30 Oct From Reactive to Proactive: Maneuver your workforce strategy for upcoming disruption
Workforce strategy planning in today’s market comes with a variety of challenges, even for the most seasoned leaders looking to improve their talent strategy. Beyond a wildly fluctuating market oversaturated with hyped up keywords and trends lies a real shift in how organizations engage with their extended workforce and perhaps more importantly, how talent now approaches the organizations it wants to work with.
For example, AI has permanently impacted all aspects of work, and the pandemic has permanently shifted the parameters of how quickly businesses need to pivot when changes occur and how workers respond. All that and so much more should be considered when building out a plan.
Extended workers are typically highly skilled in their respective areas and can be deployed almost instantly to address complex situations. This segment of the workforce should be regarded as a primary solution to tackle some of the more complex problems many organizations face but may not have the internal expertise to handle. You can listen to our latest webinar to get more insights into the value the extended workforce brings.
In reality, our latest research shows that while most leaders agree that the extended workforce is a good solution, many employers struggle in uniting their leadership goals and involvement and their actual talent needs and subsequent strategies in ways which drive results that lead to future-proofing their organization against unknowns.
So, how to approach disruption in a proactive way?
No matter what the next disruption may be, a reactive approach to change means you’re playing catchup instead of leading the charge toward success. Below are 3 key strategy ideas that when practiced, help mitigate risk, gain better cost control, and allow for quick access to sources of talent to better prepare for unforeseen organizational needs.
1.
Workforce Strategy planning must be done with internal alignment in mind
While the research clearly points to fragmentation in workforce planning and decision-making, there are existing opportunities to pivot quickly. Consider the role of HR, its intimate understanding of leadership needs, and their connections within the enterprise that allow them to pinpoint missing and existing skills within the organization.
The Strategic Workforce Planning Report, created in association with PwC, dives deeper into insights gleaned from enterprise leaders and offers solutions that can help bridge and unify the gaps in workforce strategies.
2.
C-suite and board members should lean on reliable sources of external ideas and thought leadership for guidance on upcoming trends and innovative solutions
When doing research, most consider it basic due diligence to follow the guidance of reputable sources and credible research. We often find the people most directly responsible for decision-making tend to be the most heavily taxed with weeding out information created as sales pitches that are often not aligned with the long-term success of the organization.
Finding voices that aim to lift everyone and build on individual growth is challenging, especially when information is readily available and abundant on social platforms. When dealing with a workforce that is boundless and fluid, choosing the right people to connect and engage with as you discover trends, discuss opportunities, and gain insights can mean the difference between building an ecosystem of connection and falling into a trap of popular opinions that can set you back.
3.
In the dawning age of AI, the right technology must become a priority for leadership
At the center of the drive towards technological advancements in analytics and the limitless possibilities of new-age vendor management system (VMS) lies your most valuable asset – people. It’s the capabilities of sourcing and leveraging their skills, effective managing them, and implementing solid workforce listening practices that are the key components to success.
AI is proving incredibly useful in bridging gaps by connecting employers with the extended and full-time workers they need, resulting in a more unified and collaborative approach to work from the very beginning of the relationship.
Many legacy solutions rely on intricate, code-heavy integrations that are out of touch with the seamless feel and low-code/ no-code experiences people have started expecting from the technology they interact with. Obsolete extended workforce tech impedes confidence in workforce agility and efforts to optimize extended workforce programs.
Keeping these three points top of mind ensures that as new changes happen, your workforce planning strategy is proactive, your internal teams and leadership aligned and aware of where imminent shifts are coming from, and your team is armed with the technology to support and maneuver uncertainty and opportunities alike.
Do you have questions about how to set up your workforce planning for success?
