All eyes are on social responsibility. A new social contract is emerging, and there’s increased scrutiny on how companies treat their workers and how they positively impact society more broadly.
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 Jâlie Cohen.
Jâlie Cohen is a seasoned human resources executive with extensive global experience leading teams in matrixed environments. Jâlie is the Group SVP of HR, Americas at the Adecco Group, and she specializes in executive coaching, strategic planning, change management, conflict resolution, inclusive talent programs, and business transformations. Jâlie believes that Human Resources is both an employee advocate and business partner and leads under the premise that the two can successfully coexist while fostering a productive, innovative, and engaged workforce.
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.
I wish I could narrow my life down to one, two or ten experiences, but my life continues to evolve and it is constantly reshaping who I am as a person. My experiences growing up as a woman of color in the Southeast, paired with the cultures and people I’ve been exposed to as an adult through my travels and work, have shaped my perspectives and provided me a unique lens in which to view the world. My experiences have influenced how I move through life, and I have chosen a path to embrace the moment, experience, and most importantly, the lesson. This continues to shape me on a daily basis.
Let’s zoom out. 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?
Regardless of where the work takes place, what will not change is that people need to feel as if they are adding some type of value. This can range from delivering groceries to protecting the community to working in a hospital to serving in the armed forces. The connectedness and the impact of the work will still be important.
In 10–15 years, I think workplace policies will be even more inclusive and the workforce will require more of a focus on outcomes versus visibility. Wellbeing will be a part of the organizational culture and expectations on employees will have evolved to match the demands of up-and-coming generations. I also think as much as people are enjoying working from home, there will be a resurgence of human connection. This connection could be through a variety of in-person or technology led mediums, but the desire to connect will be present.
How we define diversity and inclusion will be different because it will have evolved with new generations entering the workforce. Today’s issues will be present but not as prevalent.
What advice would you offer to employers who want to future-proof their organizations?
The transition we’ve seen in the job market during the pandemic — and how we emerge from it — appears to be here to stay. We’re learning that the pre-pandemic notion of “normal” did not work for everyone. To be successful, business leaders need to understand what matters most to employees and create policies that support a new way of working focused on how employees like to work and what they value.
Hybrid and flexible work are no longer considered an employee benefit but a new normal for workers. Workers do not want to give up the flexibility they’ve experienced over the last year and a half; companies need to acknowledge this shift and integrate more flexibility into their policies to stay competitive. Employers also need to consider their working methods, schedules, and physical space to create inclusive environments.
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?
A movement has begun. Employees are feeling more empowered than ever to take control of their lives, and they are starting to reassess what is truly important to them at work. Today’s workers are looking at how they want to spend their time and how they can impact society — and they have high expectations for employers to create a better working world coming out of the pandemic. In fact, according to our research, over 80% of U.S. workers trust employers the most to deliver a better working world post-pandemic. Globally, companies and their leaders must use this moment to meet these heightened expectations and find new ways to connect and engage with their workforce.
One example of how companies are having to navigate workplace policies due to changing employee expectations is through the concept of productivity. Companies must also consider how they are measuring productivity so they can meet their employees where they are at as we continue to embrace working from home and hybrid working. The 9 to 5 traditional working model is becoming outdated, and workers are wanting to be measured by outcomes, rather than by hours spent working. Our “new normal” is still constantly changing, and businesses need to keep an open mind, continue adapting, and build a culture of trust so that workers can maintain flexibility and autonomy over their own work and lives.
We simultaneously joined a global experiment together last year called “Working From Home.” How will this experience influence the future of work?
From where I sit, it’s been most interesting to see the virtual office take shape and ultimately change the world of work forever. The virtual office contributed to rapid digital upskilling across organizations and played a significant role in keeping economies moving throughout the pandemic. In many ways, technology and the virtual environment created more authentic relationships and showed people’s human side as the lines blurred between home and work life. It also started a new level of accessibility, collaboration, and faster problem solving, as people opted for video meetings versus travel for in-person visits.
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?
With the labor market experiencing talent shortages and heightened expectations for companies to engage in social issues, there has never been a more critical time for employers to focus on diversity, equity, and inclusion. Nearly 3 million women left the workforce in the U.S. in 2020 due to the impact of the pandemic, including increased family responsibilities, lack of childcare, a lack of flexibility, and low wages. Other vulnerable populations such as the BIPOC community, people with disabilities, and military veterans and spouses also experienced disproportionate unemployment during the pandemic. It will be critical for companies to develop near-term strategies to attract these populations back into the workplace and establish longer-term approaches to retaining them. Deploying these populations’ full potential is not only essential to our economic recovery from the COVID-19 pandemic, but it’s also critical for building a more equitable and just world for all.
