The state of the workforce has drastically altered in recent years, resulting in the emergence of dynamic workforce trends. The quality of your workforce has a direct impact on your bottom line. Typically, the better an employee feels about a company, the more productive they are, earning your business more money.

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So what are the trends in workforce management you need to be aware of to recruit top talent and retain your current employees? Read to find out!

What This Article Covers:

• Key Takeaways
• Top Trends
  • Upskilling and Reskilling
  • Hybrid Work Model
  • Better Employee Experience
  • Generative AI
  • The Evolving Workforce
  • Career Management
  • Generational Shift
  • Digitization
  • Compliance
• Next Steps

Key Takeaways

• The global talent shortage reached a 17-year high in 2023 and is likely to continue into 2024.
• 66% of employees say a hybrid work setup helps boost productivity.
• Only 23% of the global workforce is engaged at work, while 59% of employees are “quiet quitting,” making it essential for HR leaders to improve the employee experience.
• Organizations are expanding their DEI efforts to improve the representation of diverse groups.
• A generational shift is on the horizon, with Gen Z set to dominate workplaces in 2024.
• Generative AI is transforming how organizations use data analytics to improve workforce management processes.
• HR technology tools like workforce management software continue to automate and streamline business processes for organizations of all sizes.

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Top Workforce Trends

In 2023, businesses were faced with a serious skills shortage, burned-out employees and mounting pressure to control costs amid economic uncertainties. Moreover, technological advancements like the rise of AI, digitization and greater reliance on automation have made it critical for companies to revisit their internal and external business processes.

As the workforce evolves, so too must your workforce management strategies and software solutions. When making a change or update to your software, consider these top workforce trends beforehand:

1. Upskilling and Reskilling

The global talent shortage reached a 17-year high in 2023 and is likely to carry on to the next year. Businesses are feeling the crunch — 90% of hiring managers say they face serious challenges in landing new talent.

As technology evolves and industries shift, the demand for new skills is outpacing the current workforce’s capabilities across industries. Developing employees’ existing skills and building new ones empowers them to acquire new competencies and adapt to emerging job requirements.

In a 2023 Wiley survey, 69% of HR professionals said their organization has a skills gap, and 65% said they’re addressing the problem by upskilling and reskilling employees.

Upskilling helps enhance the skills and knowledge of existing employees and enables them to take on more advanced roles within the organization. It allows companies to leverage the experience and knowledge of their workforce while preparing them for future job requirements.

Reskilling, on the other hand, helps retrain employees in entirely new skill sets to transition to different roles in case their current position becomes obsolete or less relevant. It’s a particularly important approach in industries undergoing significant technological or structural changes, where the demand for certain skills diminishes and new skills become essential.

WFM solutions help identify skill gaps within the organization and provide data-driven insights into areas that require upskilling or reskilling. These solutions can also help track employee training and development, ensuring that they have the necessary skills to meet evolving business needs.

By investing in upskilling and reskilling, organizations can mitigate the impact of skills shortages. Developing your talent pool helps prevent losing employees due to skills misalignment and encourages continuous employee development and growth.

2. Hybrid Work Model

Since the pandemic, about 90% of organizations have embraced hybrid work models, integrating on-site and remote work. This balance offers employees control over their environment, reduces commute stress and fosters work-life balance.

Companies like Zapier embrace remote-first policies, and even manufacturing giants like Siemens are experimenting with hybrid setups. In a HubSpot survey, 66% of employees said a combination of remote and in-office work helps boost productivity, while 71% feel more connected to their company’s culture in a hybrid setup.

This shift isn’t just about convenience; it’s about empowerment. Employees cherish autonomy and work-life balance, leading to increased productivity and engagement.

Organizations can utilize talent from around the world by adopting this dual strategy and specifying teams based on the most acceptable observation and professional skills available rather than accessibility. For businesses that have difficulty attracting talent, whether due to remote locations, fly-in/fly-out work arrangements or living circumstances, there is also the opportunity to expand the recruitment pool.

Nevertheless, the hybrid work model calls for agile teams and organizational and technical systems that support it. Companies will likely develop robust hybrid policies with clear guidelines for remote and in-office work, communication protocols and tools to ensure collaboration and inclusivity.

