacturing employment increased by 27,000. Job gains occurred in motor vehicles and parts (+15,000) and in plastics and rubber products (+5,000).

Financial activities added 15,000 jobs in November. Gains occurred in real estate (+10,000) and in nondepository credit intermediation (+8,000). Financial activities have added 164,000 jobs over the past 7 months, but employment in the industry is 115,000 lower than in February.

Employment in wholesale trade continued to trend up in November (+10,000). Government employment declined for the third consecutive month, decreasing by 99,000 in November.

Employment in leisure and hospitality changed little in November (+31,000) but is down by 3.4 million since February. Arts, entertainment, and recreation added 43,000 jobs in November, while employment in food services and drinking places changed little (-17,000). Employment in other major industries, including mining, information, and other services, also showed little change in November.

“Our Network members are continuing to see client organizations invest boldly in growth, as they work to avoid the dangers of recency bias. We are helping our clients ensure they don’t over-index on the most recent global events to guide their decisions, but instead remain committed to objectively evaluating the full picture and focusing on what has historically driven economic vitality: great talent,” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

STAR Report: Conducting Performance Reviews When Your Team is Remote_

Workplace dynamics have changed drastically over the last few months. From minimal personal interaction to increased reliance on communication technology, the word “office” has taken on a whole new meaning. As the year-end approaches, this leaves many companies wondering about the best way to conduct performance reviews. How can you evaluate your remote employees accurately, deliver clear feedback, and foster trust?

“The first thing to consider is that you have to evaluate your people based on their output, not their working schedule,” says Nancy Halverson, SVP Global Operations at MRI. “When employees are working remotely, you need to know that you can count on them to complete tasks on time and to be available when they’re needed. Use the performance review to determine if those who consistently fall behind with their workloads need a different arrangement, better technology, or more guidance.”

Halverson’s suggestions for making sure performance reviews are effective and beneficial include using some of the traditional elements of the review process, removing factors that you can’t measure for remote workers, and adding others that this kind of work environment creates. “Recognize and prioritize qualities that are more relevant in a virtual setting, such as teamwork and communication,” she says. “Focusing on these skill sets also helps make individual contributors more successful in a remote environment.” She advises managers conducting remote reviews to follow these three steps.

Give advanced notice about when reviews will take place. Your team needs time to prepare for a private and professional exchange while working from home, particularly now that so many people are juggling childcare and homeschooling with their jobs. Halverson recommends scheduling at least one hour for the performance review conversation and letting employees know that reviews will be the dedicated focus of the meeting. If you don’t have easy access to tools that support video, make arrangements to speak with one another via FaceTime to ensure you aren’t sacrificing the value of a face-to-face conversation.

Discuss changed priorities openly and honestly. Business priorities may have shifted during the pandemic, and employees might be worried about job security. Dedicate time in the performance review to discuss how they can remain valuable contributors moving forward. Clearly outline duties that may evolve or change in the coming months so they clearly understand where to focus their efforts and can evolve with the business appropriately.

Create a plan to support your employees from a distance. Although evidence suggests that remote workers are as, if not more, productive than those who work in a physical office, those statistics are typically based on employees who have chosen to work remotely. Employees thrust into remote working may not feel connected to company culture or to their coworkers. Their work arrangements can be isolating, and often require a level of self-direction, motivation, and discipline that isn’t intuitive for everyone. “Be sure to discuss how your employees can still collaborate with you and their coworkers in this new World of Work,” says Halverson. “How much coaching, guidance, and support do they need from you while working from home? Do they understand their priorities and goals, and feel confident that they have the tools and skills to achieve them?”

Every employee has a different work style and varying needs when it comes to succeeding remotely. Thoughtful evaluations help employees identify opportunities for professional growth and reinforce the importance of their contributions, which can greatly impact their satisfaction and commitment. “Use this time to get to know what your employees enjoy doing, where they feel capable and where they are struggling,” concludes Halverson. “Agree on a plan that will fuel professional success moving forward, and assure your people that their mental, emotional, and physical health is as important to you as their performance right now.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

BLS: Employment Summary for October 2020

The U.S. economy added 638,000 non-farm jobs in October, above the 530,000-job growth expected by economists. The unemployment rate declined to 6.6 percent. October is the sixth consecutive month of both job growth and unemployment rate improvement. The Bureau of Labor Statistics (BLS) reported notable job gains in leisure and hospitality, professional and business services, retail trade and construction, while employment in government declined. Private-sector employers added 906,000 jobs, a pickup from September, offsetting a drop of 268,000 jobs in the public sector.

