how to make agility work for you
table of contents
leading the charge for change
2
what employees want
3
how to build an agile workforce
7
champion change
12
In the first of this two-part series, our research led us to predict that the key to success in 2025’s world of work will come down to one word: agility. We defined what that means for employers and workers, described its current impact to the workplace and followed its trajectory into the future of work. It quickly became clear to us that adopting agility in the workplace will no longer be an option but a necessity for organizations committed to remaining competitive and growth, and for workers determined to not just stay employable, but thrive in the new work order.
In this, the second part of our series, we get down to the nitty gritty – the ‘how’ of building an agile workforce. We make suggestions and offer recommendations based on solid research and experience to help you steer your business and guide your teams through critical change. You are the captain of your ship. Set your course for success.
leading the charge for change
what
employees
a flexible schedule
It’s no surprise the majority of employees who actively choose non-permanent work tend to do so because of the flexibility of hours this kind of work offers. Over half say they want – and value – more control over their career. Autonomy is a key driver for many workers, regardless of generation. Others cite the ability to be selective about which projects they work on as a strong motivator.
1
+55
+
1
+
43
1
+30
+
1
+
68
1
+27
+
1
+
71
1
+24
+
1
+
74
1
67
%
+67
+
1
+
31
top five reasons workers choose non-permanent work
flexibility of hours and control pursuing their passion
24
%
location27
%
choice of project30
%
more control of their career55
%
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5
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+24
+
1
+
74
a job they love
One in three employees are motivated by working on something they’re truly passionate about as opposed to achieving the highest possible title (i.e. Director, VP, etc.). It’s what drives their career achievements. This is more often found in an older worker demographic; their younger counterparts (the Millennial and Gen Z generations) are more likely to value titles.
It’s often financially necessary for retirees to keep working after retirement. That said, many look forward to the opportunity to finally pursue their dream job, and use their interests, talents and passions for what they value most while supplementing a fixed income.
Interestingly, their younger colleagues, referred to as Generations X, Y and Z, depending on when they were born in a specific span of years, are also looking for a job they can love, or at least an environment where their
1
78
%
+78
+1+
20
a mixed bag
a strong commitment
While employers worry that a non-traditional employee is less committed to an organization, less knowledgeable about company culture, and less engaged, our research shows the opposite is true. The majority of non-traditional employees consider themselves at least as strongly
committed to their employer as their peers who are permanent, full-time employees. This lays to rest the perception by some employers regarding engagement and commitment on the part of non-traditional workers.
While almost half of non-permanent employees say that working as a variable employee was their choice, a quarter of employees polled said non-traditional work was the only way to gain a foothold with an employer. Others said it was the best opportunity available at the time, while a smaller percentage made the switch because their position was restructured from full-time to flexible.
While we might think Baby Boomers are looking for stability and their younger Millennial counterparts seek independence, we were surprised to find the opposite is true. Boomers are looking for opportunities to mix things up by opting for non-traditional roles while Millennials would accept a non-traditional role if it was the only available option.
of non-permanent
employees agree
their commitment
to their employer is
just as strong as it
would have been if
they were hired on a
permanent basis
how
to build an
how
to build an
prepare your organization for change
First, analyze your needs. Four in ten employers agree that by 2025, they will need to better leverage data and analytics to determine their most effective, cost effective staffing mix. Almost half of organizations think data and analytics help them recruit and hire talent more effectively, appropriately mix non-traditional and traditional workers, and drive talent efficiency. So make sure you know what you need and how to use your data; this is how you increase efficiency.
Create a simple, easy-to-access hiring process to reduce administration and operational costs (reasons often mentioned for not using
non-permanent workers). By doing so, you’ll reduce risk by ensuring worker classification/ compliance issues are clear.