For your core digital and analytical aspirations, the new digital dimension which is mostly the remote side of a hybrid model entails choosing the appropriate IT architectural style, systems, advancement and technology projects.

For example, a workforce management system helps organizations efficiently manage a hybrid workforce by providing tools for scheduling, time tracking and communication. This can help ensure that both remote and on-site employees are effectively coordinated and supported.

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3. Better Employee Experience

Over the last few years, the shift toward a better employee experience has been one of the biggest workforce management trends. Staff retention, work-life balance and worldwide collaboration are top considerations for corporate executives in a post-pandemic world.

According to HR expert Perry Timms, founder and Chief Energy Officer of PTHR, management will need to reflect this:

We know people peak their attention, focus and productive time in different ways. They’re not programmable 9-5 fleshy robots. People’s lived experiences, life circumstances and shaping factors mean there is an entire spectrum that goes beyond protected characteristics and is now that AND other factors like the space in their house to work quietly, equipment in the home and more. All of these require management to not just be about task and output. But how people feel and manage their inconveniences, need some specific understanding of the differences they have and face. This means more ‘humanist’ management and not ‘by the book’ generic application.”

Many multinational corporations have learned the importance of being ready for unforeseen events and being able to change course quickly. Businesses are eager to keep their competitive edge as we approach 2024 and to carry on with their accomplishment and adaptability.

Qualtrics’ 2024 Employee Experience Trends survey found that employees who work five days in an office or on-site location have the lowest experience metrics, while those who work a hybrid schedule report higher levels of EX, inclusion and well-being indices.

In a hybrid setup, workforce management solutions can contribute to a better employee experience by offering self-service capabilities for tasks such as managing schedules, requesting time off and accessing important information. Additionally, these solutions can provide insights into employee preferences and feedback, which can be used to tailor their overall experience.

Based on McLean & Company’s HR Trends Report 2024, organizations that don’t design a positive employee experience undergo 36% higher rates of voluntary turnover compared to organizations that do.

Speaking about the subject in the HR Trends report, Jules Gianneschi, Senior Vice President of People at America’s CAR-MART, said:

Employees have choices. They don’t have to choose us. If we create an environment in which it makes it difficult for an employee to come back and choose us every day, we’re creating churn that doesn’t need to happen.”

Employee Engagement

Employee engagement refers to the extent of an employee’s passion for the work they do or their commitment to the company, as well as the effort they put in. According to Gallup estimates, only 23% of the global workforce is engaged at work, while 59% is quiet quitting and 18% is loud quitting.

Improving employee engagement is crucial for creating a positive work environment, boosting productivity and reducing turnover. If employees know their role within a business and are driven and determined to do well, their performance will improve. But, if your employees aren’t engaged, their performance will suffer — and so will the rest of your business.

Companies are focusing on their employees by engaging them more and making them feel like they’re an important piece of the business’s puzzle rather than a replaceable employee.

Here are some ways managers can target better engagement rates:

• Foster open and transparent communication between management and employees.
• Regularly share company updates, goals and performance metrics to keep employees informed and involved.
• Provide regular feedback to employees on their performance and contributions.
• Recognize and appreciate their efforts through formal and informal means, such as employee of the month awards, public acknowledgments or small tokens of appreciation.
• Encourage participation in company initiatives, committees and projects to give employees a sense of ownership and purpose.
• Ensure that employees understand their roles, responsibilities and performance expectations.

Work-Life Balance

The way people spend their time is an important determinant of their well-being.

According to OECD’s Employee Well-Being Report:

Long working hours are a significant risk factor for health problems, including cardiovascular diseases and stroke. Being able to choose how to divide time between paid work, unpaid work, leisure, social and family commitments, and other activities, is crucial for people’s well-being.”

With so many people pushed into remote or hybrid work environments due to the pandemic, setting boundaries between working and personal hours becomes increasingly necessary. Without limitations, it’s easy to slip into an endless workday — answering emails, checking notifications and addressing urgent tasks at all hours.

Employee Well-Being

Another major workforce trend to pay attention to is employee well-being, a top priority for organizations in the next five years. Focus on worker health and wellness is no longer a brand new trend but a continuing one.

A 2023 Deloitte study found that one out of three employees are constantly struggling with fatigue or poor mental health, and only 56% of employees think their company’s executives care about their well-being.