What is your greatest source of optimism about the future of work?
I am optimistic that organizations are looking to innovate, build inclusive cultures, improve productivity, and transform in ways that previously we would not have dared to imagine. Companies are becoming more purpose driven, prioritizing DEI in their organizations, and thinking about their employees more holistically. The pandemic has amplified nearly every workforce trend you can think of, and we are working to help businesses around the world respond and positively impact individual careers. Overall, I am encouraged that companies are on a journey to put their people first.
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?
According to our research, mental health is a global issue spanning all ages and gender. Burnout is a significant concern, especially among younger employees. Employees are working more hours than before the pandemic. We are also seeing that some leaders are not equipped to support employee wellbeing — some managers are finding it hard to identify when staff may be struggling with mental health issues or burnout.
Companies need to take the time to understand the current needs of their employees. This pandemic has provided both employer and employee the opportunity to take a fresh look and reevaluate the type of environment they want to be part of or build. Employers can listen and evaluate how they can better support employees and provide them with significant wellbeing resources. They must also provide resources, leadership development, and coaching to ensure that managers respond in constructive ways to mental health issues. Building pro-wellness environments, cultures, and skillsets are vital in reducing burnout and attracting and retaining talent in our current environment.
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?
One of the most popular headlines that has emerged from the pandemic is “the Great Resignation” — a nod to the widespread trend of workers quitting their jobs in record numbers. I believe however, the more appropriate term for this moment is a “Re-Evaluation”. Because of the pandemic, our values have changed, and our workforce is leaning into the hybrid workplace, prioritizing work-life balance, and flexibility. This crisis has changed every aspect of life, and as a result, employees are rethinking career options, and are aligning with companies where they feel more valued as a whole person.
Let’s get more specific. What are your “Top 5 Trends To Track In the Future of Work?” (Please share a story or example for each.)
- The need to upskill and reskill talent is becoming mainstream. We see a trend where companies are hiring for skills and not exact job titles or years of experience — some employers are even foregoing traditional job requirements. Hiring managers should look beyond conventional candidates and talent pools and consider applicants with transferable skills from other industries or job requirements. Technology will transform more than 1 billion jobs in the next decade, with 43% of businesses set to cut their workforce due to tech integration. Experts agree that skills are the currency of the future of work, and thus, it is crucial that companies invest in their people by embracing lifelong learning.
- All eyes are on social responsibility. A new social contract is emerging, and there’s increased scrutiny on how companies treat their workers and how they positively impact society more broadly.
- “Alternate talent pools” are entering the supply chain. Employers are focusing on bringing populations back into the workforce that were perhaps overlooked before the pandemic. By offering flexible schedules and job sharing, there is an opportunity to create career paths for all populations in supply chain roles.
- Companies will need to have a renewed focus on retention in 2022. Retention is a much larger question around long-term sustainability in the labor market, and employers will have to be creative on how to keep talent once they get candidates to sign. We are seeing an emphasis on improving the employee experience, from good onboarding techniques to reworking company culture to training leaders in the supervisory levels, so they are invested in employee success. We are even seeing companies be more proactive in surveys and listening exercises to have a better sense of communication with employees.
- Bottom line: Companies have more to learn. Whether it’s wage increases, flexibility, an emphasis on DEI, or a commitment to wellness and mental health, there is more to learn and more to be done to feel safe, secure, and successful in their jobs. This is the time where you’ll see new ideas, technology, and innovation like never before, and we look forward to seeing all the opportunities and advances that this moment will bring.
I keep quotes on my desk and on scraps of paper to stay inspired. What’s your favorite “Life Lesson Quote”? And how has this quote shaped your perspective?
Like my view on experiences, there are several quotes that have inspired me over the years. The one I have on my desk at the moment is from Nelson Mandela- “I never lose. I either win or learn.”
We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. 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? He, she, or they might just see this if we tag them.
I actually do not have one person that is a big name that sticks out to me. I have found that my greatest lessons come from people that may not be the biggest name and from small informal, causal moments.
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?
Please find me on LinkedIn to see what I’m following in the world of work.
Thank you for sharing your insights and predictions. We appreciate the gift of your time and wish you continued success and good health.
New Study Reveals Majority of UK’s Young People Unaware of Careers Advice on Offer
3rd July 2023, London, United Kingdom:
- A new study from Youth Group finds three fifths (63%) of 18–25-year-olds are unaware of the current career advice available to them.
