Innovative Strategies for Workforce Restructuring

🛑 Stop Filling Roles. Start Building a Workforce. Traditional workforce planning is broken. It’s reactive. Transactional. And painfully slow in a world where business moves fast and skills expire faster. As I shared on a recent Human Capital Institute webinar, along with Karen Guzicki, Binderya Enkhbold, and Terri Gallagher, the organizations that will thrive in the future aren’t just hiring — they’re designing their workforce with intention. To do this, I recommend using a Build, Buy, Borrow, Bridge model for workforce planning: 🔹 Build – Upskill and reskill existing talent 🔹 Buy – Hire externally for niche expertise or leadership gaps 🔹 Borrow – Use freelancers, contractors, or gig workers for agility 🔹 Bridge – Enable lateral moves or project-based work to develop internal capacity This framework isn’t about headcount. It’s about capability. And it’s not about reacting to attrition — it’s about enabling movement and growth. Here’s the shift in approach that I believe HR must lead: * Stop waiting for a requisition. Start modeling what your workforce should look like. Now. * Shift the focus from "How fast can we hire?" to "How effectively can we build the capability we need for the future?" * Make workforce planning a continuous, strategic process, not a once-a-year activity. ❇️ HR, you're not a business partner anymore. You're workforce architects. If you'd like to listen to the HCI webcast - Future-Proofing Talent Pipelines: Redefining Succession Planning in a Dynamic Workforce - I'll share a link in the comments below. Also, if you want to contribute to a timely study on how orgs are shifting their workforce strategies, Kyle Lagunas and Erika O. at Aptitude Research are currently fielding a survey. I’ll drop the link to participate in the survey in the comments as well.

Board members may have more options than you think in managing the AI-driven workforce disruption In the boardroom, we often view workforce restructuring through the lens of risk mitigation and cost-cutting. But as AI reshapes the enterprise, the traditional "offboarding" model is becoming a missed strategic opportunity. Instead of abrupt exits, forward-thinking organizations are building "ramps." This involves creating pathways for departing talent—alumni, freelancers, or retirees—to remain part of the company's extended ecosystem. For the board, this isn't just "being nice"; it’s about maintaining access to critical institutional knowledge and maintaining brand reputation during periods of high volatility. For Board Members and C-Suite leaders, here are three examples of companies that demonstrate there are alternative pathways to turn disruption into advantage: 1. BMW Group’s Senior Experts Program invited retired engineers back for part-time, project-based roles. These experts addressed technical challenges and mentored younger colleagues, preventing brain drain and ensuring vital knowledge transfer as the company navigated generational shifts. 2. HR software startup Lattice invests US$100,000 into startups founded by qualified alumni. By taking equity, Lattice transforms departures into long-term strategic upside, cultivating a pipeline of future partners, customers, and collaborators. 3. IBM’s Transition to Teaching program retrained employees as science, technology, engineering, and mathematics educators with tuition support and flexible part-time work arrangements. This ramp met a critical social need while strengthening IBM’s credibility and community connection. How do we move beyond measuring "feel good" sentiment and start measuring value? For boards, this means tracking: 🟢 Reputation Lift: How do our talent transitions impact our brand favorability? 🟢 Innovation Yield: Are we leveraging our alumni network for new ventures or IP licensing to generate new sources of revenue? 🟢 Employee Engagement: How are we keeping employees motivated through difficult transitions? The Bottom Line: The AI-driven workforce transition is not a passing trend—it is a structural shift that will likely redefine competitive advantage. Our role at the board level is to ensure the organization isn't just reactive to disruption, but is architecting a system where talent—both internal and external—remains an appreciative asset. Are you discussing "workforce ecosystems" in your committee meetings yet? It might be the most important strategic pivot of the year. Read the full insight in the link in the comments. #BoardGovernance #AILayoffs #AILeadership #StrategicPlanning #DeloitteInsights