Frontline workers are feeling the most pressured. In the Qualtrics survey, 50% of frontline employees said they were not satisfied with their pay and benefits, while roughly 40% of respondents expressed dissatisfaction with work processes and felt unprepared to adapt to changes at work. In addition, over 40% said they don’t trust their leadership.

In the Qualtrics EX survey mentioned above, Dr. Benjamin Granger, Head of EX Advisory Services at Qualtrics, talked about the importance of addressing the issues faced by frontline workers:

Some of the most important drivers of EX for frontline workers – such as having the tools and resources to do the job and feeling psychologically safe – might seem small, but it’s oftentimes the non-obvious aspects that drive customer experience metrics.”

Now more than ever, employees will expect employers to prioritize their well-being as businesses transition back to working in the office, adopt hybrid models or remain largely or entirely remote. In fact, 92% of workers say it’s important to them to work for an organization that values their emotional and psychological well-being.

HR executives are prioritizing employee well-being as remote working makes it harder to distinguish between work and personal time. This emphasis, driven by personalized development opportunities, underscores a shift towards a more holistic and human-centric approach to workforce management.

A few simple ways that you can support your employees include:

• Reminding employees about well-being resources, such as employee assistance programs.
• Encouraging employees to take a mental health day off.
• Normalizing conversations about employee well-being in the workplace.
• Offering flexibility through flex hours, remote work or other strategies that align with your business.
• Asking employees how they feel about their current work environment and what expectations they have for the future.

Companies are also implementing wellness programs to encourage employees to live healthier lifestyles. This includes promoting physical activity, stress management, nutrition education and access to gym facilities or wellness classes.

These programs can contribute to greater productivity, decreased absenteeism and even higher savings for businesses.

Competitive Compensation

Fair and competitive compensation is a key factor in improving the employee experience and is essential for retaining current employees and attracting top talent. This is especially important at a time when employee turnover is remarkably high..

Excellent compensation and benefits are a top priority for candidates today. In a Korn Ferry report, 58% of employees said they’d leave their job for one they were less interested in if it offered a higher salary.

Paying your employees fairly develops a sense of financial security among them and helps reduce stress and anxiety related to monetary concerns, allowing them to focus on their work and overall well-being. When employees feel that their efforts are fairly rewarded, they exhibit higher morale, motivation and a more positive attitude toward their work.

It’s often seen as a reflection of an employee’s value within an organization and makes them feel valued by their employer. Not only does this lead to higher levels of engagement, but also helps workers build a stronger connection with the company’s mission and values.

Competitive pay can also serve as a powerful incentive for prospective employees to join the company. During the recruitment process, you can offer competitive salaries, list the salary range in the job description and provide transparent communication on company culture to attract talented candidates.

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4. Generative AI

In Gartner’s 2024 Top 5 HR Priorities report, 76% of HR leaders said not implementing generative AI in the next two years will put them behind organizational success. Additionally, 44% of workers believe generative AI will help them do their jobs faster and more effectively in the next five years.

Generative AI is an emerging trend that uses AI algorithms to extract insights from datasets that leaders can use to make informed HR decisions. For example, companies can use AI to generate pay data across multiple locations and workforce demographics, and create competitive offer packages in response to market competition and demand for higher salaries.

It offers many opportunities for organizations to optimize their talent strategies, streamline HR processes, and foster a more engaged and productive workforce. By harnessing the power of AI-driven analytics, organizations can gain deeper insights into employee performance, well-being and potential, enabling them to make more informed decisions that align with their business objectives.

Generative AI can be utilized within workforce management solutions to optimize scheduling, forecast demand and automate routine tasks.

It has the potential to impact several key areas including recruitment, training and workforce optimization.

Recruitment and Talent Acquisition

In a 2023 HR Exchange Network report, 43% of organizations said recruiting would be the most impacted by Generative AI, followed by onboarding (38%), L&D (33%), and performance and feedback (24%).

HR teams can use generative AI to create more accurate and comprehensive candidate profiles, automate the screening of resumes and personalize job interviews. For example, AI-powered interview questions based on a candidate’s profile and responses can then be used to assess their problem-solving skills, communication abilities and cultural fit.

