Sharing is Caring, when it comes to the Future of Work.

What is a Shared Workforce?

and why should businesses be thinking about creating shared workforce teams within their organisation?

A Shared Workforce refers to a group of employees who work together across different departments, projects or even organizations to achieve common goals. These teams can be made up of full-time employees, contractors, freelancers, or any combination of these.

Businesses should consider creating Shared Workforce teams within their organization for several reasons.

Firstly, by sharing resources across different departments, organizations can optimize their workforce and achieve cost savings. For example, a small business may not have enough work to justify hiring a full-time marketer, but they could share a marketer with another business or department, reducing costs for both parties.

Secondly, Shared Workforce teams can lead to increased collaboration and innovation. When individuals from different backgrounds and skill sets come together, they can bring unique perspectives and ideas to the table, leading to more creative solutions.

Finally, Shared Workforce teams can also help businesses scale up quickly in response to changing demands. For example, a company could quickly assemble a team of contractors or freelancers to work on a short-term project, without having to go through a lengthy hiring process.

By creating Shared Workforce teams, businesses can achieve a positive return on investment by reducing costs, increasing collaboration and innovation, and scaling up quickly in response to changing demands.

What are the 5 benefits for a business to join The Find Your Flex Groups shared workforce programme?

This shared workforce programme is a collaborative effort between businesses to share employees and resources.

Here are just five benefits that a business can experience by joining our shared workforce programme:

1. Cost savings: Shared workforce programmes allow businesses to share the costs of employing workers, such as salaries, benefits, and training. This can result in significant cost savings for businesses, especially small and medium-sized enterprises that may not have the resources to hire full-time employees.
2. Increased flexibility: By joining a shared workforce programme, businesses can access a pool of highly skilled and experienced workers who are available on a flexible basis. This can help businesses quickly adapt to changing market demands, seasonal fluctuations, or unexpected events.
3. Access to a larger talent pool: Shared workforce programmes allow businesses to tap into a larger pool of talent than they may have access to on their own. This can help businesses find highly skilled and specialized workers who may be difficult to find otherwise.
4. Reduced administrative burden: By joining a shared workforce programme, businesses can reduce the administrative burden associated with hiring and managing employees. The programme provider handles tasks such as recruitment, payroll, and benefits administration, allowing businesses to focus on their core activities.
5. Collaboration and knowledge-sharing: Shared workforce programmes provide opportunities for businesses to collaborate and share knowledge with other businesses in the programme. This can lead to new business opportunities, partnerships, and innovation.

So, as part of our shared workforce programme, we can provide businesses with cost savings, increased flexibility, access to a larger talent pool, reduced administrative burden, and create opportunities for collaboration and knowledge-sharing.

What are the benefits to operating a flexible resource architecture, alongside a shared workforce programme?

Operating a flexible resource architecture alongside a shared workforce programme can offer several benefits for businesses, including:

1. Increased agility: A flexible resource architecture allows businesses to quickly adjust their resources to meet changing market conditions, while a shared workforce programme provides access to a flexible pool of workers. This combination can help businesses rapidly respond to changes in demand, supply, and other market conditions.
2. Enhanced cost savings: By combining a flexible resource architecture with a shared workforce programme, businesses can access a range of cost-saving measures. These can include reduced labor costs, improved inventory management, and reduced overhead costs.
3. Greater efficiency: A flexible resource architecture can help businesses optimize their processes and resources, while a shared workforce programme can provide access to highly skilled and specialized workers. Together, these approaches can lead to improved efficiency and productivity, allowing businesses to operate more effectively.
4. Improved risk management: By having a flexible resource architecture and access to a shared workforce, businesses can manage risk more effectively. For example, in the event of an unexpected disruption or disaster, a flexible resource architecture can help businesses quickly adapt, while a shared workforce programme can provide access to additional workers to support business operations.
5. Enhanced innovation: By combining a flexible resource architecture with a shared workforce programme, businesses can foster a culture of innovation. By accessing a range of specialized workers and resources, businesses can collaborate, share knowledge, and develop new products and services.

When we operate our flexible resource architecture alongside our shared workforce programme, we offer businesses increased agility, enhanced cost savings, greater efficiency, improved risk management, and enhanced innovation. Don’t forget to check out our case studies!

Are there benefits for employees and contractors to work in a shared workforce that operates a flexible resource architecture?