“As we await final presidential election results, the job growth reported from the Bureau of Labor Statistics this morning clearly demonstrates the underlying vitality of the hiring environment,” said Bert Miller, president and CEO of MRINetwork. “While 2020 continues to provide an unprecedented series of crises and challenges, we are seeing steady signs of optimism in economic growth. The attitude of our Network of over 300 executive recruitment offices can be characterized as “prudently bold.” We continue to invest in our business to meet demand for top talent across many of our industry sectors, including pharmaceutical, business services — specifically PR and marketing, software design and development, and construction — notably, building products and supplies as well as special trade construction.”

The BLS reported total nonfarm payroll employment rose by 638,000 and the unemployment rate declined to 6.9 percent. Notably the labor force participation rate increased by 0.3 percentage point to 61.7 percent in October, now only 1.7 percentage points below the February pre-Covid level.

Commenting on the October report, Bloomberg’s Market Reporter Kriti Gupta offers possible investor reaction to the positive news, “Here’s one way for the market to be able to read this report: Perhaps better payrolls data means less urgency for another round of stimulus. But remember, sometimes narrative is built around price swings as opposed to the other way around. So take the market reactions in the coming hours with a tub of salt.”

While recognizing the short-term impact of a virus spike many analysts see a solid rationale for optimism. “It’s hard to look at months or weeks past because you know what’s lying ahead and that’s an increase in virus cases. That continues to be the dark cloud looming ahead,” Jennifer Lee, senior economist at BMO Capital Markets, told Bloomberg. “But the fact that the jobless rate took such a big decline, that’s extremely encouraging.”

In October, 21.2 percent of employed persons teleworked because of the pandemic, down from 22.7 percent in September, reflecting an ongoing process as employers open places of work as commuting restrictions ease.

According to the BLS, these improvements in the labor market reflect the continued resumption of economic activity that had been curtailed due to the pandemic and efforts to contain it.

As reported by the BLS, employment in leisure and hospitality increased by 271,000 in October, with gains in food services and drinking places (+192,000); arts, entertainment, and recreation (+44,000); and accommodation (+34,000).

Professional and business services added 208,000 jobs in October, with temporary help services (+109,000) accounting for about half of the gain. Employment also increased in services to buildings and dwellings (+19,000), computer systems design and related services (+16,000), and management and technical consulting services (+15,000). Employment in professional and business services is 1.1 million below its February level.

In October, retail trade added 104,000 jobs, with almost one-third of the gain in electronics and appliance stores (+31,000). Employment also rose in motor vehicle and parts dealers (+23,000), furniture and home furnishings stores (+14,000), clothing and clothing accessories stores (+13,000), general merchandise stores (+10,000), and non-store retailers (+9,000). Employment in retail trade has risen by 1.9 million since April.

Construction added 84,000 jobs in October. Specialty trade contractors added jobs, both in the nonresidential (+28,000) and residential (+18,000) components. Employment also rose in heavy and civil engineering construction and in construction of buildings (+19,000 each). Construction has added 789,000 jobs in the last 6 months, now down by 294,000 since February.

Employment in healthcare and social assistance rose by 79,000 in October. Healthcare employment increased by 58,000, with the largest gains occurring in hospitals (+16,000), offices of physicians (+14,000), offices of dentists (+11,000), and outpatient care centers (+10,000). These increases were partially offset by a decline of 9,000 in nursing and residential care facilities. Social assistance added 21,000 jobs over the month.

Employment in transportation and warehousing increased by 63,000 in October, with gains occurring in warehousing and storage (+28,000), transit and ground passenger transportation (+25,000), and truck transportation (+10,000). By contrast, air transportation shed 18,000 jobs.

The BLS reported gains in employment in financial activities and manufacturing but at lower levels of increase versus September.

In October, government employment fell by 268,000. A decrease of 138,000 in federal government was driven by a loss of 147,000 temporary 2020 Census workers. Job losses also occurred in local government education and state government education (-98,000 and -61,000, respectively).