Training and Skill Development
In training and skills development, generative AI can be leveraged to create personalized learning experiences and customized training materials. By analyzing an individual’s learning style, performance and areas for improvement, AI systems can generate adaptive training modules, interactive simulations and targeted exercises to cater to each employee’s specific needs.

Workforce Optimization and Planning

Generative AI holds the potential to optimize workforce planning and scheduling by generating models of demand, resource allocation and operational scenarios. By analyzing historical data and external factors, AI algorithms can enable organizations to simulate the impact of different staffing strategies, forecast future workforce requirements and optimize scheduling to meet fluctuating demands.

5. The Evolving Workforce

The workplace, as with life, is ever-evolving. Here, we’ll take a look at some of the evolutions continuing to take place in the working world, including diversity and inclusion, the gig economy and globalization.

Diversity & Inclusion

Diversity and inclusion have been a growing trend for the last decade, and this trend is now at the forefront of many business leaders’ minds — and for good reason.

BuiltIn’s 2023 State of DEI in Tech report found that nearly 62% of companies have less than 10% of Black/African American employees, while one in four companies reported their teams are more than 70% white. Moreover, 37% of companies report their executive team is more than 80% men.

Gender disparity in workplaces remains a cause of concern. Based on a 2023 report by the International Labor Organization, globally, the labor force participation rate of women stood at 47.4% in 2022, compared with 72.3% for men.

These figures make one thing clear — minority groups are not well represented. DEI efforts need to be proactively implemented and measured across organizations to ensure greater representation of people across different identities, be it race, gender, disability or sexual orientation.

Now, more than ever, employees value work environments that reflect who they are and what they value, and a workforce that lacks diversity simply won’t cut it. As a result, 33% of talent acquisition teams plan to increase DEI investments in 2024.

In LinkedIn’s 2023 Workplace Learning report, 41% of organizations reported using DEI programs to improve employee retention. In the report, Soon Mee Kim (Chief DEI Officer, Omnicom) talked about DEI in the workplace:

When you create a diverse, inclusive culture, employees contribute their best thinking, become great managers to others and open the doors to innovations.”

While diversity and inclusion are closely related, they are far from the same. Diversity refers to the people who work for your organization and the demographics they represent. A diverse business will have team members throughout the company who represent different identities.

However, diversity is not enough. Businesses also need to be inclusive if they hope to keep up with the demands of the workforce. Inclusion, going hand in hand with diversity, emphasizes the value of the contributions and perspectives of your workforce and how well they’re integrated into the business.

Diversity and inclusion measures are not just beneficial to employees, but rather are in high demand, according to HR consultant, Dorothy Dalton:

The call for a more inclusive approach to workforce management is building momentum with a re-evaluation of old-school values and practices which seem outdated and unfit for purpose in new circumstances. This has led to a desire to put more ‘humanity’ into our leadership styles and corporate expectations.”

One way you can evaluate the diversity and inclusiveness of your organization is by assessing your workforce. Diversity in the workforce is easy to evaluate by looking at employee demographics.

Inclusivity can be harder to evaluate as it requires a more critical examination in which you’ll likely find yourself asking questions, such as:

• Do all of my team members feel equally supported in their roles? Is everyone on my team comfortable with the workplace environment?
• Is there diversity at every level of my organization? Are there different identities represented in various departments? How diverse is the management team? What about executive leadership?
• Does every team member, regardless of identity, feel that the organization values their contributions?

Prioritizing diversity and inclusion in the workforce benefits both your employees and your business. Ensuring a diverse workforce helps provide you with a multitude of viewpoints, leading to more ingenuity. Inclusion makes employees feel like they’re valuable members of the team, keeping them engaged in their work.

Companies can also leverage WFM tools to promote DEI initiatives. These systems provide analytics and reporting on workforce demographics, pay equity and representation. This data can inform decision-making and help organizations track progress toward their diversity and inclusion goals.

The workplace is evolving quickly, and businesses that don’t keep up with this trend will certainly fall behind. In fact, BuiltIn’s report found that 67% of employees are more likely to remain in their current positions if their employer improves its DEI efforts. This number rose to 84% for employees who identify as LGBTQIA+.

