The hiring market has always been evolving, but it seems that as of late the changes have become more radical. What does this mean for recruiters? For one, it means a massive shift in the ratio of supply and demand. First, a dearth of talent on the market, then a flooding of qualified candidates filling job boards and applications. In other words, first, there aren’t enough resumes to review, and then there are too many, without a good way to easily differentiate.

In this final part of this series on the agile workforce, I’m going to talk about how to implement and be successful with a hybrid team so that your organization can truly embrace the future of work. Many of you are already working with hybrid teams, though in some cases organizations can benefit by being more intentional about how, where, and why they deploy different types of teams.

I believe measurement to be critical to understanding and growth in any endeavor, whether business or personal. I have seen this in my customer and employee experience strategy and design work with enterprise organizations. There are, however, important things to consider in how you place an emphasis on metrics, and one of these is Goodhart’s Law.

In this part of the series, I’m going to talk about how organizations themselves can best prepare, adapt, and improve in the era of the agile workforce. Understanding how to do this is mission-critical as the world of work continues to evolve and adapt to both immediate conditions and longer-term trends. While we’ve seen a recent massive shift towards remote work, some of this may return to pre-pandemic levels, while others will remain. Agile organizations will be able to measure and adapt to their unique workers, industries, and organizational objectives.

In this 3-part series, I’m going to discuss what we mean by the agile workforce, and how organizations can succeed in a world of work that incorporates hybrid teams, increased automation, and a growing independent workforce. These concepts are taken from my book, The Agile Workforce, available in print and digital versions.

In this 3-part series, I’m going to discuss what we mean by return on experience, the link between customer and employee experience, and how to operationalize great experience in a way that is repeatable and adaptive to change. In this final part of the series, I’m going to discuss how to get started with measuring and operationalizing return on experience.

In this 3-part series, I’m going to discuss what we mean by return on experience, the link between customer and employee experience, and how to operationalize great experience in a way that is repeatable and adaptive to change. In this second part of the series, I’m going to discuss how customer and employee experience are related, as well as how to measure return on experience.

In this 3-part series, I’m going to discuss what we mean by return on experience, the link between customer and employee experience, and how to operationalize great experience in a way that is repeatable and adaptive to change. These concepts are taken from my book, The Center of Experience, available in print and digital versions.

You can’t have a truly successful design without the full team involved, as well as stakeholders, knowing and understanding the problem, and being able to contribute in an appropriate way towards its solution. Thus, there are several components to a creative-friendly process, and I’ll briefly explore this in five parts.

While there are many people more expert than myself in the subject, I happen to know a little bit about ballroom dancing. Aside from a girlfriend in college strongly...encouraging... me to join her in lessons, I shot a documentary on the subject almost two decades ago. Long story, and no, you can’t watch it. That being said, much is made over the creative approach to dancing, but these performances would be nothing without the underlying process and structure.

It would seem that process and creativity are at odds with one another. How, for instance, could a rigid set of rules help inspire great design, great experiences, or new approaches to challenges? In fact, the two can not only co-exist, but work together to create better results and enable teams to be more creative and productive.

Many workforce experts refer to a “hybrid workforce” as part of our future. This is made up of several types of workers, including independent consultants, full-time employees and it also incorporates both on-site and remote workers.

We are collectively living through a period of change. We can call it mid-pandemic, post-COVID, next normal, or whatever we like, but it’s here. Home is on the other side of over a year of something unexpectedly and suddenly different. A new time has arrived, and we are different people, for better or worse. We are in that time and we aren’t leaving. We aren’t going back home, because we aren’t changing back.

There are a plethora of materials already on the subject of the value of customer and employee experience. In my work, I’ve helped clients with customer experience, employee experience, even student experience. This work is a natural outcome of several other disciplines.

I’m often asked for recommendations for great keynote speakers that can talk on the topic of customer experience, and I’m grateful to know quite a few of them personally! Here is a list of a dozen customer experience keynote speakers you should know about.

We’re living in the age of the agile workforce, with hybrid teams of full-time, onsite, remote, and freelance workers collaborating to create great results. In order to achieve the most success possible, companies need to innovate in their hiring practices and shift their thinking in some cases.

We are now at a point in history where many tasks and repeatable processes can be done better by machines than humans. While this has been true in some industries for decades (think car manufacturing), it will soon be true across the board in every industry imaginable.

While many see this as a doomsday prophecy, I see it as an opportunity for humanity to transcend the grunt work and tasks that many have found themselves doing to make ends meet, and to instead gain an agency and freedom over how they earn their living.

To meet the demands that the future of work will bring, we need to develop an agile workforce. This means that professionals will need to adapt and change with the growing and shifting needs of businesses that are being faced with continual pressure to increase profits. This needs to happen while also shifting to automation, more data-driven approaches and competitive pressure to innovate.

A business has its cycle. Many successful entrepreneurs know that, in one way or another, you will have to find your exit—one that leaves you far better than when you started. In this episode, Domenic Rinaldi invites serial entrepreneur Greg Kihlstrom, to talk about Greg’s experience growing a business through acquisition and then selling that same business years later for a much higher multiple.

The workforce is in a continual shift as markets change, companies grow and refocus, and external factors shape how, when and even where we work. Because of these considerations, and countless others, companies need to be agile in their approach to the composition of their workforce. Hybrid workforces build on this idea, by creating teams that are a mixture of full-time, long-term employees and short-term contract and freelance workers.