New factors are directly impacting talent strategies as businesses adapt to the changes brought on by the pandemic. In this webinar, Global industry analyst Josh Bersin will share learnings from his work with C-suite executives in planning their talent strategies for 2020 and beyond. He will be joined by Sue Marks, CEO, Cielo, and Madeline Laurano, founder, Aptitude Research who will discuss how high performing organizations have shifted their practices to position their talent acquisition teams for agility, sustainability and future success. • Explore the major trends Bersin sees influencing the talent market and hiring climate • Hear key observations gleaned from talent leaders in Bersin’s Big Reset executive working group • Learn the successful approaches TA leaders are taking to support recovery and future planning It’s important to know which trends will impact talent strategies moving forward. Join us as we discuss what’s most important to act on now for talent leaders to lead through the recovery.

1. 1
TODAY’S EXPERTS
Madeline Laurano
Founder, Aptitude ResearchCEO, Cielo
Sue MarksJosh Bersin
Global Industry Analyst
Dean, Josh Bersin Academy

2. Josh Bersin
Global Industry Analyst
July, 2020
@Josh_Bersin
© 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL
The World Just
Changed Overnight
Responding to COVID-19: How Everything Seems to Have Changed

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How The World Has Changed
Coronavirus
Crash
Global
Pandemic
Back to
Work
Transformed
Business

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Four Phases of The Pandemic
React
HR, IT, Facilities come together
Response task force assigned
Set up emergency team around the world
Daily standup meetings
Regular all-hands and CEO
communications
Essential vs. Non-Essential workers
Real-time data on infection and travel
Real-time feedback and surveys
Reporting of problems, infections, issues
Remote work policy
Stipend for home office equipment
Support India and remote offices
Empower HRBP to act and coordinate
Cut or realign budgets
Share business downturn and changes
CEO Chief Empathy Officer
Support leaders to help remote workers
Provide support to furloughed people
Return and remind of values and mission
Show positive future and optimism
Put big projects aside
Respond
Remote work training and tools
1:1s, communications, team connection
Programs for mental health and resiliency
Increase access to counseling
Cost offset for childcare
Wellness, safety tips, education on virus
Exercise, fun, kids programs
Online learning on every topic
Home school help and programs
Daily communications on status and
policies
Coaching and counseling on stress
Furlough or job policies
Mandatory leave, vacation policy updates
Update to performance process
New workforce plan, new hiring plans
Swap workers, support dislocated people
Change bonus accruals, exec pay
Regular pulse surveys and feedback
Remote interview, onboarding
Train managers on new role and issues
Apply for government support in location
Transform
Reinvent business model
Rethink customer experience and demand
Move and change roles, train for new roles
Redefine customer engagement model
Create new business plans and goals
Redefine org structure for new world
Set in place ongoing measurements
Identify new HR tech platforms
Realign careers and jobs for new business
Invest in citizenship and diversity
Deal with Black injustice issues
Redefine brand and marketing message
Create scenario for new wave of virus
Partner with infection, safety vendors
Rethink hiring plan
Strengthen internal mobility programs
Roll out new work at home strategy
Roll out new facilities strategy
Roll out new customer interaction strategy
Give leadership a rest and new energy
Redefine company mission
Realign financial goals
Return
Move and change roles, train for new roles
Create new protocols for safety and health
Define who “comes back” and who doesn’t
Create distancing guidelines in office
Buy masks and other safety equipment
Stay current on local regulations and
changes
Identify “fear of return” and address issue
Formalize infection reporting process
Decide new process for pay and
performance
Reset expectations around productivity
Create new flexible work policy
Decide what locations to close
Put people into working teams
Create program around stress and PTSD
Invest in pay and benefits for economics
Align with ongoing government policies
Support local community programs
Train employees on productivity at home
Roll out new wellbeing program
Roll out new leadership support program

5. © 2020 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 5
1. Reset Work:
The digital, low-touch workplace arrives.
2. Reset Economy:
Do less with less, pay people well.
3. Reset Leadership:
The Chief Empathy Officer
4. Reset Trust:
Ethics, Competence, Voice
5. Reset HR:
The Heroic Role in leading the response.
The Big Reset