“We continue to remain focused on meeting client demand for top talent equipped with relentless work ethic, and capable of resilient management decision making and the ability to lead change in evolving business models,” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Manage the Work, Not the People_

As millions of Americans now work remotely, managers unaccustomed to supervising employees from afar face new challenges in leading and evaluating their team’s performance. Traditional management styles prior to this new World of Work emphasized the need to manage employees effectively to get the best results. Today, however, the emphasis has shifted to managing the work rather than the people in order to get the best results from a remote workforce.

“The key to this approach is to leave people alone and let them work,” says Nancy Halverson, Senior VP of Global Operations at MRINetwork. “Tell your team about the big vision and ask how it might be accomplished. This brings your remote team closer together and encourages additional interaction. Then let them go do it. The most important metric to consider is results.”

Halverson offers the following advice on successfully managing for productivity:

Focus on the endpoint. “It’s critical that you set clear expectations and focus on the results you want as opposed to managing the process that gets you there,” she says. “Get rid of time-suckers and distractions like long meetings and unnecessary updates. Make sure that everyone knows exactly what’s expected of them. Trying to manage remote workers as if they were still together in the office is counterproductive.”

Provide employees with the best equipment and tools. This allows them to do their best work from anywhere. "That includes providing high-quality monitors and headphones and ensuring meetings are set up for participation regardless of location," says Halverson. “If you have people who continue to come into the office, they need places to conduct video-conferencing that ensure the best experience for virtual attendees."

Schedule regular check-ins. Once you’ve set clear expectations for work assignments, it's important to regularly touch base with remote workers to make sure they have the resources they need and are on target to hit their goals. “Don’t micromanage them or give the impression that you are constantly monitoring them to see if they’re working,” says Halverson. “You’ll know from the results they produce how they’re doing. And always encourage them to bring up challenges or problems they’re having before they become insurmountable.”

Introduce redundancy. Halverson believes that the current situation is an opportunity for employers to upskill their workforces. “You may have had to furlough people, and now you need to figure out who’s going to pick up the slack,” she says. “You may be surprised at how willing your team is to take on new roles or to train for new skills. Problem solving on this level changes the relationship you have with your employees. You become partners committed to the same goals.”

“What’s basic here is trust between employer and employee,” says Halverson. “Even in a traditional workplace there’s no way to completely prevent the misuse of time. But, as shown by productivity gains, most people do what’s expected of them – and more. Believe in your people and let them share in the responsibility for moving your company forward, whether they’re at the office or at home.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Employment Summary for September 2020_

The U.S. economy added 661,000 non-farm jobs in September, below the 800,000 job growth expected by economists surveyed by Dow Jones. While millions remain unemployed, September’s activity means that approximately 12 million jobs have been recovered since the mid-March economic shutdown that saw about 22 million layoffs. September marks the first month since April that net hiring was below 1 million. Unemployment at 7.9% is now in line with previous recessions.

“Our Network of over 325 executive recruitment offices remains cautiously optimistic about the job growth reflected in today's report from the Bureau of Labor Statistics,” said Bert Miller, president and CEO of MRINetwork. “Technical, managerial, and executive talent is in peak demand across a range of industries including construction, financial services, and healthcare. We’ve also seen a recent lift in legal and security tech opportunities. Across sectors, organizations are looking for leaders capable of thriving in, and in many cases driving, a culture adaptable to the present changing business and political environment.”

The BLS reported total nonfarm payroll employment rose by 661,000 in September, and the unemployment rate declined to 7.9 percent. The number of unemployed persons fell by 1.0 million to 12.6 million. Both measures have declined for 5 consecutive months but are higher than in February, by 4.4 percentage points and 6.8 million, respectively.

"These data are consistent with a labor market that is rebounding, albeit at a slower pace than a few months ago, which should be enough to support consumers and consumption," said Sameer Samana, senior global market strategist at Wells Fargo in comments to Fox Business. "While risks remain, such as election and COVID-19-related uncertainty, we believe investors should continue to remain fully invested."

In September, 22.7 percent of employed persons teleworked because of the pandemic, down from 24.3 percent in August, perhaps reflecting a trend of employers opening places of work as commuting restrictions were eased.

According to the BLS, these improvements in the labor market reflect the continued resumption of economic activity that had been curtailed due to the pandemic and efforts to contain it. In September, notable job gains occurred in leisure and hospitality, in retail trade, in healthcare and social assistance, and in professional and business services. Employment in government declined over the month, mainly in state and local government education.