Accounting firms are facing an exodus of experienced partners, and we’re missing the mark on how to solve it. The reason is clear: we’re getting old. There’s an aging population of boomers retiring. The problem is, the next generation of skilled talent isn’t eager to replace them. Why? ➡ Young people have very different motivations They want short-term rewards. The road to partner is long and so is the payout. We’ve seen this in our organization. Our future leaders would much prefer a shorter-term equity award vs. long-term incentives. Firm leaders should look towards a “Great Restructuring.” Here are 7 strategies that we’re implementing. 1️⃣ A new value proposition to talent Waiting 12+ years to become a partner isn’t cutting it anymore. We need to design new, rewarding career paths that allow our teams to thrive. As we focus more on solving our client's complex, tech-enabled challenges (while automating and offshoring low-value services), we create roles that are aligned with their motivations. 2️⃣ Train and reinvest in people Accounting firms are now competing with tech giants like Google and Amazon for talent. Robust reinvestment in our people is essential, particularly in technology and digital transformation skills. Don’t skimp on your training budgets if you really want to grow. 3️⃣ Rethink KPIs and performance metrics The days of valuing only individual billable hours are over. Let’s redefine success by prioritizing team-based achievements, client satisfaction and innovative solutions. 4️⃣ Reimagine office space Workplaces should inspire collaboration, not reinforce silos. Offering flexible work arrangements and hybrid models with spaces that are both productive and socially engaging. 5️⃣ Rethink compensation We must offer short-term incentives. Consider short-vesting equity options, performance bonuses, and the like that align rewards with immediate contributions, not just long-term tenure. 6️⃣ Explore alternative firm structures What would a model look like without traditional partnerships? CBIZ, for example, operates with a corporate-style structure that might hold clues for the future. By experimenting with alternative ownership models, we could create roles that offer equity and influence without requiring the traditional partner track. 7️⃣ Foster new leadership mindsets A restructuring of this scale demands bold, creative leadership. It starts with adopting a new mindset about how work gets done. Leaders must embrace innovation, question legacy systems, and challenge traditional hierarchies to build a model that works for the future. ➡ My question to the young leaders amongst us. What motivates you? ➡ My question to firm leadership. How does the industry need to change?

Remote. Hybrid. RTO. Async. The headlines change, but the challenge remains: 𝐇𝐨𝐰 𝐚𝐫𝐞 𝐭𝐡𝐞𝐬𝐞 𝐜𝐡𝐨𝐢𝐜𝐞𝐬 𝐫𝐞𝐚𝐥𝐥𝐲 𝐬𝐡𝐚𝐩𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧? At Included, we’ve analyzed over two years of workforce data—spanning industries and operating models. The findings are clear: workplace strategies have deep, measurable impact on: → Leave of absence trends → Attrition risk and burnout signals → Productivity fluctuations → Performance by role and cohort → Overall organizational health One client’s hybrid model was unraveling mid-year—engagement dropped, burnout spiked. But because they were tracking 𝐫𝐞𝐚𝐥-𝐭𝐢𝐦𝐞 𝐬𝐞𝐧𝐭𝐢𝐦𝐞𝐧𝐭, 𝐰𝐨𝐫𝐤𝐥𝐨𝐚𝐝 𝐝𝐢𝐬𝐭𝐫𝐢𝐛𝐮𝐭𝐢𝐨𝐧, 𝐚𝐧𝐝 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 𝐩𝐚𝐭𝐭𝐞𝐫𝐧𝐬, they caught the signals early. Within weeks, they pivoted: ✔ Restructured teams ✔ Up-skilled managers with targeted coaching ✔ Recalibrated KPIs based on workflow insights By Q3, attrition was down 19%. Productivity rebounded. 𝐖𝐡𝐚𝐭 𝐬𝐚𝐯𝐞𝐝 𝐭𝐡𝐞𝐦 𝐰𝐚𝐬𝐧’𝐭 𝐚 𝐬𝐭𝐚𝐭𝐢𝐜 𝐩𝐨𝐥𝐢𝐜𝐲. It was AI-fueled visibility—and the willingness to act on it. In a world where the “future of work” changes monthly, static dashboards won’t cut it. Dynamic, adaptive insight is the only way forward. #chro #hr #datainsights #dataanalytics