In 2024, the following DEI trends will be of importance:

• Focus on Data-Driven DEI: Organizations will move beyond performative gestures and use data to measure progress, identify areas for improvement and hold themselves accountable.
• Focus on Psychological Safety and Belonging: Creating a workplace where everyone feels safe to express themselves and contribute their unique perspectives will be crucial.
• Technology-Enabled DEI: Companies will leverage technology to automate tasks, track progress, and foster communication and collaboration across diverse teams.
• Global Expansion of DEI Efforts: Multinational companies will need to adapt their DEI strategies to different cultural contexts and address the specific challenges of diverse workforces.
• Increased Focus on Neurodiversity and Disability Inclusion: Companies will recognize the importance of creating a workplace that is inclusive of individuals with disabilities and neurodiversity.

Gig Economy Growth

The gig economy, with its independent contractors and short-term projects, is booming. When you hear the term “gig,” you probably think of a band or DJ landing a venue to perform at, but freelancers and contractors, as well as businesses looking to hire them temporarily, fall under the gig economy as well.

According to Mercer’s Global Talent Trends report, 6 in 10 executives expect to replace a significant portion of their full-time employees with gig workers in the next few years.

It’s becoming increasingly popular for businesses to hire freelancers or vendors under contract for short-term projects. Platforms like Fiverr and TaskRabbit connect skilled individuals with micro-tasks, offering both income opportunities and on-demand services.

With this comes additional payroll and software capabilities to be considered. Because freelancers and contract workers aren’t technically considered employees, their scheduling and pay will have to be handled separately from part- or full-time employees.

With the gig economy growing at such a rapid pace, businesses will have to turn to freelance hiring apps and explore remote management systems to oversee these workers.

Globalization

As technology has advanced, it’s become easier to collaborate with others regardless of their location. Businesses of all sizes across industries have taken note of this and begun looking for talent outside of their ZIP codes.

Looking outside the local hiring pool gives businesses a greater chance of finding the top-qualified candidate for any open position — and it sometimes means that a gig worker will be sufficient for a job. However, with this shift in the workforce comes new challenges for managers to overcome. For many businesses, expanding the search for candidates can lead to teams dispersed across the country or even the globe.

Businesses must shift from the traditional work model to keep up with this trend. With teams spread across time zones, communication becomes of paramount importance.

Fortunately, plenty of software on the market can help by providing integrative communication tools and organization, ensuring that regardless of how spread out the team becomes, everyone can stay on the same page about what work needs doing and by whom.

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6. Career Management

According to the 2023 Gartner HR priorities report, fewer than one in three employees knows how to progress their careers over the next five years. Due to changing business needs and the rising demand for advanced skills, more and more employees are grappling with the question of how to proceed in their professional lives.

To address this issue, companies are coming up with new ways to align their employees’ career development plans with current industry trends and expectations.

Skill-Based Hiring

Heading into 2024, managers are placing greater emphasis on skills rather than traditional degrees when it comes to hiring new employees. Employers are realizing the value of practical, job-relevant skills and competencies that candidates can bring to the table, regardless of their educational background.

By prioritizing skill-based hiring, organizations can tap into a broader talent pool, including individuals who have acquired expertise through alternative pathways such as vocational training, certifications or hands-on experience.

The focus on skills over degrees is reshaping the recruitment landscape and paving the way for a more meritocratic and talent-driven approach to talent acquisition. This shift reflects growing recognition that academic qualifications may alone not adequately demonstrate a candidate’s ability to excel in a specific role.

The new employment era demands more remarkable dedication and commitment than ever before. Also, being conscious of the future workforce trends will help businesses increase retention and draw in top talent from around the world.

Career Paths

In 2024, we expect to see a continued shift toward individualized career management strategies that focus on employee growth and retention. Organizations are recognizing the importance of personalized career development plans tailored to employees’ skills, aspirations and organizational needs.

In response to evolving job requirements and the need for a more adaptable workforce, continuous learning and online training tools such as LMS platforms help employees stay competitive and agile in a rapidly changing labor market.

Organizations are also prioritizing internal talent mobility programs, enabling employees to explore different roles within the company, fostering skill development and increasing retention by offering diverse career opportunities.

We can anticipate the further integration of technology in career management. This includes the use of AI-driven career development platforms, data analytics for career pathing and digital tools that support continuous feedback coaching and mentoring.