Review on-boarding. Thorough integration into the company is crucial to ensure deep understanding of company culture and avoid the lack of engagement many employers fear. To further increase employee engagement, use technology wisely. The majority of employees, especially in IT and accounting/finance, feel more engaged by their company’s effective use of online/digital technologies. It’s beneficial to use what you already have.
support and encourage engagement
Employees are increasingly knowledgeable about non-traditional ways of working; many are themselves part of a flexible workforce or know someone who is. More than a third of employees are considering variable work arrangements outside of traditional full-time employment as a response to current market trends. Almost half of employees see themselves as being more open-minded about their participation in non-traditional work in the future. Doing so makes them more employable in a future where it’s anticipated most employers will hire non-traditional workers. It positions them to reap the benefits of flexible work.
work with a staffing recruitment partner
Eight in ten employers agree that in order to build an agile workforce, their organization will need to rely on staffing/recruitment partners to provide direction and guidance, as well as greater access to skilled passive and active candidates. Those employers also believe that reliance on staffing and recruiting partners will increase by 2025, indicating an expanding role for these partners in industry, particularly when it comes to recruiting freelance workers.
According to our research, many organizations find working with a staffing/recruitment partner offers better access to in-demand, skilled workers as needed, as well as efficient administrative/cost management of an agile workforce. Furthermore, they believe engaging non-traditional workers through a staffing partner speeds up the hiring process to secure workers as needed, more quickly.
But some workers still resist change. Employees not currently part of a flexible workforce don’t anticipate considering such a role in the near future. Many workers still prefer the stability of a permanent job to a non-traditional contract. Four in ten workers polled chose to work non-traditionally. For the remainder, it was the only way to remain with their current employer, it was the best option available at the time or their role was changed from full-time to flexible. The challenge for employees is accepting that the paradigm of how work is performed has shifted; the chasm will only grow wider for those workers who don’t embrace the change and find a way to thrive within the new normal. Employers can help by encouraging these workers and creating opportunities and environments that positively reflect the new model of work.
recommendations for building
an agile workforce
offer competitive benefits
Flexible work may not provide the stability, job security and compensation some workers crave; to compensate for that and to attract talented, skilled workers, offer benefits and advantages tailored to non-payroll employees.
create opportunities for growth
Employees who wouldn’t consider non-traditional work think career advancement and benefits are better when working on a permanent basis. This is interesting; our research indicates the advantages to non-traditional workers include opportunities for higher income, growth and career development, stronger and wider networking, control over the work they choose to do and better
work/life balance.
make part-time or consultant
work available to older workers
Instead of watching your knowledge and skills base retire, offer older workers the opportunity to work non-traditionally. More than half of temporary workers say they’re likely to keep working as a non-traditional worker instead of retiring.
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prepare referral programs
Those who work in non-permanent roles are highly likely to refer people they know for similar roles; almost three quarters say they’d refer a relative or friend as a temporary contract worker. The consideration for non-traditional worker roles is significantly higher among employees who already work in a temporary/contractor/consultant/ freelance capacity than among those who don’t. In other words, these workers are convinced of the benefits ofbe open to flexible work
arrangements
Most employees agree that non-permanent work allows for a more flexible approach and that advancements in technology and mobility make it easier to work as a temporary or contract worker. Eight in ten employees say a potential employer is attractive if they allow you to work where and when you want - an opinion consistent among permanent and non-permanent employees.
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6
adapt your recruitment approach
depending on your industry
champion change
Options for business sustainability and growth are growing increasingly limited. Now, and going forward, the new modifier is change. Organizational and staffing agility are the new differentiators. Workforce agility is the line drawn in the sand between forward thinking organizations that embrace the concept and those that don’t. These are the organizations that may well find themselves dragged grudgingly into the newly redefined world of work or left behind entirely.
As a business leader, you determine on which side of the line your organization lands. Champion the changes workforce agility will bring to your business and enjoy its benefits and potential for growth.
about the study
The Workforce 2025 study was conducted by Research Now on behalf of Randstad Canada between July 27th, 2016 and August 29th, 2016. A total of 1,799 surveys were completed online, including a total of 1,295 surveys among employees and 504 surveys among employers.
The sample for this study targeted employed Canadians. Statistical margins of error are not applicable to online polls, however an unweighted probability sample of this size, with a 100% response rate, would have an estimated margin of error of ± 2.6 percentage points, 19 times out of 20, had the entire population of employed adults in Canada been polled. For the population of employees, the credibility interval is +/- 3.1 percentage points; for the population of employers, the credibility interval is +/- 5.0 points.
