Creating a Dynamic and Resilient Workforce

The world of work is evolving and the role of senior HR professionals is transforming into one of increased importance and complexity around how we organise and transact business in the future. AI is evolving and HR leaders need to embrace change both in how we work and the expectations of the people who work for us. On a recent episode of the HR Means Business podcast I had an enlightening conversation with Global certification consultancy, Top Employers Institute , whose latest research uncovered six crucial strategies that every HR leader should adopt to create a dynamic and resilient workforce.

1. Embracing the Contingent Workforce

The traditional workforce model is changing. The employment landscape is now more fluid - full-time employees work alongside freelancers, gig workers, contractors and maybe AI too. It is imperative for organisations to recognise the value of their contingent workforce, by offering similar development and upskilling opportunities, and benefits, as their full-time workforce, helping foster a positive, co-operative culture as well as building a pool of skilled, engaged, integrated talent.?

One example from our conversation was 米其林 , who have involved all employees, including contingent workers, in defining their strategic direction through co-construction workshops. This approach not only harnesses the vast knowledge of the workforce but also aligns everyone with the company's future goals.

2. Expand DEI&B Initiatives to All

Diversity, equity, inclusion, and belonging (DEIB) initiatives are quite often prioritised for permanent employees within an organisation, but it's time to extend these efforts to the contingent and non-permanent workforce too. Research by Consciously Unbiased showed a significant gap in DEIB initiatives for contingent workers. Organisations should bridge this gap by including all employees - irrespective of employment or contractual status - in their DEIB initiatives too. This means including neurotypical and/or neurodivergent workers to ensure that the non-permanent workforce feels valued and included. A truly inclusive environment can help drive innovation and performance across the board.

3. Prioritising Personal and Career Development

Career development should not be a privilege reserved for full-time employees; providing growth opportunities for all workers - irrespective of their employment or contractual status - is essential. Many industries have room for improvement in this area, notably retail, financial services and manufacturing.?

Implementing mentorship and coaching programs that are accessible to all can significantly enhance worker engagement and retention. As AI and technological advancements reshape job requirements, empowering employees to have agency in their own career evolution is crucial. By focusing on internal talent development, organisations can close the skills gap and retain valuable knowledge and expertise.

4. Facilitating Peer-to-Peer Learning

Creating opportunities for employees to learn from one another is also a powerful strategy for fostering a culture of continuous improvement. Initiatives like job orientation weeks - as seen with 国际管理集团 Italia in the Top Employers Institute research - can help to provide inspirational and informative experiences that boost both professional and personal growth. These programmes should offer a mix of hard and soft skills training, access to HR tools, and opportunities for job rotations. Encouraging workers to share their experiences and learnings not only empowers individuals but will also strengthens the organisation as a whole.

5. Supporting Self-Directed Learning

We’re currently in a time when skills and job requirements are evolving rapidly, so supporting self-directed learning is essential. Technology can be a key driver, helping to provide our people with the resources they need to learn independently. Building a skills framework and fostering a culture of learning within the organisation can also help to promote upward mobility and role diversity.?

One example is 雀巢 in Brazil, who achieved a 97% talent retention rate by empowering employees with choices in their learning paths, and by creating online learning communities. This approach also helps to enhance morale and a sense of belonging, boosting the overall employer brand.

6. Optimising Offboarding Processes

Effective offboarding is often overlooked, yet it is a critical component of a holistic HR strategy. Organisations need to own the leaving process and ensure it is as smooth and respectful as onboarding. A strong offboarding process can help to provide valuable insights, build a foundation for re-hiring, and also helps generate referrals.?

One example from the conversation was Momentum Metropolitan, whose digital offboarding platform provides a great example of how to streamline this process, offering tailored exit tracks and actionable insights. These efforts help to improve the employee experience, enhance the employer brand, and contribute to an organisation's long-term success.

The future of the CHRO role is not just about managing people; it's about leading change and driving strategic initiatives that help to shape the future of work. By integrating the contingent workforce, expanding their DEIB efforts, prioritising career development, facilitating peer learning, supporting self-directed learning, and optimising effective offboarding processes, senior HR managers can create a dynamic and resilient workforce - helping the organisation to create a brighter, more inclusive, and innovative future.

You can listen to my podcast conversation with Abigail Britnell on this episode of HR Means Business