Crain's Content Studio

THE FUTURE OF WORK

STRATEGIES FOR 2022 AND BEYOND

As the COVID-19 pandemic continues, by all accounts it’s changed the way Americans work—likely forever. Four executives on the frontlines of the workplace revolution offered their insights on some of the tough questions facing business leaders today, including how to increase opportunities for everyone.

How do you view the future of work for your industry?

Jeannette Lenear Peruchini: As a global design and engineering firm, AECOM’s diverse workforce of architects, designers, engineers and construction managers have a variety of workplace needs specific to their roles and individual project needs. This results in varying degrees of change to how we work. For our office workers we’re seeing a shift to a primarily hybrid model with some roles going completely remote, while

our construction folks continue to be in the field building some of the world’s most iconic projects. One thing that’s consistent for all is the increase in virtual collaboration and digital delivery enabling us to work effectively from the office, project site and remotely. Knowing that one size does not fit all, the hybrid or flexible work model is certainly here to stay.

Max Rettig: Throughout the pandemic and even before, there was tremendous demand for small increments of work—the ability to

“WHILE IT’S EASY TO GET DISTRACTED

BY THE SEARCH FOR YOUR NEXT TEAM MEMBER, THE MOST IMPORTANT THING AN ORGANIZATION CAN DO DURING THIS TIME IS TO FOCUS ON EXISTING EMPLOYEES . . . “ —JEANNETTE LENEAR PERUCHINI, AECOM

earn when, where and for however long, earning supplemental income around other obligations. As we look to the future, it’s not just about continuing to offer these opportunities, but also making it even more accessible to more people. One of the major lessons we’ve learned from the COVID-19 pandemic is that people value the ability to work when they want to, and for some, it’s truly a necessity.

For example, some people need extra income, but have to be available to watch their children during traditional business hours. The future of work will be about finding ways to protect independent, flexible work while also providing access to benefits and protections people deserve.

Emily Reynolds: Bravanti is in the talent business, which is always changing along with other industries.

Our outplacement business was highly active during the economic

Transforming the future of work We’re designing next generation workplaces – prioritizing

sustainability and equity; enhancing team collaboration and innovation; and supporting flexibility and wellbeing for employees.

downturn resulting from the pandemic, and now we’re focused on helping companies address retention issues through career development, internal mobility, executive advisory and reskilling. The ongoing uncertainty and accelerating M&A activity have created unprecedented demand for executive coaching and leadership development, as leaders and their teams grapple with the best ways to move forward. We expect to see this continue in our global work with C-suite leaders, focused on strategic goal alignment, the creation of strong teams, assimilation of new leaders and courageous leadership. Also, historically marginalized groups were hit hard by the pandemic, so we expect to see continued focus on leadership development and pipeline building with these groups. Hiring, leading and retaining talent are critical today and our approaches to address these areas need to shift to be successful.

Turquoise Peart: The future of work for our industry is a hybrid where digital and human systems come together, including a focus on increasing lending in diverse communities and the technological needs necessary to support that.

As an example, the company recently created a language access program to better serve the Latinx community and we’re working to offer more resources in different languages. The future requires that at every touchpoint with our customers that our interactions are measurable, visible and transparent.

We’ll accomplish this by leaning into artificial intelligence and other innovations that bring technology and human psychology together.

determining what to do with their office space can lead to significant costs. To ensure our own workplaces remain fit for purpose, AECOM embarked on a “Fast-Forward to the Future” journey. Focused on three areas—workplaces, technology, and people and culture—it resulted in new global workplace guidelines to help us reduce our real estate footprint, various IT initiatives enabling us to work more effectively from various locations and our new freedom to grow philosophy that helps our people have the flexibility they need to do their best work.

Reynolds: Coping with uncertainty and disruption are our main challenges. Our clients— organizations, leaders and people in career transition—now find themselves facing unprecedented complexities. We cannot rely on old approaches; we all need to tap into our own potential, adapt and find new strength to lead bravely in the coming year. Indeed, we have already seen many of our clients embrace change courageously. The challenge is being nimble enough to bob and weave with the constant shifts in work environments, the economy, talent and labor issues, and the lightning speed of technological advances.

