Agile Workforce Models

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗳𝗼𝗿 𝘁𝗼𝗱𝗮𝘆’𝘀 𝗿𝗲𝗮𝗹𝗶𝘁𝘆 𝗼𝗿 𝘆𝗲𝘀𝘁𝗲𝗿𝗱𝗮𝘆’𝘀 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲?    When I first started out in my career, the world of work looked very different.     Most people stayed in the same job – even the same company – for many years, sometimes decades. Roles were clearly defined, often with fixed hierarchies and long paper trails. Teams were almost always co-located, and workforce planning largely meant headcount forecasting based on fixed job descriptions.    Fast forward to today, and work looks nothing like that. AI advancements have reshaped entire industries. New skills are emerging in months, not years. Geopolitical shifts are affecting access to talent and cost in ways business leaders couldn’t have predicted five years ago.     But too often, workforce strategies are still rooted in that old approach, usually accompanied by long hiring cycles or rigid structures.     To truly tackle today’s challenges, strategies should be led by the outcomes the business needs to achieve – whether that’s accelerating digital transformation, expanding into new markets, or delivering complex, high-impact projects at pace.    David Barr, who leads the Robert Walters Outsourcing business, sums it up well:  "The future of workforce planning isn’t about the worker. It’s about the work that needs to be done."    This shift in mindset changes the questions leaders should be asking.     For instance, instead of asking: What roles do we need to fill?  Think about: 𝗪𝗵𝗮𝘁 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 𝗮𝗿𝗲 𝘄𝗲 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿?    And in place of: What qualifications or experience do we need?   Consider: 𝗪𝗵𝗶𝗰𝗵 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗿𝗲 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗮𝗰𝗵𝗶𝗲𝘃𝗶𝗻𝗴 𝘁𝗵𝗼𝘀𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀?  That’s where capability-led planning comes in. It can help organisations build on traditional hiring models beyond permanent and temporary by adding more flexible ways to access the skills they need – when and where they need them.      For example, say you’re looking to build a team with in-demand tech skills that are difficult to recruit for. Instead of trying to fill permanent positions, a hire-train-deploy (HTD) model can help you access early-career talent, trained specifically for your needs and ready to deliver from day one.     Or, if your team needs expert support for a critical project but adding to your headcount isn’t an option, a resource augmentation approach is a good solution. It gives you access to experienced, on-demand consultants with specialist skill sets – along with the flexibility to scale up or down as needed.      Yes, this kind of planning may take more thought upfront. But it creates a workforce strategy that can evolve as fast as the world around it.     How are you progressing your workforce strategy to meet what’s next? 

Remote. Hybrid. RTO. Async. The headlines change, but the challenge remains: 𝐇𝐨𝐰 𝐚𝐫𝐞 𝐭𝐡𝐞𝐬𝐞 𝐜𝐡𝐨𝐢𝐜𝐞𝐬 𝐫𝐞𝐚𝐥𝐥𝐲 𝐬𝐡𝐚𝐩𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧? At Included, we’ve analyzed over two years of workforce data—spanning industries and operating models. The findings are clear: workplace strategies have deep, measurable impact on: → Leave of absence trends → Attrition risk and burnout signals → Productivity fluctuations → Performance by role and cohort → Overall organizational health One client’s hybrid model was unraveling mid-year—engagement dropped, burnout spiked. But because they were tracking 𝐫𝐞𝐚𝐥-𝐭𝐢𝐦𝐞 𝐬𝐞𝐧𝐭𝐢𝐦𝐞𝐧𝐭, 𝐰𝐨𝐫𝐤𝐥𝐨𝐚𝐝 𝐝𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 𝐩𝐚𝐭𝐭𝐞𝐫𝐧𝐬, they caught the signals early. Within weeks, they pivoted: ✔ Restructured teams ✔ Up-skilled managers with targeted coaching ✔ Recalibrated KPIs based on workflow insights By Q3, attrition was down 19%. Productivity rebounded. 𝐖𝐡𝐚𝐭 𝐬𝐚𝐯𝐞𝐝 𝐭𝐡𝐞𝐦 𝐰𝐚𝐬𝐧’𝐭 𝐚 𝐬𝐭𝐚𝐭𝐢𝐜 𝐩𝐨𝐥𝐢𝐜𝐲. It was AI-fueled visibility—and the willingness to act on it. In a world where the “future of work” changes monthly, static dashboards won’t cut it. Dynamic, adaptive insight is the only way forward. #chro #hr #datainsights #dataanalytics

