EDITOR’S NOTE: This is the last article in a 4-part series sponsored by Unit4. The series outlines a new approach to talent strategy for people-centric organizations. This final post looks at why and how employers should rethink job design.
As we close this series about how employers can reinvent their talent strategy for the future of work, we turn our attention to one of the most important ways to attract and engage the people your organization needs to succeed. Namely, we’re looking at why this is the right time to revisit your approach to job design.
For most of the past 100 years, employers have used the same techniques to scope job vacancies, write job descriptions, and hire employees to fill roles. But these classic job design methods aren’t particularly efficient or effective.
In fact, only about 50% of interviewed candidates who receive a job offer actually become employees. Plus, the talent acquisition process, itself, is expensive. This means the perceived cost of a “bad hire” is so steep that decision-makers often become paralyzed. And that inaction forces organizations to offset costs by relying too heavily on long tenure.
It’s not an ideal solution by any measure. But focusing on the 4th talent strategy pillar can help you address these issues. How? Read on…
Reworking Job Design: Where to Start
Employers can no longer afford to ignore the need to address ever-changing talent rosters. Average employee tenure is decreasing, even as demand for future-ready skills is increasing. This means leaders must fundamentally rethink the way they structure jobs.
Here’s a good starting point: Design new roles based on the assumption that whomever your hire will stay onboard for 2-4 years. Then work backward from there.
In this game plan, onboarding and robust initial training are especially important, so you can ensure faster time-to-value from new hires. In addition, jobs designed with shorter tenure in mind will benefit from being supported by onboarding and “bedding in” processes that are much more tightly controlled.
This means that skills mapping, employee learning, and professional development will need to become a more prominent part of the HR function, along with talent pipeline development. It also means that the skills you expect to develop in employees should become central to the benefits you offer candidates.
Reframe Benefits for Shorter Job Cycles
In addition to packaging skills as benefits, you’ll need to reorient benefits so they’re compatible with shorter terms of service. Rewards for time-in-role or time with the company are relics that don’t make sense in today’s workplace. They need to be replaced.
For better results, focus on performance-based incentives for contributions to specific projects and programs with more clearly defined targets and expectations.
What Does This Look Like? An Example
One way to illustrate this new approach to job design is through the rise of the contractor. This increasingly popular option is a way to tap into skilled talent on a temporary basis. It helps employers find and deploy people more quickly, while simultaneously reducing operational overhead and risk.
At the same time, contractors benefit from more options in today’s predominantly hybrid working environment. They also benefit from a faster learning curve that comes from working on a more diverse portfolio of projects over time.
Reliance on contractors has increased dramatically—but not at the same rate in every region. For example, in the U.K., contractor usage has grown by about a third since the 2008 financial crash. By comparison, in the U.S., it has surged by the same proportion since only 2020.
Nevertheless, the shift to a contingent workforce shows no sign of diminishing. And many organizations still struggle to find permanent employees in today’s tight labor market. So the advantages of hiring contractors make project-oriented hiring a highly attractive option.
Repackaging Jobs to Attract Top Talent
In your job descriptions, do you still use this kind of phrase?
“The successful candidate must be willing to…”
If so, prepare to leave that kind of thinking behind. Instead, think in terms of asking this question:
“How do you want to work for us?”
In other words, you’ll need to let new hires determine some of the terms of their engagement with you. This makes sense because it encourages deeper ownership of the role’s success. Besides, if you’re designing jobs around shorter “tours of duty” with specific goals and objectives, why not configure these positions so they can be performed on a contract or project basis?
This model offers multiple benefits:
- You can more accurately assess jobs and redefine them so they deliver the most value to your organization.
- You’ll be better prepared to tap into a much larger talent pool. (After all, the huge increase in today’s contractors is coming from somewhere. That “somewhere” is the rapidly growing segment of the working population currently seeking greater flexibility in how they market and sell their skills.)
Where to Find Help
This blog series may be over, but your job restructuring journey is just beginning. For an in-depth view of our insights into this and other future-minded strategies for people-centered organizations, download our white paper:
Also, as you consider technologies needed as the backbone of a reimagined talent strategy, we invite you to take a closer look at our ERP and HCM suite of solutions. These advanced platforms can provide the advantage your business needs to stay at the forefront in the future of work.
For example, you’ll be better equipped to:
- Audit and map workforce skills
- Target and deliver timely, relevant learning and development programs
- Take the pulse of workforce engagement
- Increase pay equity and transparency
- Provide people with seamless connections to colleagues and resources in hybrid work settings.
In combination, these capabilities can help you build sustainable business value, going forward. To learn more about how Unit4 solutions can make a difference for your organization, book a demo here.
For other articles in this series, check the following links:
Part 2: Commit to Careers
Part 3: Engage in the Employee