REVISTA DYNA MANAGEMENT

Uncertainty about the future is always on the minds of leaders. Concern about change defines their primary role. It is up to others to manage, set and meet objectives, etc. Recent surveys have shown that many leaders have the greatest uncertainty about inflation and the possible return of a pandemic. But what about the potential opportunities associated with coronavirus remission, opportunities associated with a "workforce reorganization" caused by COVID-19 that could create opportunities for companies?

Has the pandemic had the positive effect of unfreezing a labor market that was seeing jobs go unfilled, even as people looked for work? Has it created a pool of "new" talent, i.e., potential employees with work experience looking for new career opportunities?

The female workforce had to deal with the brunt of the changes resulting from the pandemic. In the United States, for example, millions of women dropped out of the workforce during the first two months of the pandemic. According to a study by McKinsey and Leanin.org, female labor force participation fell to its lowest level in 32 years. Most left involuntarily to care for children at home in the absence of school or family members who had contracted the virus. Others were laid off, many for reasons we will probably never know. Others took advantage of the pandemic to take early retirement from the paid labor force. These phenomena were even more marked for women in the world's emerging economies.

"THOSE ORGANIZATIONS THAT ARE WILLING AND ABLE TO TRAIN NEW EMPLOYEES IN LARGE NUMBERS WILL HAVE AN ADVANTAGE IN THIS KIND OF WAR FOR TALENT."

This means we can expect a flood of capable people, mostly women, looking for work over the next few months as the pandemic recedes and their children go back to school. Many are willing to learn new jobs and new skills in an economy that needs that transition. Those organizations that are willing and able to train large numbers of new employees will have an advantage in this type of war for talent.

Leaders must consider now whether their organizations are ready to embrace the wave of talent we know is on its way. A personal experience, however anecdotal, may provide food for thought. Last month, an acquaintance with a long work history, a positive attitude, a high level of motivation and familiarity with computer-based work management decided to re-enter the job market. She was faced with a job that required more complex computer skills than she possessed. There was little or no training or coaching. Within three days, she was laid off for the first time in her life. It was a blow to her pocketbook and her self-esteem.

Is there an opportunity here for organizations that are willing to take advantage of the talent surge? To what extent are employers prepared? Are there incentives and support systems in place for those re-entering the workforce? Have we anticipated the need for inclusion of those returning to a new organization?

"IT'S LIKE THE SURFER WHO SEES THE BIG ONE COMING."

We may not be sure about inflation and the re-emergence of the pandemic, but we shouldn't be sure about the wave of female talent that will be looking for work over the next few months. It's like the surfer who sees the big one coming.
Are employers prepared for a flood of "new" talent looking for work?