- Just under half (48%) feel they are limited when it came to accessing vital career guidance.
- Findings revealed to coincide with the anticipated launch of Season 3 of ‘My Duvet Flip: The careers show for young people’ fronted by UK’s Chief Youth Officer Jack Parsons.
- The latest season of My Duvet Flip is backed by returning Season Two partners Aviva & EY, who are now joined leading UK jobs platform Totaljobs.
- Season 3 is available to watch on LinkedIn, Youth Space, TikTok, and YouTube, starting from July 1, 2023.
Youth Group, the nation’s leading youth employment company with over 1.7 million members, have published new figures underlining the extent to which young people are being left without the necessary access support and guidance needed to successfully start their careers and navigate the UK’s turbulent job market.
Figures released by Youth Group reveal a clear gap between the guidance currently provided and the needs of young job seekers. The majority of young people (16–24-year-olds) are simply unaware of the available career advice resources on offer. A further 48% also found that when trying to access these resources they have felt restricted in terms of the advice they were able to access.
It is response to clear gap in careers guidance that ‘My Duvet Flip: The Careers Show for Young People’ is returns this July for its highly anticipated third season.
Backed by returning Season 2 partners Aviva & EY, season three also introduces a brand new partnership with leading UK recruitment solutions provider Totaljobs, part of global digital recruitment platform, The StepStone Group.
Totaljobs is well-aware of the considerable challenges being faced by young people in the UK. Their own report in the nation’s future talent, released in October 2022 found that half (48%) of 16-18 year olds in the UK believed they were receiving a lack of career advice at school.
Totaljobs has over 20 years’ experience helping individuals find the best job that suits their life circumstances. Whether it’s the first step in their career or a job to cover their expenses, together, this partnership seeks the best guest line-ups, whilst providing educational and job advice to instil confidence in young people across the UK to achieve their employment goals.
By joining forces with ‘My Duvet Flip‘ Totaljobs aims to empower and inspire the youth of the UK. Season Three, presented UK’s Chief Youth Officer, Jack Parsons will continue to engage in up-front, candid conversations with global business leaders, entrepreneurs, and politicians. The show explores their career journeys and seeks to extract valuable tips and advice for viewers from their own experiences. The series also offers insights into what motivates these leaders to succeed and what inspires them to start their day with a positive mindset.
Season Two saw an incredible line-up of guests, such as UK Prime Minister Rishi Sunak, Debbie Hewitt, FA Chairman, Sebastian Dettmers, Chief Executive Officer, of The Stepstone Group, and President of Google Europe; Matt Brittin.
The second season of ‘My Duvet Flip’ attracted an impressive 9 million views and generated over eight times more engagements compared to the previous season.
Jack Parsons, CEO of Youth Group and the UK’s Chief Youth Officer says:
“I’m excited to present the third season of ‘My Duvet Flip’ and share the motivational and honest conversations I’ve had the privilege to experience with some of Britain’s most successful business leaders, including Sebastian from The Stepstone Group,” shared Parsons. “The podcast is all about supporting the millions of young people across the UK and empowering them to achieve their goals.”
Sebastian Dettmers, Chief Executive Officer of The Stephone Group said:
“I am proud that Totaljobs will now be a partner of ‘The Duvet Flip’ for the 3rd season. Earlier this year, I guested on ‘My Duvet Flip’ and met Jack in person and was very excited by his mission: to be an inspiration and support to young people in the world of work. This fits very well with what we do at The Stepstone Group and at Totaljobs where we help to help find the right job for everyone.”
Jack Parsons, has already earned multiple accolades, including being recognised as LinkedIn’s ‘Top Voice for Young People’ and ‘Top 15 Young Entrepreneurs to Watch,’ hopes that the second season of ‘My Duvet Flip’ will inspire young individuals across the UK to realize and fulfil their potential.
Notes to Editors:
Survey conducted by Youth Group between February to April 2023. The total survey sample was 15,847 young people between the ages of 18-25.
Brayan Jimenez talks about Maximizing Business Growth: Unleashing the Power of a Strategic Financial Controller in Fintech and Business Improvement
In the fast-paced world of business and fintech, organizations face unique challenges that demand a strategic approach to financial management and operational enhancement. A skilled and experienced strategic financial controller proficient in implementing Enterprise Resource Planning (ERP) systems and optimizing processes is the catalyst for unlocking growth potential and mitigating risks.
This article delves into the significance of having a strategic financial controller, the risks associated with neglecting one, and the exceptional value they bring to businesses in the fintech sector.
