The strategic role of agile talent

A strategic approach to hiring specialist contractors to drive projects and improve processes can give agile organisations a valuable competitive edge. Arlene Moran explores why

The ability to respond to a rapidly changing environment is a core organisational competency and often the mark of a great firm.

Flexible companies use agile methodologies to address unexpected challenges and opportunities in numerous ways.

Though they may seem like a sudden change in direction, these strategic shifts generally require the careful deployment of well-planned pivot contingencies.

Volvo, the Swedish automotive manufacturer, moved from box-shaped utility cars with an emphasis on safety to contemporary upmarket vehicles built on innovative technology.

This pivot seemed to happen overnight but was actually carefully planned—and Volvo continues to evolve.

By 2030, all Volvo cars will be fully electric or plug-in hybrid, a transformation prompted by the company’s acquisition by Geely, the Chinese automotive manufacturer.

Driving ongoing change is the strategic deployment of contractors to support agile business methods.

Bold organisations like Volvo deliver on their vision by adapting to shifting customer trends and preferences. Engaging agile talent, and the smart resourcing of contractors, is central to this approach.

You don’t need all the skills all the time. Knowing when and how to leverage agile talent is key to driving value.

You can begin to build agility into your business planning by developing plans for various ‘what if?’ scenarios.

Agile companies ask five questions during their change planning process and review their answers regularly to ensure continued effectiveness:

1. What does the ideal resource mix look like?

Various factors feed into this.

Smart businesses avoid being held to ransom by limited talent supply or unnecessarily long-term cost commitments.

Superior resource models allow for maximum flexibility, reflecting actual needs at any given time. Onboard contractors when you need them, offboard them when you don’t.

2. What specialist skills do you require, when and for how long?

Companies with effective talent management strategies consistently evaluate the ‘stretch potential’ of their current talent pool for future roles.

Short-term assignments often require immediate resolution with specific experience and skill sets, however.

Contract and interim hires can provide a solution. There is also potential for full-time employees to develop skills by shadowing specialist contractors.

3. What projects are not on the horizon?

Much of an organisation’s planned change activity will be project-based, so the deployment of professional contractors for a fixed period or purpose makes sense.

Agile companies consider what other scenarios might arise as a result of these change projects—both positive and negative—and how contractors might best be deployed to overcome challenges and grasp opportunities.

 4. What is your contractor management process?

Agility is best achieved through the three ‘Os’ of flexible talent: Onboarding, Oversight and Offboarding.

Set out clear delivery expectations at the beginning of every assignment and work with your talent provider throughout the project to iron out any kinks that may arise.

Organise regular feedback sessions with them, drawing on the contractor’s prior experience to gain additional value.

Appoint a permanent employee to track all relevant documentation and make sure the contractor completes all aspects of their assignment.

5. Do we integrate contractors into our culture?

One of the most common concerns among firms new to contracting is how well the contractor will assimilate into the existing environment.

Like most things, the devil is in the detail.

You may want your contractor to stand back and objectively analyse failing functions or processes. The more they understand the formal and informal elements of how your organisation operates, the faster they can contribute.

Manage communication with all relevant stakeholders carefully and consistently, outlining your goals and what role, if any, each stakeholder is expected to play in reaching these goals in tandem with your contractor

The concept of building innovative processes into human capital planning has been around for years. It is no coincidence that the companies that have been most disruptive over the last decade are technology companies.

Real agility in talent resource planning extends far beyond technology, however, applying to HR, finance, supply chain and marketing—all functions requiring an innovative approach to manage global challenges and stay ahead of the game.

It delivers commercial advantage because it demands careful planning, embeds more effective business processes and is difficult for competitors to copy.

Arlene Moran is Senior Commercial Director at HRM