Written by: Flexing It
13/03/2024
5 minutes read
![eye]()
38
![share]()
0shares
The war for talent is intensifying. Niche skills like AI, IoT, Cybersecurity etc are seeing exponential demand, with supply lagging significantly. As new technologies reshape industries, organisations need to continually evolve their talent strategy to drive innovation and stay competitive. This necessitates moving from conventional job-based models to more fluid, skills-based approaches. Sourcing these capabilities can no longer rely solely on traditional talent models. Leading organisations are adopting a skills-based approach to workforce planning - one fueled by both permanent and on-demand external talent.
At Flexing It, we enable leading global organisations to access on-demand skills and talent through our network of over 80000 expert independent consultants. Over the last decade, we have gained valuable insights partnering with enterprises to embed flexible talent into their workforce and growth strategy.
Let us look at how pioneering companies are making this shift, unlocking wider talent access:
Prioritising In-Demand Skills
Progressive companies start by identifying their most critical skill gaps - both for today and emerging technologies integral to future plans. Common high-priority domains span digital product development, data analytics, cloud architecture, CX and automation.
While building some niche skills in-house makes sense, the depth and variety of expertise needed calls for a multi-channel strategy. Partnering with skilled freelancers and technical consultants to complement existing teams is growing in popularity.
The speed, quality and cost advantage of external specialists demonstrating proven expertise makes this a pragmatic choice. An agile and scalable model tapping into both permanent and on-demand talent forms the core of the skills-based approach.
Deconstructing Roles into Skill Outcomes
Once priority skill areas are mapped, the next step is to break down roles and projects into specific work outcomes. Rather than describe capabilities as generic full-time jobs, the shift is towards sharply defined skillsets linked to tangible deliverables.
For instance, a mobile app project charter would detail specialisms like UI/UX design, API integration, DevOps engineers etc. versus simply hiring 2 mobile developers. Outlining profession, years of expertise, tools proficiency and exact module deliverables creates transparency and sets appropriate expectations.
This skill-to-outcome mapping works for both internal and external hires. The sharp focus attracts niche consultants excited by the project work. For managers, it simplifies collaborating with blended teams unified by the common goal.
Enabling Managers to Lead Skills-based Teams
The transition to accessing skills on-demand and managing remote freelancers can be an adjustment for people managers used to traditional structures. Successful adoption requires enabling hiring managers with the right tools, training and support systems. Equipping them to attract talent, handle variable capacity and performance manage virtual teams is essential.
Capability building frameworks that cover areas like crafting compelling project charters, interview practices, collaboration technologies and feedback processes help managers quickly get comfortable. Equally, platforms like Flexing It that automate administrative tasks, tracking and payments free them to focus on core project execution.
Incentivising Skills Application via Micro-projects
Embedding skills-based flexibility into the organisational culture calls for innovative adoption techniques. Some pioneering companies are tying skills leverage to bottom-up micro-innovation projects. Under this model, junior employees get to identify efficiency opportunities in their business unit processes. They use freelancer hours allocated to implement the ideas under mentor guidance.
Not only does this foster skills application capability among junior talent, it also delivers fresh thinking and change management experience. The various micro-project wins collectively amount to material business impact while expanding the skill leverage culture.
A blended workforce strategy encompassing skills-based planning and external partnerships undoubtedly requires major workforce transformation. However, for organisations feeling the disruption wave, this could mean the difference between sink or swim. Leading companies like Unilever, Axis Bank, Novartis and more are already onboarding this model, and metrics showcase staggering productivity gains. The question then is not whether, but how soon you can pivot existing approaches and unlock your flexible talent potential. Because the #FutureofWork is already here!
38
0shares