What is a Strategic Financial Controller?
A strategic financial controller is a highly skilled professional who plays a crucial role in managing an organization’s financial operations and driving its financial success. They possess a deep understanding of financial management, accounting principles, and business analytics, allowing them to provide strategic insights and guidance. Unlike traditional financial controllers, they take a proactive and forward-thinking approach, aligning financial strategies with the organization’s overall objectives.
They work closely with key stakeholders to develop and execute financial plans, optimize profitability, and mitigate risks. A strategic financial controller also excels in identifying opportunities for operational improvement, implementing efficient processes, and ensuring compliance with regulatory requirements.
Their expertise in ERP systems and data analysis enables them to provide accurate financial insights for informed decision-making. Overall, a strategic financial controller is an invaluable asset in driving financial stability, growth, and long-term success for businesses.
The Value a Strategic Financial Controller Brings to Businesses
A strategic financial controller brings immense value to fintech businesses, mitigating risks and driving growth through their expertise in various key areas.
- Financial Strategy and Planning: A strategic financial controller aligns financial strategies with business objectives, providing guidance on capital allocation, funding strategies, and financial forecasting. This ensures businesses are well-positioned for growth and financial stability.
- Operational Efficiency: By implementing ERP systems and optimizing business processes, a strategic financial controller enhances operational efficiency, minimizes costs, and maximizes resource allocation. This leads to improved productivity, reduced inefficiencies, and increased profitability.
- Risk Management and Compliance: In the fintech sector, compliance with regulatory requirements is paramount. A strategic financial controller helps navigate complex regulations, ensuring compliance and mitigating legal and reputational risks. They also establish robust risk management frameworks, safeguarding against potential threats and strengthening data security measures.
- Data-Driven Decision Making: A strategic financial controller has extensive knowledge of financial management and data analysis. They empower executives to make informed decisions, spot market trends, and spur innovation by converting complex financial data into usable insights. This gives companies a competitive edge and encourages long-term growth.
The Risks of Ignoring the Role of a Strategic Financial Controller
Failure to employ a strategic financial controller exposes businesses in the fintech sector to numerous difficulties and risks. Without their expertise, organizations may encounter:
- Inefficient Financial Operations: Inadequate streamlining of financial processes leads to errors, delays, and subpar financial reporting, hampering decision-making and compliance efforts.
- Regulatory Non-Compliance: The highly regulated fintech landscape requires meticulous adherence to complex regulatory requirements. Without a strategic financial controller’s guidance, organizations may struggle to navigate these regulations, resulting in legal and reputational risks.
- Inadequate Risk Management: Fintech companies handle sensitive financial data and are prone to cybersecurity threats. The absence of a strategic financial controller increases vulnerability to data breaches and financial fraud.
- Missed Growth Opportunities: Absence of a dedicated professional overseeing financial strategies may result in missed growth opportunities, failure to optimize revenue streams, and suboptimal investment decisions.
In the ever-evolving world of business and fintech, the role of a strategic financial controller is pivotal. Neglecting to employ one exposes businesses to inefficiencies, compliance risks, and missed growth opportunities. However, by harnessing the expertise of a strategic financial controller in ERP systems, financial management, and operational enhancement, fintech organizations can thrive, outpace their competitors, and achieve sustainable growth. Investing in a strategic financial controller is a strategic decision that ensures financial stability, streamlines operations, and propels businesses towards unprecedented success.
Breast Cancer: Facts, Symptoms, Prevention and Latest Research
Breast cancer is one of the most common cancers that affect women worldwide. While significant progress has been made in early detection and treatment options, it remains a serious health concern with potential life-altering consequences. This article provides an overview of breast cancer facts and statistics, symptoms to look out for, ways to lower risk factors, screening methods available for early detection, and the latest research developments in finding better prevention measures and treatments.
Facts and Statistics
Breast cancer is the most common cancer globally, accounting for 12.5% of all new annual cancer cases worldwide. In the U.S., an estimated 287,850 new cases of invasive breast cancer and 51,400 new cases of non-invasive (in situ) breast cancer are expected to be diagnosed in women in 2022. About 13% of U.S. women will develop invasive breast cancer during their lifetime.
The risk factors for developing breast cancer include being a woman and getting older; however, some genetic mutations can also contribute to its development. While about 85% of breast cancers occur in women with no family history of the disease, Ashkenazi Jewish women have a higher risk due to a higher rate of BRCA mutations.
Breast cancer death rates have been decreasing since 1989 due to treatment advances and earlier detection through screening; however, persistent disparities exist among different racial or ethnic groups. Black women are more likely than any other group to die from breast cancer due partially to high rates of triple-negative breast cancer diagnosis.