Expanding the U.S. workforce in emerging technology is a pressing challenge. How can we build new talent pipelines for critical industries like biotechnology and AI? CSET’s recent report, "Biotech Manufacturing Apprenticeships: A Case Study in Workforce Innovation," by Luke Koslosky, Steph Batalis, and Veronica Jade Kinoshita, explores a promising solution. By examining the North Carolina Life Sciences Apprenticeship Consortium (NCLSAC), the report offers a practical guide for organizations looking to develop their own programs. A few policy takeaways from the report that caught my eye included: 1️⃣ Provide sustainable funding for the infrastructure that apprenticeship programs rely on, such as regional workforce hubs, technical education programs, and pre-apprenticeship training. 2️⃣ Support regular, regional labor market studies and ensure timely access to data on skills gaps and hiring needs to help target training efforts effectively. 3️⃣ Increase federal and state funding for the startup and long-term costs of apprenticeship programs, including support services for apprentices like stipends and child care — flexible funding is helpful! 4️⃣ Support recruitment initiatives that build awareness and reduce barriers to entry, especially for engaging new and historically underserved communities in the industry. 5️⃣ Create or strengthen regional groups that bring together employers, education providers, and government partners to align their efforts and goals. For organizations in any emerging tech field considering this model, our new report provides guiding questions to start the process: ❓What are your current workforce gaps in terms of roles and numbers, and what specific skills are most in demand? ❓What type of apprenticeship model—employer-sponsored, an intermediary partnership, or a consortium—best suits your organization's needs and resources? Learn more and see how this model could apply to your industry: ➡️ Read the full report: https://lnkd.in/ekcTD7GY ➡️ For industry & workforce developers, see our guiding questions: https://lnkd.in/e3rAhtQV ➡️ For policymakers, check out the "Policy Takeaways": https://lnkd.in/eiNx2qfD

Everyone’s talking about the workforce development crisis... But beyond a few recruitment campaigns, real change is rare. What if we took a systems-thinking approach instead? To save the industry and build a truly competitive future workforce, we must focus on these three Rs: 𝟭. 𝗥𝗲𝗱𝗲𝘀𝗶𝗴𝗻  Time for a blank slate. We need to rethink how we design and build projects. Instead of lamenting the lack of skilled labor, let's reduce the need for it. • Embrace 3D printing • Invest in prefabrication • Explore robotics and cutting-edge solutions Example: In Sweden, most electrical wiring runs in open trays, even high-voltage. No conduit needed. Efficient, practical, and cost-effective. 𝟮. 𝗥𝗲𝗰𝗿𝘂𝗶𝘁  Start early, target smartly. Follow the lead of the ACE Mentoring Program—reach out to high school students. Show them the magic of creating something from nothing. Key targets: • Women and minorities • Veterans and underrepresented groups   Imagine if every construction project offered school tours to inspire the next generation! 𝟯. 𝗥𝗲𝘁𝗮𝗶𝗻  Offer more than a job; offer a future. • Healthcare and PTO for all workers • Training and professional development • Genuine care for their well-being Show them the bigger picture: They’re building schools, hospitals, homes, and entertainment venues that transform lives. 𝗕𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲: Redesign. Recruit. Retain. These aren't just strategies—they're imperatives. If we commit to these three Rs, we won’t just fill jobs. We’ll build an industry that people want to join—and stay in. Agree or disagree? Share your thoughts below #workforcedevelopment #futureofwork #skilledlabor #industryinnovation #eedesignRecruitRetain #constructionindustry #careeropportunities #workforcecrisis #innovatetolead Brent Darnell

Rethinking Workforce Solutions with Diagnostic Design Thinking In today’s complex work environment, leaders must embrace innovative approaches to address workforce challenges. Diagnostic Design Thinking (DDT) is a powerful method that ensures the RETHINK process—a framework that encourages leaders to challenge assumptions, explore new possibilities, and design impactful solutions. By integrating DDT with SHRM's BEAM framework (Belonging Enhanced by Access through Merit), organizations can align culture, talent strategies, and innovation to drive meaningful outcomes. DDT begins by identifying the right problem at the right time, using data-driven insights to uncover root causes rather than addressing surface-level symptoms. This strategic approach ensures that solutions enhance belonging, equity, and engagement in alignment with BEAM principles. For example, applying DDT in talent development may reveal that a lack of mentorship—not skill gaps—is driving turnover. By diagnosing the true challenge, organizations can design targeted mentorship programs that foster inclusion and career growth. By combining the RETHINK process with DDT and BEAM, leaders can create agile, inclusive workplaces where employees thrive. The result? Better decision-making, stronger retention, and sustainable success. Key takeaway: Diagnostic Design Thinking empowers organizations to shift from reactive problem-solving to proactive innovation—unlocking solutions that align with SHRM’s BEAM framework and future-focused leadership.

