- Business Models – will need to be aligned to overall business strategy, identifying those parts of the business which require greater agility and make sure the mechanisms are in place to allow this to happen
- Decision making– there will be greater speed in the decision making process, whilst retaining governance and managing associated risks. The number of people involved in decisions will be significantly reduced, showing more trust and autonomy in your people
- Data driven – with much better access to and knowledge of their people analytics data, agile organisations will make data-driven rather than subjective decisions.
- Talent Drivers – the workforce will be incentivised differently – there will be a stronger focus on values, flexibility, innovation, empowerment and challenge
- Operating Model – the majority of the workforce will no longer be a consistent overhead. There will be a lean core operating establishment consisting of Executives, Senior Managers, Graduates and Apprentices. The workforce will be a transient concept as specialist capabilities are procured at short term notice for a fixed period.
- Resourcing – the links between strategic workforce planning, resource management and recruitment will be key in effectively resourcing an organisation with people with the right skills, in the right place and at the right time
- Psychological contract – individuals will be driven by a ‘deal’ that centres around organisations providing a breadth of experience to build the capabilities that will expand their reach in the workplace
- Capabilities – wide ranging capabilities and the ability to apply them creatively across a variety of tasks will be rewarded by increased opportunities, access to the most powerful brands and ultimately increased utilisation and reward
- Ratings & recommendations – performance ‘on assignment’ will determine your public employment rating - thus influencing your attractiveness for future projects. Ratings and recommendations will be the new currency, replacing the traditional CV