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7%
9%
11%
15%
4%
9%
17%
4%
4%
5%
11%
27%
4%
4%
13%
25%
2%
4%
4%
23%
45%
7%
14%
28%
50%
JOB SECURITY and COMP
ONLINE LEARNING OPPTIES
Exercise and other programs
PHYSICAL WELLBEING
Support working parents
Flexible schedule
WORK-LIFE BALANCE
Mental wellbeing
Virtual social activities
Emotional support
Checking in on people
EMOTIONAL AND SOCIAL SUPPORT
Focus and clarity
Frequent meetings
Remote practices
PRODUCTIVITY AND ENGAGEMENT
Covid-19 repository
Clear guidance on policies
Solicit employee input
Quality and frequency
FREQUENT TWO WAY COMMUNICATION
Subsidize wifi
Subsidize collab software
Subsidize IT hardware
TECH FOR REMOTE WORK
Top Issues
Top Issues On Employees’ Minds Now
Top Issues Now
• Work Life Balance (60%)
• Tech for Remote Work (50%)
• Two Way Communication (45%)
• Productivity and Engagement (25%)
• Emotional and Social (25%)
• Physical Wellbeing (15%)
www.covidhrpulse.com

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6%
6%
7%
7%
7%
10%
10%
12%
14%
14%
16%
17%
26%
0% 5% 10% 15% 20% 25% 30%
Foster Connections w/Employees Remote
Understand New Regulations
Help Employees w/Mental Health
Reduce Costs
Deal with Uncertainty
Plan Workforce Utilizatoin
Increase Long Term Viability
Continuity of Business Operations
Communicate Frequently and Clearly
Protect Employees Jobs
Create Engagement Working Remotely
Transition to Remote Work
Heath of Employees
Top Issues
Top Issues On HR Departments’ Minds
Top 4 Issues
• Jobs, Continuity, Legal (42%)
• Health and Wellbeing (41%)
• Manage Remote Work (39%)
• Mental Health, Uncertainty (14%)

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Remote Work is Working Well (for Office workers)
Work at home is easier, relaxed,
and more productive.
Work at home saves time,
money, and is more comfortable.
16% of employees would
take 10% or more pay cut to
work at home.

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Challenges: Stress, Anxiety, Financial Concerns
39%
Agree fully that
colleagues are able to
cope well with the
stress they are feeling
57%
Agree fully that they
are able to find ways
to manage challenges
outside of work
32%
Agree fully they can
balance working from
home with other
personal life
commitments
76%
Have shifted to a
work-from-home
arrangement
Impacts on the Employee Experience…
Majorities of employees reporting…
Anxiety or worry
92% report at least some anxiety from the
coronavirus, with 55% indicating a moderate
or high degree of anxiety
Distractions from work
70% report at least some distraction from
work from coronavirus concerns, with 26%
indicating a moderate or high degree of
distraction
Increased financial concerns
61% report at least some new financial
concerns due to the coronavirus, with 25%
indicating a moderate or high degree of worry
46%Agree fully their
company is making
it easier to access
and use benefits
Source: Willis Towers Watson COVID-19 Lockdown (March-April) Norm
47%
Agree fully that
they know how to
apply company
benefits to
coronavirus care

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The Big Reset in HR: New Operating Model
Responsive (Efficient) Resilient (Adaptive)
Strategic, data-driven, experience-oriented,
diverse, inclusive, passionate.
Cross-trained, highly collaborative,
distributed, coordinated, agile.
• Integrated HR tech strategy
• Strength in People Analytics
• Self-directed learning, new career models
• Integrated experience for recruitment
• Strong focus on business priorities
• HR professionals work close to client needs
• Teams are cross-functional by design
• Agile “pools” of people who work on projects
• HR professionals know each other well
• Skills and capabilities valued and well known
Operating Model:
central control, distributed execution
Operating Model:
distributed control, centralized coordination
Success: efficiency and employee satisfaction Success: speed and quality of response

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 Persistent complex threats will challenge traditional
crisis top-down response systems.
 Command and control must be considered a
complex socio-technical system whose purpose is
to direct, align, and coordinate forces where needed.
 Success demands a suitably trained, experienced,
and educated staff who can innovate and
demonstrate creativity.
 The system must be ready to adapt to “ad-hoc”
partners on a regular basis.
 Commanders must embrace innovation and
creativity in their coordination role.
 Victory is dependent on shared awareness,
effective resource allocation, assessment of
progress, and recognizing the need to change
approach quickly.
What The Military Has Learned

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 Persistent complex threats will challenge traditional
crisis top-down response systems.
 Command and control must be considered a
complex socio-technical system whose purpose is
to direct, align, and coordinate forces where needed.
 Success demands a suitably trained, experienced,
and educated staff who can innovate and
demonstrate creativity.
 The system must be ready to adapt to “ad-hoc”
partners on a regular basis.
 Commanders must embrace innovation and
creativity in their coordination role.
 Victory is dependent on shared awareness,
effective resource allocation, assessment of
progress, and recognizing the need to change
approach quickly.
What The Military Has Learned: Applied to HR
Black Swan, disruptive events are
common in every company.
People practices are as important
as tech platforms, which often fail.
Full Stack HR capabilities are
critical to success going forward.
New tools, talent models (ie. gig,
shared, alumni) are now common.
Leaders must embrace
empowerment, innovation, curiosity.
Common analytics and data must
drive decisions, along with real-time
feedback on all programs.