What’s the number one challenge your industry is currently facing?

Peart: We continue to seek out loan officers, sales and operations staff from various people groups, gender and ethnic diversity to excel and continue reflecting the communities we serve. We’re hiring and creating outreach campaigns in various diverse communities through ethnic professional groups like the National Association of Hispanic Real Estate Professionals and the National Association of Minority Mortgage Bankers of America. This challenge is simply an opportunity for us.

Lenear Peruchini: Office space still matters, but its future and purpose are changing. The challenge is not only knowing what to do, but how to do it. The ongoing uncertainty about what comes next has prevented many from being able to make a decision about what do to with their physical office spaces.

For smaller companies this may not be a significant issue, but for larger Fortune 500 companies with large real estate portfolios the delay in

Rettig: DoorDash and others in our industry are pushing for a new way to look at and think about work, and that can require new policies and legislative frameworks. Our laws have been designed around an outdated labor model that doesn’t reflect what we hear from Dashers today—that they want to maintain their independence, but also gain access to benefits and protections that make sense for this type of work.

As a company, we’re trying to find

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JEANNETTE LENEAR PERUCHINI

Managing Principal AECOM jeannette.peruchini@aecom.com 773-550-0955

ways to work with stakeholders, legislators and other partners to not only allow people to continue to succeed in this economy, but to ensure they have the support they need to do so.

What effect has the pandemic had on how people work?

Peart: The pandemic has fostered a transition into more of a hybridwork model in which employees are either fully virtual, on-site a few days per week or fully on-site the standard work week. This new model has enhanced not just how we work, but the ways in which we add value to our organizations. If there’s room for more of a work-life blend for families, this is certainly the time to adopt this methodology.

Rettig: People who were once in an office from nine to five everyday found themselves working from home. Others suddenly lost their jobs and began relying on platforms like DoorDash to earn income when it worked for them, while finding time to care for children, take care of loved ones and attend to other

TURQUOISE PEART

DEI Manager Guaranteed Rate turquoise.peart@rate.com 312-741-8675

Reynolds: The pandemic was particularly devastating for women and people of color, who either left the workforce in droves or experienced extreme disparities in work-life balance and health care. Mental health and wellness surfaced as key priorities. As external issues suddenly became internal, pressure built on leaders and organizations to construct a new model for working—one that embraced the shifts their people were experiencing. The great news is that for enlightened companies that are figuring out how to give their workforce more flexibility— which was not a trend before the pandemic—their employees are happier, healthier and more productive.

Lenear Peruchini: Sparked by the stay-at-home requirements of the pandemic, a wave of technological and social experimentation has transformed workplaces for office workers, blasting away many of the hurdles to flexible working such as presenteeism, technology limitations or company policy. This has changed not only where

“THE FUTURE OF WORK POINTS TO OPERATING IN A MORE INCLUSIVE SPACE WITH DIVERSE AND UNDERREPRESENTED GROUPS.” —TURQUOISE PEART, GUARANTEED RATE

MAX RETTIG

EMILY REYNOLDS

VP, Head of Public Policy DoorDash max@doordash.com 855-973-1040

Managing Director Bravanti ereynolds@bravanti.com 224-306-8232

With millions of workers reassessing their options during the pandemic, how can organizations address retention during The Great Resignation?

Excellence in career planning and succession planning are emerging as critical pieces of the retention puzzle.

Employees want to understand their value to an organization and the steps required to contribute to its success.

Reynolds: Improving retention is a top-down initiative that requires executive buy-in and support.

This includes a clear company vision that’s reflected in the culture; highly effective managers; a positive work environment that fosters productivity and belonging; and opportunities for learning, professional development and advancement within the company.

Rettig: As we look ahead, organizations, policymakers and other stakeholders should consider ways to make it easier for people to earn on their own schedules, and in ways that work best for them. It’s clear that there’s no one type of work that fits everyone’s needs, so we must ensure flexible work is available, while also ensuring everyone has access to benefits.

office workers work, but the hours in which they work and the ecosystems they inhabit as well.

These impacts have changed the way people commute, consume and live. It’s led to the creation of new jobs, the elimination of other jobs and it’s reminded us that as human beings we are adaptable and resilient.