CNBC reported that while the third quarter is likely to see unprecedented growth in GDP after the historically sharp slowdown in Q2, “weekly jobless claims are still too high to call the recession over,” said Chris Rupkey, chief financial economist for MUFG Union Bank.

As reported by the BLS, employment in leisure and hospitality increased by 318,000 in September, with almost two-thirds of the gain occurring in food services and drinking places (+200,000). Amusements, gambling, and recreation (+69,000) and accommodation (+51,000) also added jobs in September.

Retail trade added 142,000 jobs over the month, with gains widespread in the industry. Clothing and clothing accessories stores (+40,000) accounted for about one-fourth of the over-the-month change in retail trade. Notable employment increases also occurred in general merchandise stores (+20,000), motor vehicle and parts dealers (+16,000), and health and personal care stores (+16,000). Employment in retail trade is 483,000 lower than in February.

Employment in healthcare and social assistance rose by 108,000 in September, down by 1.0 million since February. Healthcare added 53,000 jobs in September, with continued growth in offices of physicians (+18,000), home healthcare services (+16,000), and offices of other health practitioners (+14,000). Social assistance added 55,000 jobs, mostly in individual and family services (+32,000) and in child day care services (+18,000).

Professional and business services added 89,000 jobs in September. Employment increased in services to buildings and dwellings (+22,000), architectural and engineering services (+13,000), and computer systems design and related services (+12,000), representing gains of 910,000 since April.

Employment in transportation and warehousing rose by 74,000 in September. Within the industry, job gains continued in warehousing and storage (+32,000), transit and ground passenger transportation (+21,000), and couriers and messengers (+10,000). The industry has added 291,000 jobs since May; employment in transportation and warehousing is 304,000 lower than in February.

Among other sectors where MRINetwork offices provide executive recruitment services:

• Manufacturing added 66,000 jobs over the month. Durable goods accounted for about two-thirds of the gain, led by motor vehicles and parts (+14,000) and machinery (+14,000).

• Financial activities added 37,000 jobs in September. Job growth occurred in real estate and rental and leasing (+20,000) and in finance and insurance (+16,000).

• Employment in information grew by 27,000 in September.

• Construction employment increased by 26,000 in September, with growth in residential specialty trade contractors (+16,000) and construction of buildings (+12,000).

Government employment declined by 216,000 in September. Employment in local government education and state government education fell by 231,000 and 49,000, respectively. A decrease of 34,000 in federal government was driven by a decline in the number of temporary Census 2020 workers. Partially offsetting these declines, employment in local government, excluding education, rose by 96,000.

“Today’s resilient leaders must strive to navigate uncertainty, promote flexibility, and shift organizational priorities in order to build a solid foundation for the new world of work. This is a good time to recall the words of naturalist Charles Darwin that ‘it is not the strongest of the species that will survive, nor the most intelligent that survives. It is the one that is most adaptable to change,’” said Miller.

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

Preserving Company Culture in a Remote World of Work_

For many businesses, working the “9-to-5” in a centralized office is a thing of the past — at least for the time being. Even when you and your people are able to physically return to your workplaces, you’ll most likely find that practices such as working remotely continue in some form.

”Adapting your company culture to effectively support remote work is one of the most important things you can do to set your company up for work-from-home success or just for the future of work in general,” says Nancy Halverson, SVP Global Operations at MRINetwork. ”With proper planning and execution, you can leverage remote work as an integral part of your business strategy.”

Halverson notes that one of the dangers inherent in remote work is the loss of employee connection. People can feel isolated and out of touch with the company culture and values. She advocates taking proactive steps that not only prevent that from happening, but also strengthen and enhance your employees’ alignment with your culture and values.

Establish a results-oriented environment.  Creating and communicating clear objectives and key performance indicators for your team members to achieve is critical to a productive remote culture. They must clearly understand what the expectations for success include and have the tools to track and report their productivity. Even if you can’t be physically present, you can stay close through consistent communication and encouragement. Discuss work styles, resources and support needs to determine how you can empower individuals to be more autonomous.

