Employee wellness. Coming out of the pandemic, people are more concerned about wellness than ever — this includes affordable and high-quality healthcare benefits as well as employer programs that address employees mental and physical health.
When it comes to designing the future of work, one size fits none. Discovering success isn’t about a hybrid model or offering remote work options. Individuals and organizations are looking for more freedom. The freedom to choose the work model that makes the most sense. The freedom to choose their own values. And the freedom to pursue what matters most. We reached out to successful leaders and thought leaders across all industries to glean their insights and predictions about how to create a future that works.
As a part of our interview series called “How Employers and Employees are Reworking Work Together,” we had the pleasure to interview Brian Moore.
Serving Loyal Source since its inception as president of government services, and now as CEO, Brian Moore is a recognized creative solutions and results-oriented leader. Known as the authoritative driver for the continued — and extremely successful — navigation of the ever-changing staffing and government services industry economic landscape, Moore’s expert analysis of changing labor dynamics and the influence of economic changes on the workforce market prompted the launch of Loyal Source into Government Services in the early stages of business.
Thank you for making time to visit with us about the topic of our time. Our readers would like to get to know you a bit better. Can you please tell us about one or two life experiences that most shaped who you are today.
The experience that shaped my professional life the most was my college experience at the University of Central Florida. I put myself through college working nights in restaurants and taking out student loans. This taught me a lot about myself and what I could accomplish as an individual. The relationships I made during college are also still going strong with my business partners having attended UCF as well as many of the other employees at Loyal Source. I do not know where I would be today if it was not for my college experience.
What do you predict will be the same about work, the workforce and the workplace 10–15 years from now? What do you predict will be different?
There will always be a need for great employees — no matter how our workforce develops. However, the last year has shown us that employees and their needs are changing, so I expect companies will begin to adapt to those needs in order to attract and retain talent. We are already starting to see this in the demands for remote or hybrid workplaces, mental health resources and flexible hours — to name a few. Where these needs aren’t met, I anticipate we will see an increase in gig workers and entrepreneurs who are leaving the traditional work structure to have autonomy over their hours and tasks.
What advice would you offer to employers who want to future-proof their organizations?
The most important thing employers can do to prepare their organizations for the future is to invest in their employees. Not only is high turnover expensive, it’s currently difficult to find talented workers, and having continuity in talent breeds great ideas and growth. When your employees are enthusiastic, engaged and given the appropriate time and space to think of their next great idea they help the company move to the next level.
What do you predict will be the biggest gaps between what employers are willing to offer and what employees expect as we move forward? And what strategies would you offer about how to reconcile those gaps?
We are seeing this struggle play out now through the Great Resignation. One of the most notable gaps we’re seeing is the debate over the need for a physical workplace — many employees want to continue to work from home, so much so that in some cases they’re willing to take a pay cut. However, many companies are committed to having a physical office, or simply haven’t learned how to manage remote employees efficiently. This ties into flexible scheduling — which can be more difficult to manage and requires a lot of trust between an employer and employees.
I recommend leaning into the new remote and hybrid work options as much as possible, and giving employees some autonomy in their schedule so they have the flexibility they desire. Work with your employees in creating a work environment that works well for them, and don’t force them to fit their lives into the confines of a traditional work structure when we’re seeing that it does not work for everyone. This is especially true with the rise of challenges such as COVID-19 infections and remote school for kids. With these challenges, employees are also expecting great healthcare and mental health resources.
We simultaneously joined a global experiment together last year called “Working From Home.” How will this experience influence the future of work?
Now that so many people have experienced how effectively they can work in their own environment, many employees are unwilling to return to in-office work — especially when they feel it puts their safety at risk during the ongoing pandemic. I expect this will lead to work from home being the norm for many jobs, and a hybrid approach being taken at many others.
We’ve all read the headlines about how the pandemic reshaped the workforce. What societal changes do you foresee as necessary to support a future of work that works for everyone?
In many industries we’re seeing employees gaining power and influence — from unionization to labor strikes to the Great Resignation. This brings forth more demands from the workforce — from safe working conditions to fair pay and more opportunity for work-life balance. Employers will need to adapt to move forward successfully.
What is your greatest source of optimism about the future of work?
Work is changing, and in many ways it’s becoming more inclusive and efficient. Employees are given opportunities to work in ways that suit them best to maximize their happiness and productivity. This is also being greatly enhanced by technology. As we move into an increasingly virtual world, we are seeing the benefits of technology more and more in bettering the future of work.
Our collective mental health and wellbeing are now considered collateral as we consider the future of work. What innovative strategies do you see employers offering to help improve and optimize their employee’s mental health and wellbeing?
We’re seeing a variety of benefits being offered — Nike recently made headlines giving their team a week off to relax and recharge, and many other companies are following suit. Other initiatives include ramping up medical benefits to include mental health care, providing more in-depth feedback programs for employees and offering mentorship programs.
It seems like there’s a new headline every day. ‘The Great Resignation’. ‘The Great Reconfiguration’. And now the ‘Great Reevaluation’. What are the most important messages leaders need to hear from these headlines? How do company cultures need to evolve?
Company leaders need to pay attention to these headlines and make changes proactively. A lot of companies don’t think they will be affected — until they are. Talking with their teams and keeping an open line of communication can help employers to make changes before they start to negatively impact the business.
Let’s get more specific. What are your “Top 5 Trends To Track In the Future of Work?”
- Increased emphasis on company benefits. We are seeing some employees report that benefits are even more important than salary, with more employees than ever saying they would consider taking a pay cut for better benefits and work perks.
- Employee wellness. Coming out of the pandemic, people are more concerned about wellness than ever — this includes affordable and high-quality healthcare benefits as well as employer programs that address employees mental and physical health.
- Hybrid and remote work. Many employees adjusted to remote work during the pandemic and are unwilling to return to their offices. To remain competitive, employers will need to consider continuing remote or hybrid work options.
- Diversity equity and inclusion initiatives. Embracing diversity is becoming increasingly important to job seekers, and young job seekers especially want to work for companies they feel are making a positive difference in the world.
- Talent retention strategies. While many companies are currently focused on attracting new talent during the Great Resignation. Talent retention is equally important in maintaining a strong company.
What’s your favorite “Life Lesson Quote”? And how has this quote shaped your perspective?
Things may come to those who wait, but only the things left by those who hustle. This quote reminds me of the value of hard work, and inspires me to take action and be proactive in order to be successful.
Is there a person in the world, or in the US, with whom you would love to have a private breakfast or lunch, and why?
Mark Cuban — he is an innovator, owns a successful NBA team, and is one of the most respected business minds in the United States.
Our readers often like to continue the conversation with our featured interviewees. How can they best connect with you and stay current on what you’re discovering?
You can connect with me on Linked in at:
www.linkedin.com/in/bmooreloyalsource.
Thank you for sharing your insights and predictions. We appreciate the gift of your time and wish you continued success and good health.