Workforce Planning Insights

𝐒𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬. 𝐎𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐭 𝐛𝐲 𝐚𝐠𝐞—𝐛𝐮𝐭 𝐛𝐲 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. I believed leadership meant setting direction and ensuring alignment. But over time—I’ve come to see that real leadership isn’t just about strategy. It’s about 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯. That truth has never been more relevant than it is today. For the first time in modern history, 𝐬𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐨𝐞𝐱𝐢𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. It’s a leadership challenge few of us were trained for. 🔹 𝐒𝐢𝐥𝐞𝐧𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 (pre-1946): Still serving on boards; shaped by duty and discipline. 🔹 𝐁𝐚𝐛𝐲 𝐁𝐨𝐨𝐦𝐞𝐫𝐬 (1946–1964): ~12% of today’s workforce; value stability, loyalty, and legacy. 🔹 𝐆𝐞𝐧 𝐗 (1965–1980): ~27%; independent, pragmatic, delivery-focused. 🔹 𝐌𝐢𝐥𝐥𝐞𝐧𝐧𝐢𝐚𝐥𝐬 (1981–1996): ~34%; purpose-driven, collaborative, growth-oriented. 🔹 𝐆𝐞𝐧 𝐙 (1997–2012): ~27%; inclusive, tech-native, values transparency. 🔹 𝐆𝐞𝐧 𝐀𝐥𝐩𝐡𝐚 (post-2012): The emerging workforce—digital-first, fast-learning, entrepreneurial. These differences show up in how we work: → Senior leaders value hierarchy; Gen Z favors flat structures. → Boomers seek recognition; Gen X wants autonomy; Millennials want meaning; Gen Z asks, “𝘞𝘩𝘺?” → Gen Alpha? They're learning, building, and questioning earlier than ever. What feels like friction is often just generational dissonance. In a recent HBR piece, put it well: “𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢 𝘮𝘶𝘭𝘵𝘪𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦 𝘶𝘯𝘭𝘦𝘴𝘴 𝘺𝘰𝘶 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦𝘴 𝘵𝘩𝘦𝘮.” That’s the shift we need as leaders: From uniformity → to personalization From authority → to empathy From legacy leadership → to 𝘭𝘪𝘷𝘪𝘯𝘨 leadership I now ask myself not just, “Am I leading well?” but “Am I leading 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘭𝘺?” Because when we adapt our style—not our standards—we help every generation contribute at their best. Great leadership today means adapting with intention and embracing what makes each generation thrive. 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭: Connecting individual roles to a broader organizational mission fosters engagement across all generations. 𝐂𝐮𝐬𝐭𝐨𝐦𝐢𝐳𝐞𝐝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Recognize and adapt to the preferred communication styles of each generation to enhance collaboration. 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤 𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬: Offering flexibility can address the diverse needs and expectations of a multigenerational team. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬: Promote a culture of lifelong learning to support professional development for all age groups. What shift have you made to better lead across generations? #HarveysLeadershipRhythms #ThoughtsWithHarvey #ExecutiveLeadership #TheLeadershipSignal #GenerationalLeadership #LeadershipReflections #LeadWithIntention #MultigenerationalWorkforce #LeadershipCue #Mentorship

The World Economic Forum has just released its Future of Jobs Report for the next five years. While much of the buzz has focused on the statistic that 40% of companies plan to reduce their workforce where AI can automate tasks, I believe a more critical takeaway is that 39% of workers’ existing skill sets will become outdated or need to transform over the next five years. The next five years aren’t about a jobs revolution as much as they are a skills revolution. What’s becoming increasingly clear is that skills—more than degrees—are now the priority in hiring decisions. It’s easier to predict which jobs will be automated than to identify the new ones AI will create. The workers who thrive in this era will be those who lean into AI tools, embrace change, and demonstrate adaptability, creativity, and resilience. Organizations, too, must recognize the value of investing in their current workforce. Simply trying to “hire their way” into the future is not a sustainable strategy in a rapidly evolving labor market. Upskilling programs and a focus on lifelong learning will be key to navigating this shift. Ultimately, the ability to learn, grow, and transform—whether for companies or workers—will define success in this new era.