🛑 Stop Filling Roles. Start Building a Workforce. Traditional workforce planning is broken. It’s reactive. Transactional. And painfully slow in a world where business moves fast and skills expire faster. As I shared on a recent Human Capital Institute webinar, along with Karen Guzicki, Binderya Enkhbold, and Terri Gallagher, the organizations that will thrive in the future aren’t just hiring — they’re designing their workforce with intention. To do this, I recommend using a Build, Buy, Borrow, Bridge model for workforce planning: 🔹 Build – Upskill and reskill existing talent 🔹 Buy – Hire externally for niche expertise or leadership gaps 🔹 Borrow – Use freelancers, contractors, or gig workers for agility 🔹 Bridge – Enable lateral moves or project-based work to develop internal capacity This framework isn’t about headcount. It’s about capability. And it’s not about reacting to attrition — it’s about enabling movement and growth. Here’s the shift in approach that I believe HR must lead: * Stop waiting for a requisition. Start modeling what your workforce should look like. Now. * Shift the focus from "How fast can we hire?" to "How effectively can we build the capability we need for the future?" * Make workforce planning a continuous, strategic process, not a once-a-year activity. ❇️ HR, you're not a business partner anymore. You're workforce architects. If you'd like to listen to the HCI webcast - Future-Proofing Talent Pipelines: Redefining Succession Planning in a Dynamic Workforce - I'll share a link in the comments below. Also, if you want to contribute to a timely study on how orgs are shifting their workforce strategies, Kyle Lagunas and Erika O. at Aptitude Research are currently fielding a survey. I’ll drop the link to participate in the survey in the comments as well.

The blended workforce isn’t coming — it’s here. Across the Middle East this week, leaders are asking the same question: “How do we redesign our organizations for a human + agent workforce?” This isn’t about deploying a tool. It’s about reconfiguring the enterprise to deliver measurable outcomes. Leaders are wrestling with: - Integrating agents into real roles with responsibilities and accountability - Reskilling people for the higher-order work only humans can do - Building new collaboration models for human–agent teamwork - Governing and managing agents as part of the workforce At McKinsey, we’re feeling this shift ourselves with nearly 60,000 “colleagues”, of which over one-third are AI agents. The future operating model is arriving faster than anyone expected. Organizations fully embracing AI are not automating tasks anymore. They are redesigning how organizations work. The leaders who act now will create advantage by unlocking the next curve of performance. How is your organization building its own blended workforce? What is working and where are you finding challenges? 

The Wake-Up Call: Rethinking Career Paths & One-Team Leadership For decades, companies expected loyalty. Employees stayed 30-40 years, climbed the corporate ladder, and retired with a pension. In return, organizations provided stability and long-term security. That world is disappearing—and many companies haven’t caught up. Employees are no longer following linear career paths—they are moving across industries, roles, and organizations, seeking growth, impact, and flexibility. Yet, many companies still cling to outdated structures: ❌ Rigid career tracks that assume people will wait years for promotions. ❌ Hierarchies that limit cross-functional movement and collaboration. ❌ Siloed leadership models that prevent knowledge-sharing and adaptability. This is a wake-up call. Organizations that don’t evolve will lose their best talent to those that create fluid career paths, dynamic leadership development, and One-Team environments. Case Study: Mayo Clinic—A True One-Team Organization Mayo Clinic has been operating as a One-Team culture for over a century. Instead of a rigid, hierarchical system, Mayo fosters an integrated, team-based approach where physicians, researchers, and healthcare professionals collaborate across specialties to provide the best patient care. They also offer fluid career paths through the Mayo Clinic College of Medicine and Science, allowing employees to expand their expertise, explore different specialties, and take on new roles within the organization. Their model isn’t just about job stability—it’s about career adaptability, growth, and impact. What This Means for Your Organization ✅ Fluid careers require fluid organizations. Employees should be able to move laterally, explore different roles, and gain diverse experiences within the company—not just by leaving. ✅ From career ladders to career lattices. The best organizations don’t just offer promotions; they provide pathways for horizontal growth, cross-functional experiences, and skill-building in real time. ✅ One-Team leadership is the new advantage. Teams shouldn’t be siloed by function, title, or geography. Organizations that operate like neural networks—interconnected, agile, and adaptive—will attract and retain top talent. The old model of work is gone. The companies that thrive will be the ones that embrace fluidity, break down barriers, and build One-Team cultures that empower people to grow. Is your organization keeping up? Or are you losing talent to those who are? #Leadership #OneTeam #FutureOfWork #CareerGrowth #Transformation #Adaptability #TeamOfTeams #MayoClinic