Lenear Peruchini: While it’s easy to get distracted by the search for your next team member, the most important thing an organization can do during this time is to focus on existing employees—listening to them and being prepared to provide more flexible work options to support their health and wellbeing. Letting employees know that you’re there to support them in their personal and professional growth goes a long way toward building trust and loyalty, and supports retention. If someone does choose to leave, make sure the experience is one of gratitude and appreciation; you never know when you might have a boomerang on your hands.

Welcoming and inclusive. These aren’t just words. They’re promises.

At Guaranteed Rate, we want everyone to thrive.

Because all cultures, backgrounds and identities should be heard, represented and set up for success. And we’re doing something about it.

In recent years, we’ve launched internal communities to support our diverse workforce: • LEAD for Black, Indigenous and People of Color • GROW for women • PROUD for LGBTQIA+ people We are driven by positivity and love, and want to make sure our employees have safe and supportive spaces to grow together.

The future of the mortgage industry is right here.

responsibilities. In fact, 90% of Dashers deliver fewer than 10 hours a week and 80% of women Dashers say that a main reason they deliver is because of the flexibility to set their own schedules. It’s clear that during the pandemic, people relied on flexible ways to earn—which is why we need to look for ways to support this change and chart a new path forward.

Peart: Partnering with employees through pulse surveys, continuous listening and allowing them to share feedback more than just annually during performance assessments encourages a healthy employee experience. With the need for support and psychological safety being essential, using survey findings and actively integrating those findings and key learnings to guide decision-making, strategy and programming are just some of the ways to address retention. Above all, fostering a sense of belonging through creating a more sustainable work environment could be the game changer for organizations.

Learn about our ERGs and our diversity efforts.

R AT E . C O M / C A R E E R S NMLS ID #2611 (Nationwide Mortgage Licensing System, www.nmlsconsumeraccess.org) • Guaranteed Rate, Inc. is an Equal Opportunity Employer that welcomes and encourages all applicants to apply regardless of age, race, sex, religion, color, national origin, disability, veteran status, sexual orientation, gender identity and/or expression, marital or parental status, ancestry, citizenship status, pregnancy or other reason prohibited by law. (20210706-371894)

Turquoise Peart Manager of Diversity, Equity and Inclusion G U A R A N T E E D R AT E

THE FUTURE OF WORK

STRATEGIES FOR 2022 AND BEYOND What role will diversity, equity and inclusion play in the future of work?

And finally, they must be willing to measure their progress on DEI and commit to continuous improvement.

Peart: In the past, DEI had been considered by some to be simply a compliance piece; many companies didn’t have DEI-focused goals at all. The future of work points to operating in a more inclusive space with diverse and underrepresented groups. Organizations like ours position DEI as its own line item separate from just an HR/compliance issue. It’s meshed into every area of the organization including recruiting, culture, performance, training and onboarding.

Rettig: Prioritizing DEI helps ensure everyone—regardless of background, education level or work experience—has access to economic opportunity. Organizations should look to deliver tailored solutions and programming to meet the unique needs of marginalized communities.

For example, DoorDash launched a program during the pandemic

Reynolds: Organizations need to go beyond “checking the box” with diversity training. Leaders and their teams must be willing to do the hard work of assessing their culture and having difficult conversations to identify where and how to change, and then execute around that assessment. Leadership roles must include more historically marginalized people. Day-to-day meetings should be more inclusive and represent a diversity of thought to foster belonging. Companies need to encourage sponsorship and coaching across differences.

included. When companies make room for employees to be heard, and when individual experiences and perspectives are shared, they create a stronger culture and better outcomes for their clients. At AECOM, our commitment to DEI enables us to better anticipate our clients’ needs, understand the challenges facing the communities we serve, and it drives innovation that propels our industry forward. These are all great things and instrumental in our mission to deliver a better world.

“LEADERS CAN BEGIN BY MODELING HEALTHY BEHAVIORS THEMSELVES AND NOT HESITATING TO BE VULNERABLE WITH THEIR PEOPLE.” —EMILY REYNOLDS, BRAVANTI to provide grant funding and educational programming to minority-owned small restaurants, because we know access to resources is critical to reaching equality.

