To say that COVID-19 has brought unprecedented changes to the world of work may be cliché, but it bears repeating: the way we work has been fundamentally altered by the pandemic. And while there has certainly been no shortage of discussions about these changes over the last year, the fact remains that what work will look like once the immediate threat of COVID-19 has subsided is still to be determined.
What we do know is that reactions to the swift changes that came to Canada in March 2020 will have lasting implications on the world of work.
With Lead Magazine, Adecco has always looked at issues affecting the HR landscape in Canada. We maintain this focus for our 25th issue, where we look at the ways organizations have adjusted to the pandemic and are preparing for a post-COVID-19 world of work.
What better place to start than Adecco?
March 2020 saw Adecco make significant shifts to our business model. Traditionally, we conducted most of our business face-to-face. After all, the staffing industry is built on relationships and that’s how we maintained close contact with our customers. But public health precautions necessitated a shift to an almost entirely digital business model. Our way of working was truly turned upside down.
These changes propelled us to become better at communicating with our customers. Internally and externally, shifting to a digital model improved our relationship with our associates, clients and employees. We relied on conversations with our clients to understand their needs as the economic reality set in, and then used that information to forge stronger relationships as we advised them on their next steps. Because when it comes down to it, our clients were going through the same changes we were — "doing things differently” was the name of the game for everyone. And it was our opportunity to help our clients adapt and change as we did the same.
A big part of our new consultative approach was learning where our customers want to meet us. Let’s not assume that everyone wants to meet us face-to-face anymore. The professional candidate, for example, may prefer a totally digital experience where our interactions are entirely conducted online. A light industrial candidate, however, may still prefer meeting with us face-to-face. It’s all about understanding the nuances of each customer and being comfortable ourselves with having multiple approaches to interacting with our customers.
We were supported in this shift by the Adecco Group’s digital transformation, which gave our consultants digital tools that have reduced administrative tasks, improved candidate acquisition and increased the speed and delivery of service. Recognizing that there is no one size fits all approach to customer centricity, the biggest benefit of our digital strategy has been maintaining the human touch component of our delivery model. Technology hasn’t changed what we do, it’s just changed how we do it. And using technology to meet our customers where they are has helped immensely in our ability to help our customers succeed in a challenging year.
The pandemic has shown us that going back to the way things were isn’t an option. But it’s also given companies the opportunity to evaluate their current way of working and ask themselves what’s worked and what hasn’t. We took this opportunity to change the way we approached our customer relationships, certainly, but the pandemic also brought a rethinking of our strategy.
In fact, Adecco underwent a huge change to our strategy throughout the pandemic. We went from having an idea about the types of companies we go after to completely rethinking where we play. As the pandemic disrupted our traditional markets, we had to shift focus to growth industries. We also leveraged data to drive our understanding of new opportunities and potential clients, which has mirrored the approach of many organizations also figuring out their next steps in a post-COVID-19 world. We know this because we’ve seen a big push for data roles and investment in marketing from our clients. So, just as our customers have done, the pandemic has helped us change our strategy to reflect a digital future based on data.
Employee Wellbeing & Mental Health
The impact of the pandemic on the mental health of our employees cannot be overstated. Worker wellbeing is a popular topic of discussion specifically because there has been a real sense of pandemic burnout over the last year. Juggling work and home life with childcare, elder care and an emotionally charged situation hasn’t been easy. Plus, with many employees working from home, an “always on” mentality makes disconnection from work that much more difficult.
We’ve found that this burnout has required a new level of empathy — checking in, putting yourself in other people’s shoes. And, of course, it’s also meant that we’ve made tangible changes to our employees’ work schedules to support downtime and the opportunity to disconnect.
This area is also the biggest topic of discussion for re-opening. What will going back to work look like? How do we continue to respect employees’ desire for flexibility while bringing our employees back into the office? And what does the office even look like in our new normal?
In the Adecco Group’s “Resetting Normal” study, a key finding was the desire for greater flexibility over working schedules and a split between home and office-based working, as cited by 75% of those polled. But the benefits—improved work/life balance, lowered commute times, more flexible hours—can be tempered by isolation, longer hours and potential feelings of being tied to your work. Balancing work arrangements will be a necessity for keeping employees productive, satisfied and mentally healthy.
Upskilling
Another element that will affect employees in the coming year will be the increased attention on upskilling and reskilling opportunities. The increased demand for training is a direct response to how roles have shifted in response to the pandemic. And reacting to these changes will require professional development—whether independently or within our own companies. Understanding this fundamental shift in how employees are able (and required) to adapt to new skill requirements—such as digital marketing—is our focus in the next year.
As businesses reopen, Adecco looks forward to continuing our focus on customer centricity while recognizing the impact our employees have on our ability to grow. It’s a strategy that we put into practice while pivoting our business during the pandemic and a long-term model for sustainable growth. In the rest of this year’s edition of Lead Magazine, our contributors share their strategies for addressing the changes brought on by the pandemic. We hope you enjoy.
Janelle Bieler
Janelle Bieler was appointed as Adecco Canada’s President in 2020, following her role as Senior Vice President for Adecco Staffing in the U.S. In that role, Janelle was responsible for Adecco USA’s retail organization, encompassing more than 150 branch locations and over 200 sales leaders. She led and helped to accelerate the focus and growth within this important area of business.
Janelle joined Adecco in 2014 as Regional Vice President, Los Angeles region. A passionate sales leader, Janelle developed and implemented new sales strategies to drive results. Prior to joining Adecco, Janelle worked in market leadership and sales with a large car rental company, a technology company and a large staffing firm. She earned her undergraduate degree from Loyola Marymount University in Los Angeles.