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Organizational Resilience
1. Operating Model: distributed authority with
central coordination
2. Capability: deep levels of training and
experience
3. Relationships: socio-technical systems and
personal relationships
4. Shared data and real-time situational
awareness
5. Leadership: Creates trust and believe in
creativity and innovation
Creating A Resilient Organization
Individual Resilience
1. Positive attitude and emotion, growth
mindset
2. Work: fit, safety, enablement, tools,
support
3. Relationships: work, home, family,
community
4. Purpose: meaning and mission of work
and life
5. Progress: ability to perform, achieve, and
grow

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Cadence: Organizations need rest
• Holistic Wellbeing program
• Strong health and safety
• Optimism, positive psychology
• Caring and forgiveness culture
• Reinforce psychological safety
• Develop PowerSkills
What We’re Learning About Resilience
• Drive a growth mindset
• Reward capability not tenure
• Reinforce diversity and inclusion
• Facilitate talent mobility
• Develop leaders at all levels
• Communicate constantly
• Organize for empowered teams
• Implement Agile practices
• Cross-functional projects
• Reliable data and analytics
• Create shared awareness
• Focus on market, not internal
Mission: People want purpose under stress
Rules: Guidelines and consequences matter
Organization Talent & HR Individuals

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What Are PowerSkills? The Skills of Success.
Learning Generosity Joy Teamwork
Optimism Curiosity Tenacity Flexibility Integrity
Comm-
unication
Drive Ethics Empathy Followership
Happiness Patience Kindness Forgiveness
Time
Management
Awe
Source: IBM, Greater Good Science Center, Pymetrics, Josh Bersin

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Low Touch Business Models
Entertainment
spending goes
online
New demand for
financial
counseling
COVID-safe
packaging, travel,
food service
Tele-medicine,
Tele-coaching,
Online diagnostic
Sports moves to
digital formats
New food services
and delivery
offerings
Personal coaching
Exercise, Music
Personal devt.
VR and video tech
explodes with
growth
Home hygiene and
instant food
products grow
Specialized retail,
drug markets
open
Alcohol and other
spirits grow
Auto, oil, gas
markets shrink in
size

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Employee Experience – Before Cornavirus
Mindfulness
Wellness Programs
Health Insurance
Recognition
Feedback Systems
Management
Great technology
Teamwork
Email policies
Unlimited Vacation
High salaries
Employee Resource Groups
Employee feedback
Training
Personal coaching
Safety Programs
Stock Options
Parties
Free Food
Fast Growth
Exercise Facilities
Game Rooms
Yoga
Employee Assistance
Volunteer Time OffInspirational
Leadership
Commute voucher
Mental health
Financial fitness
Pets at work
Parental leave
Leadership opportunity
Health club fees
Transitions

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Employee Experience – After Coronavirus
Break rooms
Elevator buttons
Office space
Attestation
PPE Masks
Restroom policy
Sanitizers
Sick pay
Work in shifts
Desk protection
Coffee breaks
Signage
Temperature testing
Infection reporting
Family attestation
PII data protection
Vacation policy
Daily productivity
Family leave
Counseling
Loneliness
Grief
Office layout
Workstation
Real-time reporting
Travel policy
Work at home
Leader resilience
Burnout
Incidence response
Traffic patterns
Common areas
Meeting protocols
Visitors
OSHA
Trust
Quarantine
CDC Guidelines
Commute

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The Positive: This Is A Forced Transformation
Business Employees HR
Realignment of business model Learn to work in a new way or at home Adopt agile and resilience operating model
Reset financial plans and growth Understand and adapt to safety practices Re-evaluate every talent program
Leaders act and respond in agile way Learn new work style, role, jobs Integrate with IT, facilities, finance tightly
Listening, transparency, trust Connect with managers and team in deep way Maintain analytics and crisis team focus
Focus on health, safety, security Understand resilience, health, family impact Empower, support, train HR team itself
Closely align with communities and government Maintain focus and optimism in change Evaluate capital projects to shift focus
Willis Towers Watson n=1100, May 2020

20. 20
JOSH BERSIN
AND CIELO
Guide to Talent Acquisition for the Future
Six-part Series