From left: Jeannette Lenear Peruchini, Turquoise Peart, Max Rettig and Emily Reynolds
As the COVID-19 pandemic continues, in every way, it has changed the way Americans work — probably forever. Four executives at the forefront of the workplace revolution gave their opinions on some of the thorny issues facing business leaders today, including how to increase opportunities for everyone.
Janet Lenear Perucini 773-550-0955
JEANNETTE LENEAR PERUCHINI is the managing director and interior design director of AECOM, the world's largest infrastructure consulting company. With more than 20 years of architectural and design experience, she has played a key role in protecting and managing complex projects around the world-building relationships, developing new businesses, and collaborating with design teams to maintain design excellence. She holds an MBA from the Mendoza School of Business at the University of Notre Dame and a Bachelor of Landscape Architecture from the University of Illinois at Urbana-Champaign.
TURQUOISE PEART is the Diversity, Equity and Inclusive Manager of Guaranteed Rates for one of the top five retail mortgage lenders in the United States, where she works closely with the executive leadership and oversees the company's multicultural and LGBTQIA employee resource groups. As a bilingual DEI, cultural and human resources leader with more than ten years of experience, she has worked at various strategic levels in the public and private sectors, establishing partnerships with key stakeholders, senior leaders and departments in many organizations .
MAX RETTIG is the vice president and head of public policy of DoorDash, the leading last-mile logistics platform in the United States. He is responsible for overseeing government relations, social impact, policy development, public participation and strategic partner teams. Previously, he served as a senior adviser to the Deputy National Security Advisor at the White House, an attorney/adviser to the U.S. Department of State, and an adjunct professor at the Georgetown University Law Center. He holds a law degree from Stanford University School of Law and a bachelor's degree from Amherst College.
EMILY REYNOLDS is the managing director of Bravanti, a global leader in executive coaching, leadership acceleration and new job/career transitions. Since joining the company, she has established a diversified and experienced reemployment and executive consulting and guidance team, cooperating with global customers to solve the personnel needs during the pandemic, and taking the lead in developing new technologies in career guidance and customer reporting . She is an honorary graduate of Mount Holyoke College. Before joining Bravanti, she held senior management positions at Xerox and Canon USA.
How do you see future jobs in your industry?
Jeannette Lenear Peruchini: As a global design and engineering company, AECOM's diversified workforce of architects, designers, engineers and construction managers have a variety of workplace needs based on their roles and individual project needs. This has led to varying degrees of changes in the way we work. For our office workers, we are seeing mainly a shift in hybrid mode, some of which have become completely remote, and our construction staff continue to build some of the world’s most iconic projects on site. One thing that is consistent for everyone is the increase in virtual collaboration and digital delivery, allowing us to work effectively in the office, on the project site, and remotely. Knowing that one size is not for everyone, mixed or flexible working modes will certainly continue to exist.
Max Rettig: Throughout the pandemic, and even before, there was a great demand for small-scale jobs—when, where, and how long to earn supplementary income around other obligations. Looking to the future, we must not only continue to provide these opportunities, but also make them more accessible to more people. One of the main lessons we learned from the COVID-19 pandemic is that people value the ability to work when they want to work, which is indeed necessary for some people. For example, some people need extra income but must be free to take care of their children during traditional working hours. The future of work will be to find ways to protect independent and flexible work while providing the benefits and protection people deserve.
Emily Reynolds: Bravanti is in the talent industry, which always changes with other industries. During the economic recession caused by the pandemic, our reemployment business was very active. Now we are focusing on helping companies solve retention issues through career development, internal mobility, executive consulting and retraining. Continued uncertainty and accelerated M&A activities have created unprecedented demand for executive coaching and leadership development, as leaders and their teams are struggling to find the best way to move forward. We hope to see this in our global cooperation with top leaders, focusing on the consistency of strategic goals, the creation of strong teams, the assimilation of new leaders, and courageous leadership. In addition, historically marginalized groups have been severely hit by the pandemic, so we expect these groups to continue to focus on leadership development and pipeline construction. Nowadays, recruiting, leading, and retaining talent are of utmost importance, and we need to change our approach to addressing these areas in order to succeed.
