Fluid Workforce

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Adaptive orchestration of skills to beat complexity and thrive on unpredictability

Under pressure, everything becomes fluid. And pressure is there, given the highly volatile and complex ways of the economic landscape. Businesses need to be highly adaptive in how they orchestrate their workforce. They must become anti-fragile, fluently accommodating evolving market demands and needs for skills. Agility, learning culture and staffing flexibility are at the core. Peer-to-peer platforms increase transparency and connectivity across any role or organization, making organizational boundaries irrelevant. AI supports the dynamic matching of skills and interests with jobs to be done. In a future that seems certain to be swarmed by Black Swans, a technology-enabled fluid workforce is the new default.

What

  • Organizational adaptability becomes a critical factor of survival to be flexible enough to respond quickly to changing market situations and client expectations.
  • Requiring the adaptability of individuals, teams and even the entire organization to engage in an agile culture and flexible ways of working, workforces are built on new leadership models, behaviors, revisited organizational structures and processes.
  • Automation and AI will impact an organization’s existing workforce’s job roles and skill requirements.
  • Future workforces will no longer focus on an organization’s employee base, but will combine digital and human talent; employees, contracted external workers, part-timers, temporary workers, consultants, freelancers and
  • HR becomes a talent broker, managing AI and human relationships with AI-based platforms and dynamic resource matching tools; enabling skill-based staffing, on-demand allocation of work and a real time reaction to changing business needs.
  • AI-supported workforce planning tools facilitate organizations in strategic workforce transition, to allow fluctuating capacities and more flexibility job allocation.
  • Digital communication tools and cloud-based platforms enable cross-functional teams working across organizational boundaries to engage with each other.

Use

  • A bank applied people analytics on their workforce to improve skill demand and supply by identifying roles that were in demand and at risk, as well as shaping skills development initiatives to close respective skill gaps.
  • A large HR service provider used geo-based analytics to create a new recruitment strategy by proactively anticipating upcoming opportunities and matching job seekers with relevant openings.
  • An electronic goods retailer established a diagnostic, data-based people assessment to reorganize their IT department for an agile operating model.
  • An electricity company designed a technical solution for knowledge management to break down siloed structures and establish a culture of sharing and collaboration.
  • A large biotech company built a collaborative digital workplace to eliminate information silos andenable self-organizing teams for better collaboration and faster decision-making.

Impact

  • People analytics and AI-powered tools allows proactive HR workforce planning, including skill-based staffing and supply and demand management.
  • Increased efficiency to further manage capacity freed up by automation and AI.
  • Increased adaptability, faster reaction times and increased customer satisfaction.
  • By identifying employees with predefined potential needs can reduce costs and unnecessary investment in re-skilling and upskilling the workforce.
  • Increased employee engagement with higher levels of team productivity and efficiency.

Tech

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