Lifelong Learning

Lifelong learning refers to the continuous, self-motivated pursuit of knowledge and skills throughout one’s life, beyond traditional educational settings. It can take various forms, including formal education, informal learning, on-the-job training, self-study and personal development activities.

It’s important for career management for several reasons:

• Adaptability: In today’s rapidly changing job market, new technologies and evolving industries, the skills and knowledge that are in demand can change quickly. Lifelong learning allows individuals to adapt to these changes, stay relevant and remain competitive in their careers.
• Skill Development: It enables employees to acquire new skills and enhance existing ones. This can open up new career opportunities, increase earning potential and help individuals stay ahead in their fields.
• Career Advancement: Employers often value employees who show a commitment to learning and self-improvement, and ongoing education can make individuals more qualified for promotions and leadership roles.
• Personal Fulfillment: Lifelong learning allows individuals to pursue their interests, explore new subjects and engage in meaningful learning experiences, contributing to a more satisfying and well-rounded career.
• Professional Networking: Engaging in lifelong learning opportunities, such as workshops, seminars and industry events, can provide valuable networking opportunities. Building and maintaining a professional network is crucial for career management, as it can lead to new job prospects, mentorship and collaboration opportunities.

Upward Mobility & Boomerang Employees

Employees and organizations faced both possibilities and difficulties due to the Great Resignation. Employers should change their emphasis for 2024 from external recruitment to internal recruitment. In other words, companies should prioritize quiet hiring, a process where companies develop their existing employee skills and assign them new positions internally instead of publicly advertising job openings for external hiring.

Boomerang employees — previous employees who are rehired by an organization after a break — will probably experience a surge in 2024. The realization that the grass isn’t always greener on the other side of the fence is starting to sink in for those who left their businesses in search of better opportunities.

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7. Generational Shift

As we move into 2024, the global workforce composition is changing. Gen Z workers will surpass Baby Boomers in presence for the first time!

According to a report by Glassdoor:

Gen Z will overtake Baby Boomers in the full-time workforce by early 2024 – a shift that has been long coming. Gen Z workers – who care deeply about community connections, about having their voices heard in the workplace, about transparent and responsive leadership, and diversity and inclusion – make up a rapidly growing share of the workforce.”

HR professionals need to rethink their talent acquisition and retention strategies to attract and engage Gen Z talent. This may involve offering flexible work arrangements, remote work options, opportunities for professional development, and a strong focus on social responsibility and sustainability.

Bridging the generational divide in the workplace is another aspect organizations need to focus on. It requires commitment from leadership, open communication and a willingness to learn from each other. Managers can organize workshops, panels or social events where different generations can share their perspectives and learn from each other.

Another way is to pair younger employees with older colleagues, facilitating knowledge transfer and mutual understanding. Workplaces can also encourage employees to voice their concerns and suggestions regardless of their age or position, and gear skill development programs towards all generations, including digital literacy for older employees and leadership training for younger ones.

8. Digitization

Virtual and worldwide collaboration is faster, less expensive and more straightforward than ever, thanks to unified communication techniques with AI and ML functionalities.

Companies can build digitally transformed, on-demand teams by utilizing remote work capabilities, drawing on virtual networks and communities of innovators, technicians and seasoned experts worldwide to work collaboratively. Remote work also makes it simple to hire various employees, including full-time employees, contractors and temporary staff.

Employees are becoming more accustomed to working virtually due to the expanding reliability of technology and networks and the growing accessibility of mobile computational capabilities. Successful businesses are aware that remote work is rapidly becoming the norm rather than the exception, which enables them to attract more talent and increase productivity.

Teams can work across time zones and borders while staying linked to one another thanks to digital tools like Skype, Teams, Slack, VoIP software and more.

Businesses no longer have to pay for expensive flights for employees to visit customers or work with colleagues. People and organizations are freed from the limitations imposed by geographical location and defined markets thanks to technological and social agility.

Remote work provides a multitude of benefits, but many organizations in the past have been skeptical of whether or not their employees would actually work without a traditional office environment to keep them on track.

Enterprises and countrywide economies can grow their productiveness sustainably via means of improving the talents of the workforce, making an investment in higher infrastructure, adopting new technologies, enhancing workers’ protection and health, or incorporating extra green commercial enterprise practices.