HR is hitting a structural wall. The traditional model was built for a different era with different constraints. Today, HR teams are under significant pressure to optimize, enable enterprise-wide agility, and drive AI integration. Add in fragmented legacy systems, rigid hierarchies, and the old model simply cannot scale. But, we don't just need another layer of HR tech. We need a completely new operating system. The infographic presents Wowledge's blueprint, along with other leading voices we have seen publishing comprehensive models. There is something we all agree on: the future of HR is fluid, deeply integrated with AI, and built around human-machine teaming. While shifting away from static service centers toward agile, outcome-focused teams, how we propose structuring that shift varies significantly. Here is a look at how these four frameworks propose to reinvent the function, with links to each in the comments: The Human Readiness Operating System [Wowledge] Embraces a radically lean internal footprint via an "access vs. own" approach. It relies heavily on a curated external ecosystem for specialized expertise, enabling robust execution accountability directly by business leaders, aided through AI tooling. A New Operating Model for People Management [McKinsey] Fundamentally elevates IT and data capabilities directly within HR. It introduces "People Technologists" as a core structural pillar, aiming to replace traditional shared services with hyper-personalized "digital twins" or personal agents for employees. HR Reimagined [Deloitte] Treats AI as a literal component of the workforce. By emphasizing "Agentic AI" to execute complex, multi-step workflows, it advocates for HR to formally govern digital agents as part of the workforce strategy, freeing up to 25% of human capacity. Operating by Design [Mercer] Abandons process-based departments in favor of a structural fusion of HR, IT, and Finance by pulling budgets down to cross-functional "Outcome Delivery Teams," ensuring financial accountability is tied directly to operational demand. The model you choose depends heavily on your organization's scale, maturity, and specific friction points. But one thing is clear: as HR leaders, we must lead this transformation before the business begins driving it for us. ~ Click Carlos Larracilla and follow me [+🔔] for daily resources from Wowledge.

The HR Revolution: From Management to Agility Hey HR friends! Are you ready to challenge the status quo and join the Agile People revolution? For decades, Human Resource Management has been the cornerstone of organizational development. However, the traditional HR model is no longer sufficient in today's fast-paced, ever-changing business landscape. The Old Paradigm: Human Resource Management Characterized by: 1.Command and Control: HR as the policy police, enforcing rules and regulations. 2.Process-Oriented*: Focus on compliance and bureaucracy, with an emphasis on following procedures. 3.Static Job Descriptions: Limiting creativity and innovation, with employees confined to narrow job roles. 4.Annual Performance Reviews: Failing to provide timely feedback, with employees often left wondering about their performance. The New Paradigm: Agile People Personnel Management Characterized by: 1.Empowerment and Trust: HR as strategic business partners, empowering employees to take ownership and make decisions. 2.People-Centric: Focus on employee experience and well-being, with an emphasis on creating a positive work environment. 3.Dynamic Talent Profiles: Showcasing skills, strengths, and passions, with employees encouraged to develop new skills and pursue new opportunities. 4.Continuous Feedback Loops: Fostering growth, development, and high performance, with regular feedback and coaching. What Does This Mean for HR Professionals? 1.Shift from Administration to Strategy*: Focus on business outcomes and employee experience, rather than just administrative tasks. 2.From Process Enforcement to Coaching: Develop skills in facilitation, coaching, and mentoring, to support employees in their growth and development. 3.From Compliance to Employee-Centric: Prioritize employee well-being, engagement, and happiness, rather than just focusing on compliance. Benefits of Agile People Personnel Management: 1.Improved Employee Engagement: By empowering employees and focusing on their well-being, organizations can improve engagement and retention. 2.Increased Agility: By adopting an agile approach, organizations can respond quickly to changing business needs and stay ahead of the competition. 3.Better Business Outcomes: By focusing on employee experience and well-being, organizations can improve business outcomes, such as productivity, customer satisfaction, and revenue growth. Join the Revolution! Are you ready to challenge the traditional HR model and embark on an Agile People journey?

In Yorkshire this week. When not reading the Joe Strummer biography I have been reading reports McKinsey, Accenture, OpenAI and Korn Ferry and working on a new report on why the workforce model most enterprises are running is already obsolete. Here are 5 themes I am building on: 1️⃣ By 2028, the majority of enterprise tech delivery will be executed through SOW-based specialists, not permanent headcount. The shift from input-based to outcome-based work is happening fast. 2️⃣ 75% of roles need fundamental reshaping in the next 2–3 years. Not in a decade. In most enterprises they don’t have a single leader accountable for making that happen. 3️⃣ The “contingent worker” label will be retired. These are on-demand specialists delivering defined outcomes. The language is old school and should change. 4️⃣ Every workforce decision made today should be designed to be reversed within 36 months. OpenAI ships a new capability every 3 days. Anthropic every hour it feels like. Hiring permanently for a role that won’t exist in 2028 is not strategy. 5️⃣ The Chief Work Officer will become the most important C-suite role you’ve never heard of. Not reporting to the CIO. Reporting to the CEO. Orchestrating humans, specialists, and AI agents as one workforce. The 40/40/20 model is going to become a reality. 40% employees, 40% on-demand specialists, 20% AI agents. Work is changing… #AI #Workforce #AIAgents