Turquoise Peart: The future work of our industry is a blend of digital systems and human systems, including focusing on increasing loans for different communities and the technical requirements needed to support this. For example, the company recently created a language access program to better serve the Latin community, and we are working hard to provide more resources in different languages. The future requires that our interactions be measurable, visible and transparent at every point of contact with customers. We will achieve this goal through artificial intelligence and other innovations that combine technology and human psychology.
What is the number one challenge currently facing your industry?
Lenear Peruchini: Office space is still important, but its future and purpose are changing. The challenge is not only knowing what to do, but also how to do it. The continuing uncertainty about what will happen next prevents many people from deciding what to do with their physical office space. For smaller companies, this may not be a big problem, but for larger Fortune 500 companies with large real estate portfolios, delays in deciding what to do with their office space can result in significant costs. To ensure that our own workplace remains suitable for our goals, AECOM embarked on a journey of "fast forward to the future". Focusing on three areas-workplace, technology, people, and culture-it has produced new global workplace guidelines to help us reduce our real estate footprint, and various IT programs allow us to work more efficiently in different locations , And our new free development concept helps our employees have the flexibility they need to do the best job.
Reynolds: Dealing with uncertainty and destruction is our main challenge. Our customers—organizations, leaders, and people in career transition—now find themselves facing unprecedented complexity. We cannot rely on old methods; we all need to tap our potential, adapt and find new strengths, and lead bravely in the coming year. In fact, we have seen many of our customers bravely accept change. The challenge lies in how to flexibly respond to the ever-changing work environment, economics, talent and labor issues, and the lightning-fast speed of technological progress.
Peart: We continue to look for loan officers, sales and operations personnel from different people, genders and races to perform well and continue to reflect the communities we serve. We are recruiting and conducting outreach activities in various communities through ethnic professional groups such as the National Association of Hispanic Real Estate Professionals and the American Minority Mortgage Bankers Association. This challenge is just an opportunity for us.
Rettig: DoorDash and others in our industry are pushing for a new way of seeing and thinking about work, which may require new policy and legislative frameworks. Our laws are designed around outdated labor models, and it does not reflect what we hear from Dasher today—they want to maintain independence, but they can also get meaningful benefits and protections for this type of work. As a company, we are trying to find ways to work with stakeholders, legislators, and other partners to not only allow people to continue to succeed in this economy, but also to ensure that they have the support they need to do so.
How does the pandemic affect the way people work?
Peart: The pandemic has facilitated a shift to a more mixed work model, in which employees are either fully virtualized and are onsite for a few days a week, or fully onsite during the standard work week. This new model not only improves the way we work, it also improves the way we add value to the organization. If the family has more space to integrate work and life, then of course it is time to adopt this approach.
Rettig: People who used to stay in the office from 9 to 5 every day find themselves working from home. Others suddenly lost their jobs and began to rely on platforms like DoorDash to earn income while working for them, while taking time to take care of their children, their loved ones, and other responsibilities. In fact, 90% of Dasher work less than 10 hours a week, and 80% of female Dasher said that one of the main reasons they provide services is because they can set their own schedules flexibly. It is clear that during a pandemic, people rely on flexible ways to make money-which is why we need to find ways to support this change and chart a new way forward.
Reynolds: This pandemic is particularly devastating for women and people of color, who either leave the labor market in droves, or have experienced huge gaps in work-life balance and healthcare. Mental health and health care have become key priorities. As external problems suddenly become internal problems, leaders and organizations are under pressure to build a new work model—a model that can accept the transformation employees are experiencing. The good news is that for enlightened companies that are looking for ways to provide employees with greater flexibility (which was not a trend before the pandemic), their employees are happier, healthier, and more efficient.
Lenear Peruchini: Driven by the pandemic home requirements, a wave of technological and social experiments has changed the workplace of office workers, removing many barriers to flexible work, such as attendance, technical restrictions or company policies. This not only changed the working place of office workers, but also changed their working hours and the ecosystem in which they lived. These influences have changed the way people commute, consume and live. It leads to the creation of new jobs and the disappearance of other jobs. It reminds us that as human beings, we are adaptable and resilient. With millions of workers reassessing their options during the pandemic, how can organizations resolve retention issues during the big resignation?