However, with the rise in remote and hybrid work comes a need to implement new strategies to ensure that all workforce planning goes smoothly.

As a result, many businesses turn to workforce management software to provide tools for monitoring employee performance, generating forecasts about the future of the workforce and communicating to ensure everyone remains on the same page, regardless of of location. Similar to HR software, these tools help facilitate a variety of tasks and have become essential to businesses managing a newly remote workforce.

While these tools can be valuable in a remote workspace, not everyone is a fan of them. In fact, implementing a workforce management system can lead to employees who feel micromanaged. Some employees may even feel that management does not trust them and begin to resent the workplace.

When we asked Timms how this type of software will need to evolve, he found major room for improvement:

I’m worried about ‘spyware’ or online time-tracking, as this demonstrates digital Taylorism – no trust and oppressive opticon-like management. Workforce management software shouldn’t even be a thing. Workflow management software yes. And with it, data that people can access to not only do their job but monitor their success and accomplishment and be able to see what others are doing and how they might help them if they get the chance. I’d prefer to see workload backlogs viewable to see where there is progress and stalling. Not to punish people but to genuinely see how well work is flowing or where it gets stuck. System-wide. Not individual keystroke tracking or camera-based intrusive spyware.”

Automated Processes

The dynamics of hiring are constantly shifting, so HR staff members must keep up with these changes and adopt automation if they want to survive in this cutthroat environment.

When pre-screening potential employees or onboarding them, automation is essential. You can’t be doing manual labor the entire time, after all. HR must focus on additional recruitment-related issues.

Long application forms won’t cut it because employees want to feel valued by their employers. When posting their CVs on a company website, applicants are looking for a one-click application method. Who doesn’t?

What, in this type of situation, will be helpful for the candidate using a one-click apply method? Undoubtedly, automation! To clarify a little bit, an embedded resume parser in the applicant tracking system (ATS) will make it easier to “Apply Now.”

In a 2023 Slack survey, 77% of employees said that being able to automate routine tasks would greatly improve their productivity.

Workforce management solutions offer a range of time-saving automation tools that help you:

• Import data from one system to another, such as syncing customer information from a CRM to an email marketing platform.
• Distribute reports to relevant stakeholders via email, messages or other communication channels.
• Implement chatbots to handle customer inquiries and support requests.
• Automate lead qualification and scoring processes to prioritize sales efforts.
• Streamline project status updates and progress tracking through automated reporting.
• Simplify onboarding processes for new employees, including paperwork, system access setup and training schedules.

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9. Compliance

The safety of employees is at the center of many compliance issues for businesses. If your employees believe they are operating in an appropriate, professional and secure environment, they are more likely to stay committed to you.

The most apparent advantage of compliance is that it lessens the possibility of punitive damages, penalties, labor strikes, legal proceedings or the closure of your company.

For instance, if you disregard safety precautions and someone gets hurt, you risk receiving a sizable fine. Hire a compliance expert to ensure you are fully aware of your legal obligations and take the proper actions to fulfill them.

A notorious company for legal compliance issues will find it challenging to raise money from the general public. These problems will also impact relations with contractors, suppliers and distributors.

Keeping up with all the laws and regulations adjustments can be challenging. An automated compliance management system could revolutionize your company if your compliance team is overstretched.

The many changes to compliance regulations vary based on industry and even location. With the future more uncertain than ever, we’ll likely continue to see regulatory changes in 2024 as well. This makes it more important than ever for HR professionals to be aware of compliance dates to ensure there are no lapses that could negatively impact the business.

Expanded Data Collection

Businesses were increasingly employing atypical employee monitoring methods well before the pandemic. Still, this HR practice will become exacerbated by new remote workforce monitoring and collecting staff-safe-work-practices data.

Some employers are relying on technology to keep tabs on their workers, such as logging in and out digitally, tracing online work activities, and tracking employee emails or private communications. In comparison, some businesses track productivity, employee retention and well-being to understand the workforce better.

Contingent Worker Expansion

Broadening your use of and streamlining your administration of agile workers will give you critical early benefits. Contingent workers are intended to become a crucial component of any successful business. Businesses should take the following three areas should be taken into account as they begin to develop an effective, coherent contingent workforce strategy:

Risk

To reduce your business’s exposure to labor policy risk, you must monitor it constantly. Making your recruitment and worker procurements as transparent as possible will give supervisors and executives the insight they need to ensure your program keeps pace with regional, state, and federal labor. It also benefits worker categorization and drives your company’s diversity, pay, and other company values guidelines.