Lenear Peruchini: When we feel free to be ourselves, we thrive.

DEI plays a big role in ensuring that employees feel valued and

How are technology and automation reshaping the future of work?

Rettig: Because of the emergence of technology platforms like DoorDash, people are able to log on and start making money almost immediately.

They can also log off whenever

The future of work is now.

Flexible work opportunities with low barriers to entry are more crucial than ever. At DoorDash, we support the creation of a portable, proportional, and flexible benefits framework that allows Dashers to maintain the independence and flexibility they value — while also ensuring they receive benefits tailored to the unique nature of work on digital platforms.

To learn more, visit www.doordashimpact.com/future-of-work

they want to, never asking a boss for permission. This represents a momentous shift and puts more control in the hands of workers than ever before—earning income is no longer dependent on a static place and time like it was just a few years ago. In addition, this sort of technology means that businesses are more interconnected than ever before. For instance, we know that the odds of staying in business during the pandemic are eight times better for restaurants on DoorDash compared to all U.S. restaurants.

Access to delivery is what made many businesses able to weather the pandemic, which in turn meant protecting more jobs during an uncertain time for many workers.

Lenear Peruchini: Technologies that enable distance working have made things easier during lockdown and continue to enhance productivity and resilience in the long term. Technology will also be a key to helping us navigate the future of hybrid work. As companies look to right size their offices by moving to a more agile work environment where shared desks become the norm, technology platforms that help employees book a desk, meeting room or office-for-the-day will be critical in helping people return to the office. While this is not a new technology, the shift to hybrid working has increased the need for user friendly platforms that make coming to the office easy. With a focus on sustainability, health and well-being, this technology is expanding into smart building technologies leading to a future where occupants are in control improving comfort, space and resource usage in the workplace.

Peart: Artificial Intelligence is replacing some human administrative tasks and answering simple questions for us via webpages and chat forums. We’re adopting new means of technology and AI to meet the changing landscape of the mortgage industry with innovative solutions. For example, our awardwinning FlashCloseSM technology enhances convenience by allowing borrowers to electronically review, sign and notarize closing documents from their internet-connected devices. We also launched Gateless, a new mortgage technology company that utilizes AI and machine learning to increase speed and seamlessly drive more efficiency in the mortgage loan process, making the customer journey more efficient for everyone.

Reynolds: It’s important not to overlook the human factor. At Bravanti, we work with leaders, teams, and people in job transition

who are greeted and treated, first and foremost, with dignity and respect. In the leadership and people development business, technology and automation should serve as support mechanisms for advancing goals, not as achievements unto themselves. We must be intentional about the use of technology to support our goals and streamline our efforts.

After a year of challenges, what role is health and wellness playing in the workforce?

Reynolds: Mental health and well-being are key priorities for leaders and organizations as we move forward. Leaders can begin by modeling healthy behaviors themselves and not hesitating to be vulnerable with their people. Talking openly about the importance of selfcare and mental health in the work environment is critical. In addition, many organizations are already taking additional steps to provide enhanced employee assistance programs and other resources to ensure the health and well-being of their talent.

Peart: Not only do we want to feel connected, but we also want to open the door for more conversations surrounding fatigue, burnout and overall employee wellness and health. One example of our commitment to prioritizing employee health and wellness is an initiative called Mindful Mondays, a virtual meditation session to provide employees with an opportunity to mentally and physically unwind and realign. Counseling, employee assistance programs, mental health and wellness days have also moved to the forefront, and business leaders can now see the direct impact they can have on the success of the company, productivity of employees and employee retention overall.

Lenear Peruchini: For many of us, the pandemic dismantled the boundaries between our private lives and work, making the search for a work-life balance seemingly a mirage. Elements of this continuum will shape what we expect from our future workplaces, both at home and in the physical office space.

Employees will seek opportunities with companies that provide them with the flexibility and tools they need to manage this the “new normal.” This will likely include more social and collaborative spaces with enhanced technology that supports communication and fosters a sense of community among those in the office and those that aren’t.