Be inclusive. Successful cultures involve the collaboration of all stakeholders working together to determine their shared values and ideals. This can be difficult for remote teams. “Going to an office provides many opportunities for people to come together and create the type of working environment they want,” says Halverson. “For remote teams, those opportunities are fewer because of factors like different time zones, no physical presence and interactions dictated by technology.”  That means remote teams must be deliberate about inclusivity. Schedule regular time for co-workers to chat, get the team together in the same location when you can, support multiple channels of communication and encourage group work and collaboration.

Support your employees’ health and well-being. Employees who don’t normally work from home may be thrown off their routines. When kids are home, things are even more complicated. It takes time to build healthy routines up again in a different environment. You can help employees by encouraging them to practice healthier behaviors. Encourage senior leadership to share what they’re doing to stay healthy while working from home. Check in with your employees often. Ask how they’re doing. During a time of increased stress, co-workers can provide support and make them feel less alone.

Look for signs that your culture is healthy. Even if your employees aren’t coming into the office, you can take note of the way they act in videoconferencing meetings. Do they seem happy? Are they engaged? Are you picking up signs of discontent? When your team members are truly committed to your values, they do good work that reflects their loyalty to the company. You can see it when they propose ideas or offer solutions, demonstrating their desire to give back to an organization that is supportive of them. “You’ll also get positive feedback and referrals from clients and vendors,” says Halverson, “or job candidates may refer to your culture as a reason for wanting to work for your company.”

You may ultimately find that you have happier employees due to their flexible work environment. It takes time and conscious effort to build out the processes, structure, and culture needed to accommodate remote workers. As more of the world makes this transition, it also provides opportunities for organizations to adapt and evolve as they embrace the new world of work.

The Trevi Group | Executive Search for Technology professionals | www.TheTreviGroup.com

Employment Summary for August 2020

Showing signs that the U.S. economy is settling in for a slow and steady recovery after a three month stretch of a rapid rebound, the U.S. economy added 1.4 million non-farm jobs in August and unemployment fell to 8.4 percent in U.S. Bureau of Labor Statistics (BLS) data reported today. The job growth slightly exceeded economist forecasts and represents a solid gain but the smallest in four months.

“Today’s report reinforces the cautious optimism our Network of over 325 executive recruitment offices have about ongoing demand for top talent through the balance of 2020,” said Bert Miller, president and CEO of MRINetwork. “The positive momentum in U.S. job creation reinforces our Network’s decision to invest in the digital tools and education that talent advisory and search firms need in the changing world of work to accelerate growth in their businesses.”

The BLS reported total non-farm employment rose by 1.4 million in August, and the number of unemployed persons fell by 2.8 million to 13.6 million. Both measures have declined for four consecutive months but are higher than pre-virus February by 4.9 percentage points and 7.8 million, respectively. The labor force participation rate increased by 0.3 percentage point to 61.7 percent in August,1.7 percentage points below the February period.

“We are still moving in the right direction and the pace of the jobs recovery seems to have picked up, but it still looks like it will take a while – and likely a vaccine – before we get back close to where we were at the beginning of this year,” said Tony Bedikian, head of global markets at Citizens Bank in comments to Fox Business.

In August, 24.3 percent of employed persons teleworked because of the coronavirus, down from 26.4 percent in July indicating an uptick in the rate of return to a workplace environment.

According to the BLS, notable job gains in August included government employment, largely reflecting temporary hiring for the 2020 Census. Notable job gains also occurred in retail trade, in professional and business services, in leisure and hospitality, and in education and health services.

“Employment growth is still set to lag the recovery in broader economic activity over the coming months given its greater exposure to the services sectors worst affected by the pandemic,” noted Andrew Hunter, senior U.S. economist at Capital Economics in comments to CNBC. “Nevertheless, the August data illustrate that, despite the earlier surge in virus cases and more recent fading of fiscal support, the recovery continues to plow on.”

Employment in government increased by 344,000 in August, accounting for one-fourth of the over-the-month gain in total nonfarm employment. Job gains in federal government (+251,000) reflected the hiring of 238,000 temporary 2020 Census workers. Local government employment rose by 95,000 over the month. Overall, government employment is 831,000 below its February level.

Retail trade added 249,000 jobs in August, with almost half the growth occurring in general merchandise stores (+116,000). Notable gains also occurred in motor vehicle and parts dealers (+22,000), electronics and appliance stores (+21,000), and miscellaneous store retailers (+17,000).