𝗧𝗵𝗲 𝗡𝗲𝘄 𝗘𝗿𝗮 𝗼𝗳 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴: 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝗶𝗻𝗴 𝘁𝗵𝗲 𝟲𝗕 𝗠𝗼𝗱𝗲𝗹 🚀 At AD Ports Group, we are pioneering the 6B approach — an integrated way of planning for capability, capacity, agility, and AI-driven productivity. Every year, organisations ask the same questions: 🔹 “How do we recruit X number of people next year?” 🔹 “How do we know we actually need this many FTEs?” 🔹 “How do we balance growth with efficiency-without restructuring or layoffs?” Traditional workforce planning answered these with headcount and hiring plans. But today’s world demands something far more dynamic. 𝗪𝗵𝘆? 𝗕𝗲𝗰𝗮𝘂𝘀𝗲 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗶𝘀 𝗻𝗼𝘁 𝗮𝗯𝗼𝘂𝘁 𝗻𝘂𝗺𝗯𝗲𝗿𝘀. 𝗜𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀, 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼𝘀, 𝗮𝗻𝗱 𝗵𝗼𝘄 𝘁𝗮𝗹𝗲𝗻𝘁 𝗶𝘀 𝗱𝗲𝗽𝗹𝗼𝘆𝗲𝗱. For decades we relied on the classic 3B model — Build, Buy, Borrow. But with AI reshaping work, the model has evolved. With 6B planning, we don’t start with “How many people do we need?” We start with: ✔ 𝘞𝘩𝘢𝘵 𝘸𝘰𝘳𝘬 𝘪𝘴 𝘤𝘩𝘢𝘯𝘨𝘪𝘯𝘨? ✔ 𝘞𝘩𝘢𝘵 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴 𝘸𝘪𝘭𝘭 𝘮𝘢𝘵𝘵𝘦𝘳? ✔ 𝘞𝘩𝘢𝘵 𝘤𝘢𝘯 𝘣𝘦 𝘢𝘶𝘵𝘰𝘮𝘢𝘵𝘦𝘥? ✔ 𝘞𝘩𝘦𝘳𝘦 𝘴𝘩𝘰𝘶𝘭𝘥 𝘸𝘦 𝘪𝘯𝘷𝘦𝘴𝘵 𝘪𝘯 𝘰𝘶𝘳 𝘰𝘸𝘯 𝘱𝘦𝘰𝘱𝘭𝘦? ✔ 𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘣𝘪𝘭𝘪𝘵𝘺 𝘢𝘤𝘳𝘰𝘴𝘴 𝘵𝘩𝘦 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯? This is how workforce planning becomes a strategic differentiator—not an administrative exercise. At AD Ports Group, we are pioneering this 6B planning approach—combining org analytics, scenario modelling, AI insights, and capability forecasting to build a truly future-ready workforce. How the Talent Mix Is Evolving (Illustrative Example) When you apply 6B planning to a large organisation, something interesting happens:   1. Build: ~35% of next year’s workforce needs can be met by developing internal talent.   2. Buy: Only 20% requires hiring from the market.   3. Borrow: 10–12% can be filled via short-term, project-based or contingent workers.   4. Bind: 15% of roles need strategic retention or accelerated career pathways.   5. Bounce: ~8% of current roles shift, redesign, or redeploy due to changing demand.   6. Bot: 10–12% of activities can be automated or AI-augmented — reducing the need for additional FTEs. Together, this reshapes workforce strategy, cost, and capability 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝗮𝘁 𝗺𝗼𝗱𝗲𝗿𝗻 𝘄𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲. 𝗡𝗼𝘁 𝗵𝗲𝗮𝗱𝗰𝗼𝘂𝗻𝘁. 𝗡𝗼𝘁 𝘀𝗽𝗿𝗲𝗮𝗱𝘀𝗵𝗲𝗲𝘁𝘀. But a dynamic, assumption-driven model that protects both people and performance.