Senior Vice President & Group President of Enterprise Talent Management, Kelly -cl A
Search every verified Tammy Browning interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Tammy Browning, Senior Vice President and Group President of Enterprise Talent Management at Kelly, has discussed workforce trends and challenges in several public appearances. In a September 2023 podcast, she cited findings from Kelly’s 2022 Global Workforce Report, stating that 72 percent of executives plan to leave their jobs within two years and that nearly two-thirds of firms lack data analytic tools to track employee retention and productivity. She said organizations can no longer rely solely on brand recognition to attract talent and that workers are increasingly asking for flexibility, technology enablement, and continuous development. Browning also noted that one in two jobs in America are considered low-wage with limited flexibility and that wage increases for low-wage workers are often absorbed by inflation. She advocated for including underrepresented talent, such as individuals with minor criminal offenses, to help meet diversity and inclusion goals. In a September 2021 discussion of Kelly’s 2021 Workforce Agility Report, Browning said that only 10 percent of organizations surveyed were classified as “vanguards” in workforce agility, and that these organizations reported improved well-being, productivity, and revenue growth. She stated that 59 percent of executives expected their businesses to adopt a hybrid model post-pandemic and that demand for talent had risen significantly, but that many organizations faced a “leaky bucket” of talent leaving due to low engagement. Browning noted that only 32 percent of millennials were engaged in their jobs and that one in four companies believed their leaders lacked skills to manage a remote workforce. She said organizations were increasingly considering broader definitions of diversity, including neurodiverse individuals and opportunity youth, but that biases and corporate policies still excluded many underrepresented groups.
“The great resignation is in fact real; people are leaving more, quit rates are going up, and 72 percent of executives plan on leaving their job in the next two years, which will be incredibly impactful and disruptive in the workplace.”
“Today, the number one question employees ask is about flexibility in their job—not just hybrid work, but the ability to work when and how they want, with pay and benefits that meet their needs.”
“Organizations can no longer rely solely on their brand to attract talent; people want to work for organizations where they connect to the work and see how it impacts their long-term career.”
“Many organizations spend a lot on technology to make employees more productive, but adoption and usage of that technology is generally only around 12 percent, which means the return on investment does not make sense without solid change management and training strategies.”
“Talent is far more productive when they have AI embedded in their jobs and access to data and tools that make their work easier; no organization will be successful without providing this tech enablement.”
“One in two jobs in America are considered bad jobs with low wages, and many workers in these roles have no flexibility and limited access to technology, training, and mentorship, which is a significant concern especially in service sectors.”
“Wage inflation of 8 to 12 percent has been seen for low-wage workers, but inflation in costs like gas and groceries quickly absorbs these increases, making it difficult for workers to improve their financial situation.”
“There is an opportunity to include underrepresented talent, such as those with minor criminal offenses, who are often overlooked by AI recruiting but can be loyal and valuable employees, helping organizations with diversity, equity, and inclusion goals.”
“My hope for the future of work is to remove the labels we put on people—full-time, temporary, independent contractor—that create bureaucracy and barriers, making it difficult for hiring managers to engage talent effectively.”
“Nearly two-thirds of firms do not yet have data analytic tools to capture trends around employee retention and productivity, and 40 percent report lacking knowledge sharing tools to foster collaboration among hybrid, remote, and in-office employees.”
“The 2021 Workforce Agility Report surveyed over a thousand senior executives across 13 countries and found that 59% of executives say their business will adopt a hybrid model post-pandemic, with remote work here to stay as a global strategy.”
“Only 10% of organizations surveyed fall into the 'vanguard' category, meaning they are significantly ahead in workforce agility; these vanguards report improved employee well-being, productivity, and 94% reported revenue growth in the last three years.”
“Vanguards are embracing diversity, equity, and inclusion (DEI) well beyond talk, with 43% executing fully developed DEI strategies for their permanent workforce, but only 19% address DEI within their contingent labor population.”
“The demand for talent today is up nearly 30 to 40 percent in the contingent labor space and up nearly 70 percent in full-time hiring, but organizations face a 'leaky bucket' problem with talent leaving due to lack of engagement.”
“One in four companies believe their leaders lack the skills to manage a remote workforce, and 55% of executives say their strategies are struggling to upskill and reskill employees in a remote environment.”
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On this call we welcomed KellyOCG President Tammy Browning who discussed the key findings in the 2021 Global Workforce ...
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