What Are the Symptoms of Breast Cancer?
Breast cancer symptoms can vary from person to person, and some individuals may not experience any signs or symptoms at all. However, there are warning signs that people should be aware of.
These include the appearance of a new lump in the breast or underarm, thickening or swelling of part of the breast, irritation or dimpling of breast skin, redness or flaky skin in the nipple area or on the breast, pulling in of the nipple or pain in this area, nipple discharge other than milk (including blood), and any change in size/shape/pain experienced within any portion(s) of your breasts.
It’s important to note that these symptoms can also occur due to non-cancerous conditions; thus it is recommended for an individual with such concerns to seek advice from their healthcare provider as soon as possible so they can determine if further testing is needed.
Ways to Lower the Risk of Breast Cancer
There is no guaranteed way to prevent breast cancer, but there are steps that can be taken which may help to reduce the risk. Some risk factors are beyond an individual’s control, such as age and gender; however, other factors like body weight and alcohol consumption can be modified.
For all women, maintaining a healthy weight throughout life by balancing food intake with physical activity is crucial in reducing the risk of developing breast cancer after menopause. Regular moderate-to-vigorous physical activity for at least 150-300 minutes per week (or any combination of these) is also recommended.
Alcohol should either be avoided or limited to one drink per day at most since even small amounts have been linked with an increase in breast cancer risk.
Breastfeeding for several months after childbirth might also lower the chances of developing breast cancer while using hormone therapy after menopause can increase the risk. In case hormonal treatment options are required post-menopause, non-hormonal options should be discussed with healthcare providers.
For women who are known to have an increased risk of developing breast cancer due to certain genetic mutations or family history etc., medical interventions like genetic counseling/testing and prescription medicines like tamoxifen and raloxifene could help lower their chances of getting it. Preventive surgery or close observation for early signs of this disease could also be considered based on individualized assessments made by healthcare professionals.
Screening for Breast Cancer
Breast cancer screening is used to detect the disease before symptoms appear. Tests like mammography, ultrasound, and magnetic resonance imaging (MRI) can be used for screening. The primary goals of breast cancer screening are early detection and reduction or elimination of deaths from the disease. Mammography is currently considered to be the best tool available for breast cancer screening as it has been shown to reduce fatalities resulting from this type of cancer.
While digital mammography may be more effective at identifying cancers in dense breasts, 3D mammograms may improve sensitivity even further by reducing false-positive results that lead to additional testing and anxiety. However, overdiagnosis remains a potential issue with this method.
Other tests such as ultrasounds and MRIs are not routinely recommended unless there is a high risk of developing breast cancer due to genetic mutations or other factors.
The frequency and type of breast cancer screenings recommended depend on individual risk factors, age, health status, etc., so it’s important to discuss options with your doctor. Different organizations have varying recommendations regarding when women should start getting screened for breast cancer as well as how often they should receive these tests.
It’s worth noting that while clinical breast examinations (CBEs) are included in some guidelines along with mammography, others do not recommend them for women who are not at an increased risk of developing breast cancer. Breast self-examination is also not proven to lower mortality rates but can help people become familiar with their bodies in order to better identify changes that could indicate a problem.
Latest Research on Breast Cancer
Researchers are studying various aspects of early-stage and locally advanced breast cancer to find ways to prevent the disease, provide better care, and improve treatments. This includes identifying causes such as environmental factors, lifestyle choices, and endocrine disruptors. Additionally, they are developing new methods for evaluating genes and proteins in order to determine the best treatment options for each individual patient.
Other areas of research include finding more effective ways to prevent breast cancer or detect it at an earlier stage; determining whether ductal carcinoma in situ (DCIS) should always be treated with surgery; identifying which molecular subtypes of cancer require chemotherapy; testing new drug therapies for different types of breast cancer; exploring approaches like targeted radiation therapy schedules and reconstructive surgery techniques; improving hormonal therapies for ER-positive breast cancer patients; managing symptoms associated with treatments that affect the quality of life.
In conclusion, breast cancer is a serious disease that affects many women worldwide. While there are steps to reduce risk factors and early detection through screening, ongoing research is necessary to improve treatment options and overall outcomes for patients. Recommendations include maintaining a healthy lifestyle, regular screenings based on individualized assessments by healthcare professionals, and staying informed about the latest research developments in breast cancer. It’s important for individuals to discuss any concerns or questions with their doctor and follow recommended guidelines for prevention and care.
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