Program Design

Moving to a more mature method of overseeing your human resources means expanding your agile workforce program. This is an example of improved planning for supply contingencies, resource scarcity, scalability, changing market responses, etc. You must change your monitoring from reactionary, transactional sourcing to strategic solutions and services if you want to take full advantage of every benefit the non-traditional employees can offer.

Spend

Controlling tail spend is of utmost importance when implementing a prolonged workforce plan. Strict control is required to maintain coordination and accountability in labor purchases. Rogue spending, which refers to orders and contracts made in violation of agreed-upon terms of service, is in opposition to the contingency platform’s central tenet.

Social Safety Net Provided By Employers

Companies are reevaluating how they can offer equitable, streamlined and productive financial care in light of the rising employee expectations following COVID. They are refocusing on prevention by going after issues at their source, acting quickly to stop minor problems from becoming major ones, and laying the foundation for greater self-reliance and resilience.

The current economic situation has also pushed companies’ perceptions of employee experience to new heights. Personal qualities, not external forces, became priorities for both firms and people. Employing such methods can be an important strategy for enhancing staff’s physical and mental well-being.

Critical Skills and Tasks Are Separated

Before COVID-19, businesses considered essential roles as roles with the necessary talents or abilities an organization had to fulfill its strategic goals. Employers now understand that there’s another class of essential roles — roles essential to fulfilling vital workflows in a functioning society.

To construct the team of workers you’ll want post-pandemic, focus less on roles — which organize unrelated talents — than on the skills that foster the organization’s financial health and competitive edge.

Encourage personnel to broaden essential talents that can open up more than one possibility for their professional improvement, in preference to getting ready for a selected subsequent role. Offer additional professional improvement guidance to personnel to focus on reskilling current employees as opposed to seeking outside hires.

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Next Steps

As we look ahead to the WFM landscape in 2024, it’s evident that several key trends are shaping the way organizations approach their HR strategies. From the integration of data-driven AI technologies to the focus on employee well-being and development, the evolution reflects greater reliance on innovation and insights to drive organizational success.

Upskilling and reskilling continue to take center stage in helping companies deal with the labor crunch. There is an inclination towards personalized career paths and lifelong learning opportunities.

Organizations are recognizing the intrinsic value of investing in the health, growth and satisfaction of their employees, understanding that a motivated and fulfilled workforce is fundamental to achieving sustainable success.

Furthermore, as generational shifts and DEI principles alter the workforce composition across companies, HR professionals are striving to create workspaces that are conducive to diverse groups of workers.

Automation will continue to reshape jobs, AI might influence hiring decisions and the metaverse could become a virtual co-working space.

While navigating the complexities of the modern workplace, it’s clear that the intersection of technology, data and human resources will continue to define the trajectory of workforce management in the years to come.

As employer and employee needs continue to change, so will workforce trends. Staying up to date on current and future trends as well as knowing your specific workforce management software requirements can help you make the best-informed decision.

Do you use a workforce management software solution? What for? Are there any workforce trends you’d add to the list? Let us know in the comments!

SME Contributors

Dorothy Dalton is an HR Consultant (CIPD), certified Coach (Cognitive Behaviour Coaching) and Trainer including distance learning. She works in executive search and career transition as well as wider HR consulting projects. Dorothy is heavily involved in HR and Tech, particularly in potential changes to HR and workplace processes and practices including remote working and Post COVID-19 challenges. She is also a keynote speaker, author, facilitator, HR blogger and media contributor. She supports organizations that seek to achieve gender balance, diversity and inclusion. Her current projects are around “bias-managed” hiring systems.

Perry Timms is the founder and Chief Energy Officer of PTHR. He is also a two-time international TEDx speaker and award-winning writer on the future of work, HR and learning. His book, The Energised Workplace, became a Top 30 seller immediately after its release. Perry’s work is influenced by human-centered, design and systems thinking plus agile, inclusive and autonomous ways of working that enhance personal fulfillment and organization effectiveness.