Reynolds: Increasing retention rate is a top-down measure that requires the approval and support of executives. This includes a clear company vision reflected in the culture; efficient managers; a positive work environment that promotes productivity and belonging; and opportunities for learning, professional development, and promotion within the company. Excellent career planning and succession planning are becoming a key part of the retention problem. Employees want to understand their value to the organization and the steps required to contribute to its success.
Rettig: Looking to the future, organizations, policymakers and other stakeholders should consider how to make it easier for people to make money in the way that best suits them according to their own schedule. Obviously, there is no job that can meet everyone's needs, so we must ensure that flexible jobs are provided while ensuring that everyone can receive benefits.
Peart: Cooperate with employees through pulse surveys, continue to listen and allow them to share more feedback during performance reviews than every year to encourage a healthy employee experience. Because the need for support and psychological safety are essential, using survey results and actively integrating these results and key knowledge to guide decision-making, strategy, and planning are just some of the ways to solve the retention problem. Most importantly, fostering a sense of belonging by creating a more sustainable work environment may change the rules of the game for an organization.
Lenear Peruchini: Although it’s easy to get distracted by finding the next team member, the most important thing an organization can do during this period is to pay attention to existing employees—listen to their voices and be prepared to provide more flexible work options to support Their health and happiness. Letting employees know that you are there to support their personal and professional development can go a long way in building trust and loyalty, and help retain employees. If someone chooses to leave, make sure that the experience is a kind of gratitude and appreciation; you never know when you will have a boomerang in your hand.
What role will diversity, fairness and inclusiveness play in future work?
Peart: In the past, some people thought that DEI was just compliance; many companies didn't have DEI-centric goals at all. The future of work points to a more inclusive space with diverse and underrepresented groups. Organizations like ours position DEI as a separate project independent of human resources/compliance issues. It is integrated into every area of the organization, including recruitment, culture, performance, training and onboarding.
Reynolds: Organizations need to go beyond "checking" through diversity training. Leaders and their teams must be willing to work hard to evaluate their culture and engage in difficult conversations to determine where and how to change, and then execute around that evaluation. Leadership roles must include more people who have been marginalized in history. Daily meetings should be more inclusive and represent diverse ideas that promote a sense of belonging. Companies need to encourage sponsorship and mentoring across differences. Finally, they must be willing to measure their progress in DEI and commit to continuous improvement.
Rettig: Prioritizing DEI helps to ensure that everyone—regardless of background, education or work experience—has access to economic opportunities. Organizations should seek to provide tailored solutions and plans to meet the unique needs of marginalized communities. For example, DoorDash launched a program during the pandemic to provide grants and education programs for small restaurants owned by ethnic minorities because we know that access to resources is essential to achieving equality.
Lenear Peruchini: When we are free to be ourselves, we will thrive. DEI plays an important role in ensuring that employees feel valued and included. When companies leave room for employees, when they share personal experiences and opinions, they create a stronger culture and better results for customers. At AECOM, our commitment to DEI allows us to better anticipate customer needs, understand the challenges facing the communities we serve, and drive innovations that drive our industry forward. These are great things that help us achieve our mission of creating a better world.
How can technology and automation reshape the future of work?
Rettig: Thanks to the emergence of technology platforms like DoorDash, people can log in almost immediately and start making money. They can also log off at any time and never ask for permission from their boss. This represents a major shift. Workers have more control than ever before-earning income is no longer dependent on static place and time as it did a few years ago. In addition, this technology means that businesses are more interconnected than ever before. For example, we know that compared to all American restaurants, restaurants on DoorDash are eight times more likely to remain open during the pandemic. Access to delivery services allows many companies to survive the pandemic, which in turn means protecting more jobs during periods of uncertainty for many workers.
Lenear Peruchini: Technology that supports remote work makes it easier to work during lock-in and continues to increase productivity and flexibility in the long run. Technology will also be the key to helping us navigate the future of hybrid work. As companies hope to adjust the size of their offices by migrating to a more flexible work environment where shared desks have become the norm, technology platforms that help employees reserve desks, meeting rooms or offices are critical to helping people get back to work. office. Although this is not a new technology, the shift to mixed work has increased the need for user-friendly platforms that make the office easy. The technology focuses on sustainability, health and well-being, and is being extended to smart building technology, leading the future occupants to control and improve the comfort, space and resource use in the workplace.