Pointed statistics on the reskilling imperative. Leaders see substantial overcapacity in legacy roles due to AI, as well as dramatic AI skills shortages. The pace of the shift in workforce capabilities required means that organizational capacities for reskilling will be fundamental to success. Hiring will not be sufficient, not least due to the exceptional demand for relevant talent. Focusing on reskilling will be a massive enabler for attracting and retaining talent. I consistently argue that talent is becoming more - not less - important, and that this will be driven by explicit and implicit leadership attitudes. I'm very glad to see that "human-AI collaboration specialists" are specifically mentioned as being in demand. This points to the recognition that Humans + AI organizational redesign is critical. This is absolutely not just about changing the skills mix. It is about how human skills are applied and integrated with AI capabilities. I'm sure some will say that many of those who are in the "overcapacity" group are not able to be reskilled to develop the required AI skills. From a narrow view, not everyone will be readily able to shift into specific specialist roles. But if we look at the broader scope of the emerging high-value roles, the potential for reskilling is likely significantly higher than might be immediately evident. Work design and talent need to be reworked. Job roles, workforce planning structures, decision rights, accountability, training, reporting structures, and more need to evolve to enable more rapid shifts in developing and applying the skills required for the future organization.

"Should we hire or should we cut?" is a question I'm hearing often from small business owners right now, which is fair given the mixed economic signals. Some clients are seeing their best quarters ever. Others are watching pipelines thin out. Everyone seems to be asking, "How do we plan for what we can't predict?" This is where scenario planning becomes your survival tool; not just hoping for the best, but modeling the reality of different futures. Here's what we walk our clients through: 🌳 The Growth Scenario: For example, if revenue is expected to be up, we’re looking at potential team expansion and higher overhead. Looking at what that does for cash flow given the changes to expected expense changes. 🌱 The Steady Scenario: Where flat growth is expected and we plan to maintain current team, we’ll want to optimize margins and prepare for inevitable per team member increases. There will likely be some percentage increase YOY but we expect the core costs to stay the same. 🍃 The Contraction Scenario: On the other hand, if revenue is expected to go down, we want to look at strategic cuts that allow the team to run efficiently while preserving cash. For our clients, this is usually a mix of team, professional services, and travel. We also want to ensure that the resources kept are used efficiently. Each scenario gets its own financial mode where we map out cash flow, runway, and break-even points for 3, 6, and 12 months ahead. The command center for this? Fathom. We've been using Fathom since the beginning of Little Fish Accounting and it lets us build the scenarios in real-time with clients, showing exactly how each decision ripples through their financials. No more spreadsheet gymnastics or gut-feeling guesses. Ultimately, the founders who survive uncertainty aren't the ones with crystal balls—they're the ones with clear models and decisive action plans. And we're glad to be the builders 🧱

𝘛𝘩𝘦 𝘴𝘬𝘪𝘭𝘭𝘴 𝘨𝘢𝘱 𝘪𝘴 𝘢 𝘱𝘦𝘳𝘴𝘪𝘴𝘵𝘦𝘯𝘵 𝘢𝘯𝘥 𝘨𝘳𝘰𝘸𝘪𝘯𝘨 𝘤𝘩𝘢𝘭𝘭𝘦𝘯𝘨𝘦. While demand for talent remains high, the hiring rate has fallen sharply, and a shocking number of job openings remain unfilled even as the number of unemployed people is steadily rising. One major reason for these developments is a growing disconnect between the skills employers need and those job seekers have. To meet this challenge, we need to rethink how we approach talent development. Reskilling and upskilling are a necessity. Businesses can’t wait for the perfect candidate with the perfect skill set to show up—they need to invest in developing the skills of the workers they already have. How? There’s mentorship, training programs, and leveraging technology like AI. All these can ensure workers are equipped with the skills we need today and in the future. But it’s not just about developing one’s in-house talent. Employers must also be open to diversifying their approach to attracting external talent, including identifying and engaging with untapped talent pools—people who might not have followed traditional career paths but have the skills to thrive in the right environment. In an era characterized by rapid technological change, employers must take a proactive, forward-looking approach to investing in talent, offering the right opportunities for growth, and developing skills that align with tomorrow’s needs. Only through these efforts can we close the skills gap and build a future-ready workforce.

