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And thanks for listening. Welcome to the H-B- Harvard Business Review. I'm Sarah Green.

Today I'm speaking with Jeffrey Jorez, chairman and CEO of Manpower Group.

Jeff, thanks so much for talking with us today.

That's great to be here.

So today we're talking about the agile workforce, but I wanted to start with

how are you defining that term agile workforce today?

Well it's such an important topic because we've used the term agile workforce

for ourselves within our company as well as with our clients because what we are seeing

is that in today's world in order to create this agile workforce you really have to

work on two things one is the actual structure of how work gets done,

and the other, of course, is the behavior of people,

because in an agile workforce you have less rules so you have to really be working much

more with a positive intent if you will particularly if you're in a large organization.

When you think about small startup companies, by definition they're

agile. People are getting things done when they need to get done. But as soon as companies

get larger, you lose that agility.

In today's world, that kind of agility is needed.

So even the largest of companies need that multiple work models

...