Preparing, building and managing a core and fluid workforce

October 16, 2019

Every so often, an idea comes along or a discovery is made that diverts the world from the well-worn path of long-accepted truths and down an entirely new, previously-untrodden path. These paradigm shifts happen right across society, from science to individuals, and there’s one on the horizon right now that promises to completely change how we work.

The shift from a human to a hybrid workplace – where people work seamlessly with robots and algorithms in an environment optimised for technology – presents a massive challenge; in fact, nearly three quarters (72%) of the business leaders we spoke to during our Human to Hybrid research say it’s the biggest challenge they’re facing over the next five years.

The World Economic Forum estimates that, globally by 2022, the shift will displace 75 million current job roles but could create 133 million new job roles at the same time . This will need a completely new approach to recruiting and engaging the people whose skills, attitudes and capacity for learning will mean the difference between success and failure.

In our latest white paper, The Human Difference, we look at the crucial role that people will play in this new workplace and the all-encompassing change that recruitment will have to undergo in how it successfully resources organisations.

54% of the recruitment leaders that took part in our Human to Hybrid research predict that building the optimal workforce for success in the hybrid future will require them to use new resourcing methods, focus on building talent pools (49%), access skills more quickly (46%), and rely more on external recruitment support (41%).

According to three quarters of them (76%), in five years’ time their organisations will comprise a core group of high performers plus specialist skills brought in when necessary. The core workforce will be permanent, multi-skilled staff with the experience, cultural understanding and leadership skills to drive the organisation forward, while the complementary agile workforce will have the skills to complete specific projects.

And this is where the new resourcing methods come in. Organisations have traditionally poured all their energy and resources into their permanent staff, with temps, contractors, freelancers and other complementary workers not, on the whole, receiving the same kind of attention. But in the hybrid workplace, with the competition for top talent becoming fiercer and fiercer and organisations needing quick access to vital capabilities at the right time, that attitude will need to change. Employers will need to engage agile workers so that they want to keep coming back and working on different projects for them, and they’ll also need to engage the core workforce so that they’re motivated to keep refreshing their own skills and maintain the right mindset and attitudes.

How can recruiters engage with and recruit both multi-skilled and specialist workers so that both groups thrive in the hybrid workforce? A talent acquisition tool can enable them to do that by giving them full visibility of the workforce, while the employed resource model provides a pool of agile, highly skilled and motivated people that can be drawn on whenever necessary.


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