Employees and contractors who work in a shared workforce that operates a flexible resource architecture can experience several benefits, including:

1. Increased flexibility: Employees and contractors who work in a shared workforce can enjoy increased flexibility in their work arrangements. They may have the option to work on a part-time or project basis, allowing them to balance their work with other commitments.
2. Diverse work experiences: Working in a shared workforce can provide employees and contractors with access to a diverse range of work experiences. They may have the opportunity to work for multiple businesses, gaining exposure to different industries, business models, and work cultures.
3. Access to specialized resources: A flexible resource architecture can provide employees and contractors with access to a range of specialized resources, such as equipment, technology, and training. This can help them build their skills and expertise, and make them more valuable to potential employers.
4. Enhanced job security: By working in a shared workforce, employees and contractors may have access to a more stable and secure work environment. Rather than relying on a single employer, they can work for multiple businesses, reducing the risk of sudden job loss.
5. Improved work-life balance: The flexibility offered by a shared workforce and a flexible resource architecture can help employees and contractors achieve a better work-life balance. They may have the flexibility to choose when and where they work, allowing them to prioritize their personal and family commitments.

Employees and contractors who work in a shared workforce that operates a flexible resource architecture can experience increased flexibility, diverse work experiences, access to specialized resources, enhanced job security, and improved work-life balance.

So can Shared Workforce and Outcome-based working, be a marriage made in heaven?

The marriage of Shared Workforce and Outcome-based working can be a powerful combination for creating a sustainable and fruitful business, but it is not necessarily a guaranteed match made in heaven.

Outcome-based working refers to a results-driven approach where employees are measured and rewarded based on the outcomes they produce, rather than the hours they work. This approach can be particularly effective in Shared Workforce teams, where individuals may be working across different departments or organizations and need to align their efforts towards common goals.

By focusing on outcomes, businesses can ensure that their Shared Workforce teams are working towards the same objectives, rather than simply completing tasks in isolation. This can lead to increased collaboration and accountability, and ultimately more effective and efficient work.

However, implementing Outcome-based working in Shared Workforce teams can also present some challenges. For example, it can be difficult to accurately measure and attribute outcomes to specific individuals when working in a shared environment. It is also important to ensure that individuals are fairly compensated for the outcomes they produce, which can be more complex in a shared setting.

So, how can we accurately measure and attribute outcomes to specific individuals when working in a shared environment and ensure that people are compensated fairly?

Well, there are a number of things we can do to ensure equity;

1. Clearly define outcomes: To accurately measure outcomes, it is important to have a clear understanding of what is being measured and what success looks like. Businesses should clearly define outcomes and ensure that they are aligned with overall business objectives.
2. Establish metrics: Once outcomes have been defined, businesses should establish metrics for measuring progress towards these outcomes. These metrics should be objective and clearly tied to the desired outcomes.
3. Use technology: Technology can help businesses accurately track and attribute outcomes to specific individuals in a shared environment. For example, project management software can be used to track progress and assign tasks to specific individuals, while analytics tools can be used to measure outcomes and attribute them to specific contributors.
4. Leverage peer reviews: In a shared environment, peer reviews can be an effective way to attribute outcomes to specific individuals. By having team members review each other’s work and provide feedback, businesses can get a better understanding of each individual’s contributions.

In terms of fair compensation, businesses should establish clear guidelines and criteria for determining compensation based on outcomes. These guidelines should be communicated to all team members and should be applied consistently across the organization. It is also important to regularly review compensation and adjust it as needed to ensure that individuals are being compensated fairly based on their contributions.

Would working this way be fair to those who are only just entering the workforce?

Implementing an Outcome-based working approach in a shared environment can be fair to those who are just entering the workforce if it is done in a thoughtful and equitable way.

One potential concern for those who are just entering the workforce is that they may not have as much experience or expertise as more seasoned team members, which could put them at a disadvantage when it comes to achieving outcomes. However, by clearly defining outcomes and establishing metrics that are tied to those outcomes, businesses can create a level playing field that is focused on results rather than seniority or experience.

Another concern is that those who are just entering the workforce may not have as much negotiating power when it comes to compensation. To address this, businesses should establish clear and transparent criteria for determining compensation based on outcomes, so that all team members understand how their compensation will be calculated. This can help to ensure that compensation is fair and equitable across the team.

Finally, businesses should provide training and support to help those who are just entering the workforce develop the skills they need to contribute effectively to the team. By providing opportunities for learning and growth, businesses can help to level the playing field and create a more equitable working environment.

We must ensure that those implementing an Outcome-based working approach in a shared environment are fair to those who are just entering the workforce. It must be done in a thoughtful and equitable way that focuses on results, establishes clear criteria for compensation, and provides support and training for team members at all levels.