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ABOUT THE PANELISTS JEANNETTE LENEAR PERUCHINI is managing principal and director of interiors for AECOM, the world’s largest infrastructure consulting firm. With over 20 years of architecture and design experience, she has played a key role in securing and managing complex projects around the world—building relationships, developing new business and collaborating with design teams to uphold design excellence. She holds an MBA from the University of Notre Dame Mendoza College of Business and a bachelor of landscape architecture from the University of Illinois at UrbanaChampaign.

Rettig: The last year and a half has brought a renewed focus on finding work that can be tailored to your goals and, therefore, provide better peace of mind—whether that be spending time with children, going to school, starting a business or just having some supplemental income. Dashing and work like it has provided people with the ability to design their work around their lives, which is empowering. We’re focused on finding solutions that protect those opportunities while also providing access to the benefits and protections that can help support the health, wellness and stability that people need.

Looking to 2022, what will be the highest priorities for business leaders?

Rettig: The highest priority should be finding ways to work with legislators and other key stakeholders to enshrine some of our best learnings from the last year and a half into law. They should also consider how the priorities and values of the workforce have changed due to the pandemic and take this new landscape into account.

TURQUOISE PEART is manager of diversity, equity and inclusion for Guaranteed Rate, one of the top five retail mortgage lenders in the United States, where she works closely with executive leadership and oversees the company’s multicultural and LGBTQIA+ employee resource groups.

A bilingual DEI, culture and HR leader with more than a decade of experience, she has worked at the strategic level in a variety of public and private sectors, building partnerships with key stakeholders, senior leaders and departments in many organizations.

MAX RETTIG is vice president and head of public policy at DoorDash, the nation’s leading last-mile logistics platform, where he oversees government relations, social impact, policy development, public engagement and strategic partnerships teams.

Previously, he worked at the White House as a senior advisor to the deputy national security advisor, as an attorney/advisor at the U.S. Department of State, and as an adjunct professor at Georgetown University Law Center.

He holds a law degree from Stanford University Law School and a bachelor’s degree from Amherst College.

Lenear Peruchini: Office environments will need to be enhanced to support employees’ safety and well-being and to encourage a culture of collaboration, tailored to the specific needs of each space. For those who are working from home, companies will need to provide support where necessary to ensure that they can deliver efficiently and safely. At AECOM, a digital global delivery model will allow us to bring the best of our talent to our projects wherever employees are based, supported by a strong IT infrastructure.

Reynolds: Leaders have to rethink almost everything about the way they lead. They’ll need to continue to prioritize talent retention, leadership development and succession planning in a fluid business environment. The leadership bench will be an especially urgent priority, particularly with the accelerating retirement of Baby Boomers, and high-potentials experiencing burnout or looking for new and different development paths. As external issues continue to become internal, leaders will have to reckon with articulating their views on social issues. Employee well-being,

“THE HIGHEST PRIORITY SHOULD BE FINDING WAYS TO WORK WITH LEGISLATORS AND OTHER KEY STAKEHOLDERS TO ENSHRINE SOME OF OUR BEST LEARNINGS FROM THE LAST YEAR AND A HALF INTO LAW.” — MAX RETTIG, DOORDASH

mental health, hybrid/flexible work and morale will also be top of mind as we emerge from the pandemic and move forward. To do that, some leaders need to enhance their change management, communications, and leadership skills, balancing a calm and empathetic approach with decisive action when necessary,

EMILY REYNOLDS is managing director at Bravanti, a global leader in executive coaching, leadership acceleration, and outplacement/career transition.

Since joining the firm, she has developed a diverse and experienced outplacement and executive advisory coaching team, partnered with global clients on people needs throughout the pandemic and spearheaded the development of new technology in career coaching and client reporting.

She is an honors graduate of Mt. Holyoke College and before joining Bravanti held senior management positions at Xerox and Canon USA.

meeting the fluid needs of their workforces, driving business results, and creating “followership” along the way.

Peart: Transparency, accountability and impact will be high priorities for business leaders, and they’ll be asked to answer what changes were made

to their business models and cultural initiatives as a result of the disruption.

Everything points to the foundation laid in the last two years, and it will become evident which organizations proactively made changes versus which organizations did not. Next year will show the product of the seeds that have been planted.

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