𝟲𝟱% 𝗼𝗳 𝗖𝗘𝗢𝘀 𝘄𝗶𝗹𝗹 𝘂𝘀𝗲 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝘁𝗼 𝗳𝗶𝗹𝗹 𝘀𝗸𝗶𝗹𝗹 𝗴𝗮𝗽𝘀. 𝗔𝗿𝗲 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱𝘆? Traditional hiring is broken. With 31% of the workforce needing retraining in the next 3 years, you can't solve tomorrow's skills crisis with yesterday's hiring playbook. 𝗧𝗵𝗲 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻? 𝗧𝗵𝗲 𝟰𝗕 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: 𝗕𝘂𝗶𝗹𝗱, 𝗕𝘂𝘆, 𝗕𝗼𝘁, 𝗕𝗼𝗿𝗿𝗼𝘄. 𝗧𝗵𝗲 𝟰𝗕 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗕𝗨𝗜𝗟𝗗 🏗️ - Upskill existing talent 𝗪𝗵𝗲𝗻: Skills learnable in 6-12 months 𝗕𝗲𝘀𝘁 𝗳𝗼𝗿: Core competencies, retention goals 𝗦𝘁𝗮𝘁: 47% of leaders prioritize upskilling as top workforce strategy 𝗕𝗨𝗬 💰 - Hire permanent talent 𝗪𝗵𝗲𝗻: Critical skills needed immediately 𝗕𝗲𝘀𝘁 𝗳𝗼𝗿: Leadership, specialized expertise 𝗪𝗮𝗿𝗻𝗶𝗻𝗴: Skills change fast - hire for adaptability 𝗕𝗢𝗧 🤖 - Deploy AI and automation 𝗪𝗵𝗲𝗻: Repetitive tasks, 24/7 needs 𝗕𝗲𝘀𝘁 𝗳𝗼𝗿: Customer service, data analysis 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: AI agents work autonomously AND with humans 𝗕𝗢𝗥𝗥𝗢𝗪 🤝 - Contractors/freelancers 𝗪𝗵𝗲𝗻: Short-term projects, flexibility needed 𝗕𝗲𝘀𝘁 𝗳𝗼𝗿: Testing capabilities, cost management 𝗔𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲: Rapid scaling up or down The smartest companies: • Combine all 4 strategies (don't pick just one) • Track capability delivery, not headcount • Start with high performers for BUILD initiatives If you are the CHRO, what is your workforce strategy? Share your thoughts in the comment. Follow Adeline Tiah for content on Future of Work and Leadership Check out my latest newsletter on the Future of Work.

Racists who resent immigrants often mistakenly believe immigrants take jobs, drain public resources, and disrupt social harmony. However, this perspective ignores that many immigrants take on low-paying, labour-intensive roles in essential industries like agriculture, healthcare, and construction, which locals often avoid, or where there is a skills gap. Immigrants are highly motivated individuals. Uprooting their lives and moving to a foreign country requires immense courage, resilience, and a strong desire for a better life. Once they arrive, they don’t sit idle; they take on multiple jobs, learn new languages, and navigate complex bureaucratic systems to build a stable future for their families. Immigrants seek opportunities and endure hardships to succeed. Their work ethic and perseverance lead to economic advancement, both for themselves and the wider community. 📈 1 in 7 UK companies is founded by immigrants, significantly contributing to job creation and economic growth. Without these, there would be fewer jobs and reduced economic activity. 👨🏽⚕ Immigrants make up about 13.8% of NHS staff and play essential roles in agriculture. Key sectors like healthcare, construction, and agriculture would face severe labour shortages without them. 💃🏽 Immigrants enrich the UK's cultural landscape with varied cuisines, festivals, and artistic traditions. Events like The Notting Hill Carnival enrich the cultural fabric. 💡 Immigrants drive innovation in technology and finance, bringing fresh ideas and expertise. Without this talent, the UK's competitive edge in the global market would diminish. 👵🏻 Immigrants help balance the demographic shift caused by an ageing population by filling essential roles and boosting economic productivity. Without them, the UK would face labour shortages, reduced economic growth, and a higher dependency ratio. 💷 Immigrants' tax contributions support pensions and social services. Without their input, these services would be jeopardised. 🛍 Immigrants revitalise declining neighbourhoods by opening businesses and establishing community centres. Without them, these areas would be less vibrant and cohesive. 🏡 Immigrants provide vital support in social care, working in care homes and home care services. Without them, the elderly care sector would face severe shortages, affecting older individuals' well-being. Racists who blame immigrants for their struggles often ignore their own lack of effort and systemic issues. They overlook that their problems stem from government policies and economic structures favouring the wealthy. Redirecting frustration towards demanding fair policies and holding the government accountable would be more effective than scapegoating immigrants. Blaming immigrants diverts attention from real issues. Instead of resentment, there should be collective efforts to improve conditions for both immigrants and locals. #NoToRacism #ImmigrationMatters #DEI