Peart: Artificial intelligence is replacing some manual management tasks and answering simple questions for us through web pages and chat forums. We are adopting new technologies and artificial intelligence methods to meet the changing landscape of the mortgage industry through innovative solutions. For example, our award-winning FlashCloseSM technology allows borrowers to electronically review, sign, and notarize settlement documents through their networked devices, thereby improving convenience. We also launched Gateless, a new mortgage technology company that uses artificial intelligence and machine learning to increase the speed of the mortgage process and seamlessly improve efficiency, making everyone’s customer journey more efficient.
Reynolds: The important thing is not to ignore the human factor. At Bravanti, we work with leaders, teams, and transitional people, who are respected and respected first. In the business of leadership and talent development, technology and automation should be used as support mechanisms for advancing goals, not as achievements themselves. We must consciously use technology to support our goals and simplify our work.
After a year of challenges, what role does health and welfare play in the workforce?
Reynolds: As we move forward, mental health and well-being are key priorities for leaders and organizations. Leaders can start by shaping healthy behaviors by themselves and become vulnerable in front of employees without hesitation. It is vital to talk openly about the importance of self-care and mental health in the work environment. In addition, many organizations have taken additional measures to provide enhanced employee assistance programs and other resources to ensure the health and well-being of their talents.
Pelt: Not only do we want to feel connected, but we also want to open the door to more conversations about fatigue, burnout, and the overall health of our employees. An example of our commitment to prioritize employee health is a program called Mindful Mondays, which is a virtual meditation course that provides employees with opportunities to relax and realign themselves. Counseling, employee assistance programs, mental health and wellness days have also been pushed to the forefront, and business leaders can now see their direct impact on company success, employee productivity, and overall employee retention.
Lenear Peruchini: For many of us, the pandemic has removed the boundaries between our private life and work, making the search for work-life balance seem like a mirage. The elements of this continuum will shape our expectations for the future workplace, whether at home or in a physical office space. Employees will seek opportunities to work with companies that provide them with the flexibility and tools they need to manage the "new normal." This may include more social and collaborative spaces with enhanced technology to support communication and foster a sense of community in the office and among non-office personnel. Rettig: In the past year and a half, people have refocused on finding a job that suits your goals, which gives you more peace of mind-whether it's spending time with your children, going to school, starting a business, or just having some supplementary income. Chic and work like this enable people to design work around their lives, which is an empowerment. We are focused on finding solutions to protect these opportunities, while also providing access to benefits and protection to help support the health, wellness, and stability people need.
Looking forward to 2022, what are the top tasks of business leaders?
Rettig: The top priority should be to find ways to work with legislators and other key stakeholders to incorporate some of our best learning results in the past year and a half into the law. They should also consider how the priorities and values of the workforce have changed due to the pandemic, and take into account this new situation.
Lenear Peruchini: The office environment needs to be improved to support the safety and well-being of employees and encourage a collaborative culture tailored to the specific needs of each space. For those who work from home, the company needs to provide support when necessary to ensure that they can deliver efficiently and safely. At AECOM, the digital global delivery model will enable us to bring the best talents to any project where our employees work with the support of a strong IT infrastructure.
Reynolds: Leaders must rethink almost everything about their leadership style. They need to continue to prioritize talent retention, leadership development, and succession planning in a fluid business environment. Leadership will be a particularly urgent priority, especially with the accelerated retirement of baby boomers, and high-potential talent who experience burnout or find new and different development paths. As external issues continue to become internal issues, leaders will have to consider articulating their views on social issues. As we emerge from the pandemic and move forward, employee well-being, mental health, mixed/flexible work and morale will also become top considerations. To this end, some leaders need to improve their change management, communication, and leadership skills, strike a balance between calm and compassionate methods and decisive action when necessary, meet the needs of employee turnover, drive business results, and throughout the process Create "followers". the way.
Peart: Transparency, accountability and influence will be the top priorities for business leaders. They will be asked to answer what changes have been made to their business models and cultural initiatives due to the disruption. Everything points to the foundation laid in the past two years. It is clear which organizations have taken the initiative to make changes and which have not. Next year, the products of the sown seeds will be displayed.
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