Leaders may manage changes brought about by technological, economic and social forces more effectively with the aid of workforce ecosystems.
Today, when you ask leaders how they characterize their workforces, you will almost always get a response along the lines of, “Oh, that has become a really intriguing subject, and even more recently.”
In today’s workforces, there are more people than just regular employees; there are also independent contractors, gig workers, professionals, application developers, crowdsource contributors, and more.
Nowadays, it is essential for businesses to effectively manage a workforce made up of both external and internal players in a way that is consistent with their values and connected with their strategic goals.
Legacy management techniques, on the other hand, continue to be based on an outmoded employee-focused perspective of the workforce, which holds that it comprises paid workers completing tasks along linear career pathways to add value to their firm.
In our 2020- 2021 worldwide survey of 5,118 managers, more than 75% of respondents said that they now think of their work-forces in terms of both workers and non-employees. The growth in the combination, importance, and number of various work arrangements has emerged as a crucial element in how to work is accomplished within (and for) the organization.
Many businesses are currently experimenting with different methods of managing all different types of employees. The commercial landscape has seen the emergence of numerous innovative management techniques.
Even so, there aren’t many, if any, best practices for managing this dispersed, varied workforce that spans external and internal boundaries in a strategic and operational manner. Leaders looking for an integrated strategy to manage a fragmented workforce are let down.
We argue that seeing these changes and related activities through the perspective of worker ecosystems is the most effective method to conceive and address them. We refer to a worker ecosystem as a framework made up of interconnected players from within and outside the firm who strive to further both individualized and group objectives.
Beyond attempting to harmonize the disparate management techniques now centred around employees and non-employees, managing a workforce ecosystem entails more. It’s a novel approach to a novel issue that necessitates a novel resolution.
Our analysis is based on two years of study, which included two global executive surveys, leader interviews, and academic expert interviews. This short article introduces the idea of worker ecosystems and explores how it may prompt managers to reconsider how they tie their labour strategy to their company strategy.
Four justifications for emphasizing the workforce ecosystem
- A Rethinking of Remuneration and Reward Practices
Workforce ecosystems push managers to abandon traditional pay scales and employee-only benefits in favour of compensation based on assistance, skill development, adaptability, and potential. This strategy may make some benefits more accessible to non-employees and provide more equitable pay structures.
- Performance Management Practices’ Evolution
Workforce ecosystems allow managers to concentrate on ongoing goal-setting and feedback that enhances performance and presents opportunities for both external and internal contributors to grow rather than on annual reviews for employees.
- A New Way to Training
The entire workforce ecosystem will not benefit from training that is confined to internal groups and is only loosely based on job requirements. Instead, L&D should match organizational future demands and shifting business strategies with skills, competencies, and competencies. This strategy encourages all workers to drive learning through society and knowledge-sharing
- A Redesigned Organizational Structure.
Efficiency suffers and the structure only benefits some workers when silos between internal and external workers continue to exist and communication channels are created with just internal workers in mind.
Workforce ecosystems assist managers in rethinking the structure of a company to enable effective organisation around teams, projects, and networks as well as to guarantee that all employees are taken into consideration in terms of communication layers, reporting, and decision rights.
Implementing a workforce ecosystem strategy will have a tremendous impact on businesses as whole and many areas, such as organizational governance, leadership and culture, diversity, equity, inclusion, and strategy. It presents some provocative challenges to the existing quo in each of these areas.
As an illustration, a business often creates its business plan before hiring the personnel necessary to implement it. Yet, by employing a workforce ecosystem method, a business may be motivated to investigate novel and unconventional ideas by the vast range of contributors it can access.
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