The personnel policies of companies around the world increasingly rely on technology to fill labor shortages, with almost 60% of them estimating an increase in the use of artificial intelligence (AI), robots or chatbots , while 37% anticipate more intense collaboration with mobile application developers and providers in the next two years, according to the study Orchestrating Workforce Ecosystems, conducted by Deloitte and MIT Sloan Management Review.
In addition, most companies consider it beneficial to organize their workforce as an ecosystem, defined as a structure supported by both internal and external collaborators, among whom multiple relationships of interdependence and complementarity are established, in order to generate added value for the organization. .
Almost all companies participating in the study (93%) say that so-called “external employees”, such as service providers, management consultants or communication agencies, fixed-term or project-based employees, including developers and suppliers of technological solutions, they are already part of the organization. On the other hand, however, only 30% of companies are prepared to manage a mixed workforce structure.
The main reasons for the decision to resort to external labor are the desire to reduce costs (62%), the intention to migrate to a work-on-demand model based on a variable template scheme (41%) or the need to attract more employees with basic skills (40%).
“The results of the study indicate that the workforce can no longer be strictly defined in terms of permanent, full-time employees. The need for flexibility, increasingly evident of late, amid events that have disrupted the global economy, such as the COVID-19 pandemic or the war in Ukraine, has led companies to look for ways to incorporate other people into the workforce. solutions, especially in markets where it is deficient But employers who want to go further in this direction must ensure that they comply with the applicable labor laws in their jurisdiction, which, depending on the case, can be more permissive or more restrictive. In the particular case of Europe, new trends in the field of workforce orchestration within a company still require attention and consideration, as the legal framework has yet to catch up with the challenges posed by these new trends. practices,” said Raluca Bontas, Partner, Global Services for Employers, Deloitte Romania.
Almost half of the companies (49%) consider that the optimal personnel structure should include both internal and external collaborators, as long as the first category predominates. At the same time, 74% of managers surveyed believe that effective management of external collaborators is critical to the success of their organization.
At the same time, 89% are convinced that it is important for the external workforce to integrate with the internal one, in order to create high-performance teams. On the other hand, 83% consider that the two categories have different expectations that require different offers in terms of benefits, rewards or flexibility in the way they work.
Responsibility for workforce strategy rests with the entire senior management team, primarily the CEO (45% of respondents) and the HR director (41%), but also the COO, CFO, director of strategy and legal, according to the study.
The Orchestrating Workforce Ecosystems study was conducted by Deloitte and MIT Sloan Management Review among more than 4,000 respondents, executives working in 29 industries, from 129 countries on all continents.