Blog Archives

Having a trained and ready “bench” of future leaders — to fill key roles as employees move on or retire from your organization — is certainly an easy goal to get behind. Alas, it’s not always an easy goal to achieve. HR and recruiting teams are busy often too busy to turn their attention inward, and succession planning, done right, can be complex and time-consuming. Not to mention, more urgent matters can frequently push succession planning down the priority list. It’s a precarious position to be in — but it’s not uncommon.

In recent years, the so-called gig economy has effectively gone from emerging trend to the way much of work … works. Many people think of Uber drivers, TaskRabbit “Taskers”, and the like when they think of the gig economy; a broader definition includes the practice of businesses increasingly utilizing contractors, freelancers, and independent consultants. It also includes the changing goals and preferences of today’s workers — freedom, variety, a wide set of experiences — that lead them to seek gig-based careers. It’s this broader definition we’re working from in this post.

People planning can be an overwhelming responsibility no matter the size of your organization. Yet for enterprises and their vast workforces, it’s a massive undertaking. How can you be strategic, smart, and agile when there are so many (big!) moving parts? It can seem impossible to stay updated and ready for action on individual and team skill gaps, changing business priorities, and future talent needs.