In 3 years, the most successful Australian companies will all have one thing in common: They built global talent pipelines early. Right now, most businesses are struggling just to fill today’s roles. But the ones who win long term are already preparing for tomorrow’s shortages. Here’s what’s coming: • 40% of Australia’s construction workforce will retire in the next decade • Healthcare demand is outpacing local graduates • Teacher shortages are worsening • Electricians and carpenters are booked months ahead • Migration is tightening • Demand is rising across all essential industries If you’re hiring only when you “need someone urgently,” you’re already behind. Top employers are now building: • Overseas talent pools • Sponsorship-ready pathways • Screening processes • Skills-testing frameworks • Long-term global hiring strategies This isn't recruitment. This is workforce survival planning. I’ve helped employers go from constant staff shortages… to a predictable system where workers are ready before the need appears. The future belongs to employers who build pipelines, not job ads. Do you think Australian businesses are prepared for what’s coming? #GlobalWorkforce #AustralianBusiness #TalentPipelines #WorkforceStrategy #FutureOfWork

America has 500,000 unfilled manufacturing jobs right now, and 65% of manufacturers say talent acquisition is their #1 business challenge. The talent gap could grow to 2.1 million workers by 2030, threatening $1 trillion in economic output. Today at People Atom, we analyzed why a sector that both political parties are desperate to revitalize can't find workers—and what it means for the future of work. The manufacturing workforce challenge goes deeper than just numbers: → Skills mismatch: Only 0.3% of American workers have apprenticeship training compared to 3.6% in Switzerland—12x higher → Role evolution: Only 40% of manufacturing jobs involve directly making products. The other 60% require technical expertise in robotics, electrical systems, and digital controls → Education paradox: Half of open manufacturing positions now require a bachelor's degree, yet many employers simultaneously struggle to fill roles that don't need degrees → Perception problem: Despite modern manufacturing facilities being clean, bright and technology-driven, outdated perceptions of dirty, dangerous work persist The FAME apprenticeship program shows what's possible: participants earn nearly $98,000 five years after completion—$45,000 more annually than non-participants. But these solutions haven't scaled nationally. Future-Ready Workforce Strategies ↳ Rethink degree requirements: Screen for competence and character over credentials. Does that job posting really need "bachelor's required"? ↳ Create regional talent ecosystems: Build partnerships between employers, community colleges, and workforce agencies to create shared talent pipelines ↳ Invest in pre-employment skill-building: Design programs that help candidates transition from service roles to technical operations with targeted training ↳ Reimagine employer branding: Today's manufacturing jobs need to be marketed to emphasize technology, growth potential, and stability This scenario isn't unique to manufacturing. Every sector undergoing rapid technological transformation faces similar challenges—from healthcare to retail to logistics. Love the future of work, Joe PS:  For deeper insights and implementation support, Get Your Invitation to PeopleAtom. The private network for CEOs, CHROs, CIOs, CTOs, and People Leaders shaping the future of work through bold strategy, systems thinking, and intelligent tech. Not everyone gets in, just the ones building what's next.