Being agile and innovative is crucial for success in the constantly changing business landscape. Nick P. of Cloud Engineering at Fidelity Investments has shared a revolutionary approach called "empowered federation," which distributes the ownership of standards and best practices, allowing small groups to lead technical excellence and innovation within organizations. The Federated Model consists of three key elements: 1. Steering Group: This group comprises 5-10 members who are knowledgeable and passionate about specific technology problem areas. They align with the organization's technical needs and promote adopting best practices and standards inspired by open source projects. 2. Focus Groups: These groups work autonomously within their domain and help scale the steering group's strategy across the organization. They consist of engineers and technologists who help drive the adoption of best practices and standards. 3. Community: The heart of the model, where individuals collaborate, share knowledge, and network to foster a culture of continuous learning and improvement. Accelerating Adoption: The key to adopting new practices and standards is education. The model emphasizes the importance of demonstrating the value of these practices in real-world settings, building strategies transparently, measuring progress with clear metrics, and continually returning to education to drive innovation. Embracing a culture of knowledge sharing and best practices is crucial for agility and engineering excellence. Federated groups, supported by passionate communities, offer a robust framework for nurturing such a culture. https://lnkd.in/g_QcfuB5

𝐅𝐫𝐨𝐦 𝐒𝐢𝐥𝐨𝐬 𝐭𝐨 𝐒𝐪𝐮𝐚𝐝𝐬: 𝐇𝐨𝐰 𝐀𝐠𝐢𝐥𝐞 𝐢𝐬 𝐑𝐞𝐬𝐡𝐚𝐩𝐢𝐧𝐠 𝐓𝐞𝐥𝐞𝐜𝐨𝐦 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 The traditional telco playbook is evolving — and fast. Leading #telecom companies worldwide are embracing #agile operating models to become customer-centric, fast-moving tech organizations ready for the future. The recent #McKinsey article “Inside agile telcos: Organizing to value and what it takes to succeed” offers powerful insights from telcos like #Safaricom, #Masmovil, and #Cogeco that are driving this change. 𝐊𝐞𝐲 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬 𝐰𝐢𝐭𝐡 𝐬𝐭𝐚𝐭𝐬 𝐚𝐧𝐝 𝐞𝐱𝐩𝐚𝐧𝐝𝐞𝐝 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬 🔹𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐈𝐦𝐩𝐚𝐜𝐭 ▪Agile transformations are driven by a strategic need for speed, customer focus, and cross-functional collaboration.  ▪McKinsey research shows organizations undergoing agile transformations are three times more likely to be top-quartile performers.  ▪This proves that agility is a powerful enabler of business success in fast-changing markets. 🔹𝐒𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐚𝐥 𝐑𝐞𝐝𝐞𝐬𝐢𝐠𝐧 ▪Successful agile telcos redesign their structure around value creation instead of legacy silos, empowering cross-functional squads with end-to-end ownership.  ▪Masmovil achieved 80% of employees working in agile ways within two years.  ▪This structure enhances accountability and reduces friction between teams. 🔹𝐖𝐨𝐫𝐤𝐟𝐥𝐨𝐰 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨𝐧 ▪Workflows accelerate through unified quarterly business reviews (#QBRs) that align strategy, budgeting, and priorities across units.  ▪Teams work in optimized two-week agile cycles, and telcos like Masmovil have rapidly integrated AI use cases across business processes.  ▪These workflow improvements reduce delays and enable faster delivery of impactful products. 🔹𝐓𝐚𝐥𝐞𝐧𝐭 𝐄𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧 ▪Talent models shift from roles to skill-based groupings, increasing the share of engineers or data scientists where needed.  ▪Leaders spend significant time coaching and enabling dozens of teams weekly instead of micromanaging.  ▪This shift supports continuous learning and ensures the right skills are applied to highest-value work. 🔹𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 ▪A culture founded on trust, transparency, and a “fail fast, learn fast” mindset creates a sense of ownership and purpose.  ▪Safaricom went from “I’m told what to do” to “I own the outcome,” fueling higher engagement and innovation.  ▪Career progression now prioritizes proficiency in skills over hierarchical moves. Transforming a telco for today’s volatile environment is complex but essential. Top leadership commitment and a mindset of relentless evolution are the secret ingredients to succeed. 𝐒𝐨𝐮𝐫𝐜𝐞/𝐂𝐫𝐞𝐝𝐢𝐭: https://lnkd.in/gzUVkpjA #AI #DigitalTransformation #GenerativeAI #GenAI #Innovation  #ArtificialIntelligence #ML #ThoughtLeadership #NiteshRastogiInsights