In August, employment in professional and business services increased by 197,000. More than half of the gain occurred in temporary help services (+107,000). Architectural and engineering services (+14,000), business support services (+13,000), and computer systems design and related services (+13,000) also added jobs over the month. Employment in professional and business services is 1.5 million below its February level.

Employment in leisure and hospitality increased by 174,000 in August, with about three-fourths of the gain occurring in food services and drinking places (+134,000). Despite job gains totaling 3.6 million over the last 4 months, employment in food services and drinking places is down by 2.5 million since February as coronavirus restrictions mandate limits on facility capacity.

In August, employment in education and health services increased by 147,000 but is 1.5 million below February's level. Healthcare employment increased by 75,000 over the month, with gains in offices of physicians (+27,000), offices of dentists (+22,000), hospitals (+14,000), and home healthcare services (+12,000). Elsewhere in healthcare, job losses continued in nursing and residential care facilities (-14,000). Employment in private education rose by 57,000 over the month.

Employment in transportation and warehousing rose by 78,000 in August, with gains in warehousing and storage (+34,000), transit and ground passenger transportation (+11,000), and truck transportation (+10,000). Employment in transportation and warehousing is down by 381,000 since February.

Financial activities added 36,000 jobs in August, with most of the growth in real estate and rental and leasing (+23,000).

The Trevi Group | Executive Search for Technology Professionals | www.TheTreviGroup.com

Why Interim Staffing Makes Even More Sense During Times of Crisis

A brief review of the history of interim staffing throws light on the evolution of the industry. Three “black swan” events were major disruptors that contributed to the thriving business it is today, according to Tim Ozier, Sr. Director of Sales at MRINetwork:

• Y2K in 1999. “I guess this wasn’t a true ‘black swan’ event in that it was predictable, but it caused massive turmoil and disruption for companies all over the world. It was a super-charging event for contract/interim staffing,” says Ozier. “Companies needed IT expertise to manage the challenging transition, and this transformed the sector from supplying primarily lower-level employees to engaging high-level IT professionals. That was the start, and it’s never slowed down.”

• Recession of 2008. As the recession lingered, companies were faced with the painful process of laying off thousands of permanent employees. “It was expensive, lowered morale, and it created bad publicity,” recalls Ozier. “But many of these companies came out of the recession with greater profitability because of the reduction in fixed costs such as benefits, vowing that they were not ever going to go through this again.” They reassessed their talent access strategy, opting for enough full-time people to cover baseline business and supplemented by contractors that allowed them to flex up or down as needed.

• COVID-19. The inherent flexibility of interim staffing is a lifeline for companies that have had to change the way they do business to survive during the pandemic. “Today’s contractors are high-level and greatly needed, so the coronavirus has had much less of a negative impact on the sector,” says Ozier. “IT has been the least impacted, and other industries have experienced a rise in the use of contractors, notably insurance and logistics.”

Integrating interim staffing into a talent access strategy is always smart, but the current economic climate makes it even more so. Committing to new, full-time employees without the ability to meet them in person during the pandemic can be unnerving, so this is a good time to make interim staffing a key element of your talent access strategy. “You can start the candidate as a contractor until travel is allowed for in-person interviewing,” advises Ozier. “It also allows the potential employee to check out you and your company over the course of the interim contract.”

In reassessing their current skill sets at this time, many companies have discovered that they need to bring different strengths to their leadership teams. Factors like remote working and economic and labor market changes are shifting priorities and may require different approaches. “Often, the right interim employees can help forge solutions to the challenges a company faces in the midst of a crisis like the pandemic,” says Ozier. “They bring fresh ideas to the table while helping teams to become more adaptable and innovative.”

Aside from taking care of immediate duties, deploying contract employees can encourage companies to broaden their comfort zone to change things that are no longer working and find new ways of doing them. They are accustomed to coming into a new environment and quickly assessing what needs to be done and creating a plan for accomplishing it. Although there’s no handbook for dealing with a pandemic, their past experience as contractors helps to hone their problem-solving skills.

“Implementing a flexible staffing strategy that includes contract employees in the mix — no matter what industry you’re in — is a key component of dealing with the current crisis,” Ozier believes. “Companies can cost-effectively staff up or down — and back up or down again — to meet the challenges of the rapidly changing business landscape.”

The Trevi Group | “Executive Search for Technology Professionals” | www.TheTreviGroup.com

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