What are the benefits to the Apprentice or to those in Early careers to working this way?

There are several potential benefits to implementing an Outcome-based working approach in a shared environment for apprentices or those in early careers:

1. Opportunity for skill development: By working in a shared environment, apprentices and early career professionals have the opportunity to work alongside more experienced team members and learn from their expertise. This can help them to develop new skills and knowledge that will be valuable throughout their careers.
2. Focus on results: An Outcome-based working approach emphasizes results rather than hours worked, which can be particularly beneficial for apprentices and early career professionals who may not yet have as much experience as their colleagues. By focusing on outcomes, these individuals can demonstrate their value to the team based on the quality of their work, rather than their seniority or experience.
3. Increased collaboration: Working in a shared environment can also foster collaboration and teamwork, which can be particularly valuable for those who are just starting out in their careers. By working alongside other team members, apprentices and early career professionals can learn from others and contribute to the team’s success.
4. Clear expectations: An Outcome-based working approach provides clear expectations for what needs to be achieved, which can be particularly beneficial for those who are just starting out in their careers. By understanding what outcomes they are responsible for and what metrics will be used to measure success, apprentices and early career professionals can focus their efforts and make meaningful contributions to the team.
5. Career growth potential: By demonstrating their ability to achieve outcomes in a shared environment, apprentices and early career professionals can position themselves for future career growth and advancement. By focusing on outcomes and demonstrating their value to the team, these individuals can build a strong foundation for their careers and set themselves up for future success.

An Outcome-based working approach in a shared environment can provide several benefits for apprentices and early career professionals, including opportunities for skill development, increased collaboration, clear expectations, and career growth potential.

So should we just work like this then? I don’t see many downsides…

While there are many potential benefits to implementing an Outcome-based working approach in a shared environment, there are also some potential downsides to consider…

1. Need for clear expectations and metrics: To be successful, an Outcome-based working approach requires clear expectations and metrics for measuring progress towards outcomes. If these expectations and metrics are not well-defined or are poorly communicated, it can lead to confusion and frustration among team members.
2. Risk of burnout: Because an Outcome-based working approach focuses on achieving outcomes rather than hours worked, there is a risk of burnout if team members feel pressure to work long hours or sacrifice work-life balance in order to achieve outcomes.
3. Need for collaboration and communication: An Outcome-based working approach requires collaboration and communication among team members in order to be successful. If team members are not willing or able to work together effectively, it can be difficult to achieve outcomes in a shared environment.
4. Potential for unequal compensation: While an Outcome-based working approach can provide a fair and equitable way to compensate team members based on outcomes, there is also the potential for unequal compensation if the criteria for determining compensation are not well-defined or are not applied consistently across the team.
5. Not suitable for all types of work: An Outcome-based working approach may not be suitable for all types of work or industries. For example, some types of work may require a more structured or process-driven approach that is not well-suited to an Outcome-based working approach.

So whilst an Outcome-based working approach in a shared environment can provide many benefits, it is important to carefully consider the potential downsides and ensure that it is a good fit for the type of work and the team involved.

But on balance, does this way of working outweigh the downsides, especially when it comes to the potential earnings for both employers and employees?

It is difficult to say. The effectiveness of this approach will depend on a number of factors, including the type of work being done, the skills and experience of the team members involved, and the specific outcomes being targeted.

That being said, there is evidence to suggest that an Outcome-based working approach can be beneficial for both employers and employees. For example (and i’m sorry if i’m repeating myself!)

1. Improved productivity: By focusing on outcomes rather than hours worked, team members may be more motivated and productive, which can lead to better results and higher earnings for the employer.
2. Increased flexibility: An Outcome-based working approach can offer greater flexibility for both employers and employees, as team members are free to work on their own schedules as long as they achieve the desired outcomes.
3. Fair compensation: An Outcome-based working approach can provide a fair and equitable way to compensate team members based on outcomes, rather than simply rewarding seniority or experience.
4. Improved work-life balance: By focusing on outcomes rather than hours worked, team members may be able to achieve a better work-life balance, which can lead to greater job satisfaction and lower turnover rates.
5. Enhanced collaboration: By working in a shared environment, team members can collaborate more effectively and learn from one another, which can lead to better outcomes and higher earnings for the employer.

So, whilst there are potential downsides to an Outcome-based working approach in a shared environment, there is evidence to suggest that it can be beneficial for both employers and employees when implemented effectively.

And on that note, we fully expect you to talk to our team on how we can help implement the future of work in your organisation! 🙂