The U.S. technology and professional service industries witnessed significant workforce challenges in 2023, with a continuous stream of layoffs that showed no signs of abating. These corporations grappled with various accelerating changes, including the evolution of technology, economic uncertainties, and shifts in consumer behavior. This article explores a strategic approach to managing these changes and optimizing workforce strategies.
Business leaders understand that their people are their most valuable asset. Still, often, the responsibility for the people strategy is delegated to individuals who are not directly accountable for the organization’s profitability. To shed light on this issue, let’s consider the example of a large consulting firm, where a clear understanding of the workforce mix has played a pivotal role in its ability to weather recent challenges without layoffs.
In consulting firms, and in many other successful organizations, operating leaders, including partners in professional service firms, take accountability for achieving a strategic mix of talent. This mix includes full-time employees, contingent labor (independent contractors), and offshore talent. This approach allows organizations to quickly access the right skills for projects while efficiently allocating operating capital. It provides the flexibility to navigate economic uncertainties without unnecessary bloat.
What sets exemplary organizations apart is their commitment from the C-Suite down, where every revenue-generating individual is aligned with the same goal. Here, workforce optimization is ingrained in the company’s culture and DNA.
Implementing this strategic approach takes time and effort; it’s a journey that requires a holistic commitment. Often, organizations need help because they’ve entrusted workforce management to departments primarily focused on full-time employees (e.g., HR) or cost efficiency (e.g., procurement). No single department can win the human capital game; it requires collaboration from the top down.
To better support HR and ensure the successful implementation of an optimized workforce strategy, leaders can take several proactive steps:
- Engage HR as Strategic Partners: Leaders should view HR as strategic partners rather than solely support for their people policies. I have had the good fortune of working with the best-of-the-best in this area for the majority of my career. Collaborate with HR leaders to align the workforce strategy with the overall business objectives. This includes involving HR in high-level discussions and decision-making processes related to talent acquisition, retention, and development. Your People leader should be a visible and vocal leader on your senior leadership team.
- Provide Resources and Training: Invest in HR’s professional development and ensure they have the necessary resources and training to excel in their roles. This includes keeping HR staff up to date with the latest trends in talent management, technology, and compliance.
- Foster Cross-Functional Collaboration: Encourage collaboration between HR and other departments, primarily operating leaders and finance. Cross-functional teams can work together to identify critical skills, assess workforce needs, and allocate resources effectively.
- Lead with Data-Driven Decision-Making: Support HR in leveraging data and analytics to make informed decisions about talent management. Leaders should champion using data to identify improvement areas, track performance metrics, and measure the impact of workforce strategies.
- Embrace Communication and Transparency: Foster open and transparent communication between leadership and HR. Provide regular updates on organizational goals, changes in strategy, and upcoming initiatives. This ensures that HR can align their efforts with the broader objectives.
- Recognize HR’s Hard Work: Recognize HR’s vital role in shaping the workforce and driving the organization’s success. Acknowledge and appreciate HR’s contributions to employee engagement, talent development, and the overall shaping of your business strategies.
- Create Feedback Loops: Establish feedback mechanisms that allow HR to gather insights from employees and managers. This feedback can help HR fine-tune workforce strategies and adapt to evolving needs.
- Invest in Technology: Provide HR with the necessary technology tools and systems to streamline processes, enhance employee experiences, and better manage workforce data to drive outcomes
- Monitor, Adjust, and Repeat: Continuously monitor the effectiveness of workforce strategies and be open to adjustments as needed.
Incorporating these practices will empower HR to play a more active and strategic role in optimizing the workforce. It’s essential to recognize that HR’s expertise extends beyond compliance and run-the-business people processes, and that their insights are invaluable to achieving organizational goals. By fostering a collaborative and supportive environment, leaders can help HR excel in their role and contribute to the business’s overall success.
Further, as we face challenging times ahead, leaders should engage their senior executives in discussions about optimizing human capital deployment. Establishing a global task force that combines expertise from HR, revenue-driving leaders, and other relevant functions can help define the ideal workforce mix and prioritize skills for future growth.
This strategic approach becomes even more critical in a job market where demand for high-skill talent often outpaces supply. As Stephen Hawking wisely said, “The greatest enemy of knowledge is not ignorance; it is the illusion of knowledge.” To thrive in the evolving business landscape, organizations must avoid such illusions, put in the necessary work, and develop a clearly defined workforce mix that not only delights clients but also ensures resilience and profitability.
Optimizing workforce strategies is vital to success in today’s dynamic business environment. By embracing a strategic approach that involves the entire organization, leaders can navigate uncertainties, drive growth, and achieve long-term success.
Audra Nichols is the Chief Operating Officer of MBO Partners, a platform that enables top independent professionals to work seamlessly with large enterprise organizations. She has 25 years of professional services experience leading large-scale transformational change efforts that drive a competitive operating model, building and leading high performing teams, and running the operations to realize long term impact.