18 Jun Tight Labor Market Headed Towards Need for Better Orchestration, not Control
Companies now rely on external workers for over 30% of tasks, according to Deloitte’s global future of work study. In some sectors like technology, contingents even represent up to 50% of the workforce.
The study indicates the shifting dynamics of work — orchestration over control — and it needs the help of human resources, global mobility professionals and think tanks in figuring out how to navigate this new reality amid a tight labor market.
For Deloitte, an effective workforce needs to focus on four key areas:
- Adapt management practices: Old hierarchical practices don’t fit new organizational structures and work arrangements. Management must evolve to intentionally orchestrate varied workforce ecosystems.
- Leverage enabling technologies: Many current tools inadequately connect internal and external workers. Leaders must prioritize enhancing tech integration through platforms that unify contributors.
- Integrate workforce architecture: Workforces encompass individuals, groups and tools across organizational boundaries. Orchestration requires addressing complex integration challenges both inside and outside the company.
- Adopt new mindsets: Command-and-control leadership proves ineffective in networked ecosystems. Open, collaborative mindsets that recognize contributors’ autonomy are essential for orchestration.
In today’s shifting talent landscape, embracing orchestration empowers leaders to move from rigid management to flexible coordination.
As a leading organization in today’s evolving workplaces, the recent SHRM Talent Conference & Expo 2023 held in Orlando, Florida came up with its own focus areas:
Embrace new methods and tools: In this era of hiring, HR must adapt to emerging technologies and innovative recruiting methods. Leveraging QR codes, text-based outreach, and generative AI for job descriptions can significantly enhance the hiring process. Organizations need to understand where their potential candidates are and meet them there.
Attract Generation Z: With the workforce comprising five generations, HR professionals need to address the unique values and preferences of Generation Z, who will soon represent 30% of the workforce. Setting up focus groups with Generation Z employees to understand their perceptions of the organization as an employer can be beneficial. Creating an engaging workplace culture and offering career development opportunities, along with benefits tailored to the preferences of younger talent, can be essential for attracting these talents.
Craft a compelling employer brand story: Employer brand content should focus on highlighting workplace culture and career growth prospects. Captivating videos and content that resonate with job seekers can pique their interest in joining an organization. The effectiveness of these videos lies in their authenticity; it is more impactful to feature loyal, engaged employees speaking about their positive experiences than investing in expensive, professionally produced videos.
Reconsider compensation and benefits: When competing with larger companies that offer higher compensation and more perks, organizations should focus on authenticity and transparency. Understanding what employees truly value and tailoring benefits to meet their needs can be a game-changer. For instance, offering unique benefits like mobile phone stipends or mentorship programs can set an organization apart from its competitors.
Support global mobility professionals: Establishing a resource library or roundtable training for hiring managers can significantly improve their relationship with recruiters. Successful hiring managers can be turned into ambassadors for the organization, sharing their best practices and insights with newer managers.
Re-evaluate education and experience criteria: Challenging traditional qualifications for job descriptions can expand the candidate pool and ensure a more inclusive hiring process. Instead of focusing solely on degrees and years of experience, HR professionals should assess whether a candidate possesses the skills required for the job or can be trained for it. Removing unnecessary barriers can attract a more diverse and talented pool of candidates.
Seek partnerships to enhance diversity recruiting: Employers can collaborate with schools, nonprofits, and professional associations to improve diversity in their hiring process. Building meaningful alliances with these partners requires investment and understanding their unique goals and challenges. By partnering with organizations that resonate with underrepresented populations, employers can tap into diverse talent pools.
Tap into untapped talent: Recruiting from unconventional sources can lead to outstanding hires. Implementing programs during the recruitment process can yield successful outcomes and enrich an organization’s diversity.
Maximize employee referrals: Empowering employees to become recruiters can be a highly effective approach. Offering referral bonuses and new hire sign-on bonuses can motivate employees to refer potential candidates and help retain new hires through key training and engagement initiatives.
Build alumni networks and embrace boomerang hires. When employees leave an organization, it is essential to maintain a positive relationship with them. Encouraging a supportive culture where employees feel valued can lead to the return of valuable talent as boomerang hires. Building alumni networks can foster lasting connections, increasing the likelihood of former employees considering new opportunities within the organization.
As algorithms permeate hiring, transparency and ethics are compulsory. Biases lurk within AI, reflecting flawed human data. Continual auditing by managers and opportunities to challenge unfair AI assessments counteract this.
At this turning point, we define the spirit of the technologies transforming work for generations. Hiring optimized for human interests first, efficiency second, leads that revolution.