Shape the Future: Crafting Your 2030 Workforce Strategy Today

According to research from the world employment confederation, 80% of senior executives say talent planning has never been more difficult than it is today. And 92% of those executives suggest they’ll need a more flexible workforce in the next two years.

These are big, but not entirely surprising percentages, given the number of moving parts in play. Factors like the incredible levels of economic volatility we’ve seen over the last fifteen years have seen massive changes in workforce composition, with an estimated 49% now engaged on a contingent basis. Transformations keep on coming, successfully or not, reshaping the workforce in the process. The rapid evolution of generative AI over the last couple of years means the workforce of the future will likely look very different to what it looks like today for many. And that’s just a sample - shift is happening.

So, how can organisation’s plan their workforce strategies to adapt to change? Carrying out analysis of your existing workforce vs the skills likely to be in demand in the future should act as a sensible starting point.  

Jobs that could disappear:

Administrative and Clerical Jobs: AI can automate routine administrative tasks, such as scheduling, data entry, and basic customer service, reducing the need for human intervention.

Customer Service Representatives: AI-powered chatbots and virtual assistants can handle a large volume of customer inquiries, provide information, and resolve common issues efficiently.

Manufacturing and Assembly Line Workers: Robots and AI-driven machinery can perform repetitive manufacturing tasks with greater precision and efficiency, leading to increased automation in factories.

Telemarketers: AI algorithms can perform targeted marketing and outreach more effectively, using data analytics to identify potential customers and optimise marketing strategies.

Financial Analysts: AI algorithms can analyse financial data, predict market trends, and provide investment advice, often more accurately and quickly than humans.

Jobs that could appear:

AI and Machine Learning Specialists: To develop, train, and optimise AI and machine learning models.

Data Scientists and Data Analysts: to analyse large datasets to extract meaningful insights and build predictive models.

AI Ethicists and Policy Advisers: To ensure the ethical use of AI, develop policies and guidelines to govern AI implementation.

AI Product Managers: to oversee the development and deployment of AI products, coordinate between technical teams and stakeholders.

Cyber-security Experts: to develop and implement AI-driven cyber-security measures to protect data and systems from threats.

Human-Machine Interaction Designers: to design user interfaces and experiences that facilitate interaction between humans and AI systems.

The list above is not exhaustive, but its worth considering that any roles involving repetitive tasks, data processing, and pattern recognition could be at risk, and any roles requiring AI development, maintenance, and oversight are likely to be in demand.

Once you have your starting point mapped out, move on to gap analysis and think about how change needs to happen across your organisation. How well positioned are you to adapt?

Managing change

Bridging the gap between the present and the future is not going to be easy. Data suggests that 62% of UK organisations continue to report significant skills shortages, and that’s before the scramble for AI talent has really started. The questions most organisations will be asking themselves is whether their strategy is to buy or build. However, as this report from McKinsey outlines, they will need to consider both.

From a buy perspective, a powerful employer brand is a must, as is ease of access to multiple resourcing channels. This includes the ability to attract permanent and contingent workers directly and work closely with a responsive supply chain of agencies. Resourcing solutions delivered through statements of work are growing rapidly too, so it’s imperative to consider how these can be leveraged effectively, without exposing yourself to unnecessary risk and cost.

To build, organisations should consider reviewing their current workforce, and explore opportunities to re-skill, up-skill or hire, train and deploy. Consider transitioning retirement-age workers into roles likely to be replaced by AI and map out career pathways for emerging talent into AI based roles supported by training.

Partnering

If you work with or are thinking of working with a talent solutions partner to help you navigate change, consider their reach. For example, managed service providers (MSPs) often have ‘buy’ solutions for contingent staff supply and SOW, and RPO providers for permanent hiring, but very few have easy access to ‘build’ options - re-skill / up-skill providers, emerging talent, or advisory solutions in areas like employer branding. Working with a provider with an in-house multi-faceted approach to buying and building talent is going to be increasingly essential to effectively manage the transition and control costs.

Final Thoughts

Whatever approach you decide to take to finding talent in this brave new world, make sure you apply the same maxim to talent attraction that your organisation is going to expect from much of its new workforce – be creative, and use complex problem-solving skills and emotional intelligence to get ahead. Its also worth considering how change will impact your organisation culturally, inclusive of employee engagement and well-being.