Workforce agility refers to an organization's ability to adapt quickly and effectively to changing business environments, technological advancements, and evolving market demands. It encompasses flexibility, continuous learning, and the ability to reallocate talent where it is most needed.
At its core, agility is about more than just speed—it’s about resilience, adaptability, and proactive change. It requires both employees and employers to shift their mindsets, embrace continuous skill development, and foster a culture of internal mobility. Companies that embrace agility ensure they have the right talent in the right place at the right time, positioning themselves for long-term success.
The modern workforce is stagnating. A recent Right Management and Reputation Leaders study—with 4,216 respondents in 8 European markets—shows that employees are staying in the same roles for extended periods, with internal mobility at historically low levels. Over the past five years, only 18% of employees changed roles within their organizations, and only 16% even applied for a new internal position. At the same time, 77% of employees intend to stay with their current employer for the foreseeable future. While this loyalty may seem like an advantage, it highlights a deeper issue—limited career progression and a lack of skill development.
Flatter organizational structures: With fewer middle management positions, career paths are less defined, making vertical progression more difficult.
Burnout and increased workload: 49% of employees worldwide report experiencing daily stress, discouraging them from seeking additional training or responsibilities.
Changing career priorities: Employees are re-evaluating what they want from their careers, prioritizing work-life balance over traditional promotions.
Mismatch between employee and employer expectations: 46% of employees believe their employer controls their career paths, while 66% of leaders agree, leading to a lack of individual ownership over career growth.
Without intervention, organizations risk skill gaps, reduced innovation, and disengaged employees, ultimately impacting long-term business success.
Achieving workforce agility requires intentional efforts from both leadership and HR. Organizations must create environments where employees feel empowered to develop their skills, take on new challenges, and move within the company. Here’s how:
With traditional promotions becoming less frequent, companies must offer alternative career pathways. This includes lateral moves, project-based work, and opportunities to develop new skills within existing roles. Transparency in career progression is key—employees need to understand what growth looks like in the new world of work. For insights on career transitions, explore next-generation outplacement.
The traditional model of career development—long training sessions or formal courses—does not align with today’s fast-paced work environment. Instead, companies should integrate learning into daily work, using microlearning, peer mentoring, and on-demand coaching. Leadership coaching plays a crucial role in this development, helping employees gain the skills necessary for agile transitions.
Younger generations, particularly Gen Z (41%) and Millennials (35%), are prioritizing skill development, both hard and soft. They expect organizations to provide flexible, human-centered learning solutions. However, if these expectations are not met, dissatisfaction grows—47% of employees unhappy with career support are actively job hunting. Additionally, 21% of Gen Z employees are even considering leaving the workforce entirely, signaling a shift toward gig work or self-employment.
Organizations need to recognize these generational shifts and tailor learning and development opportunities accordingly. A blended approach—integrating technology with human-led development—is preferred by 59% of employees planning further training and 64% of those looking to take on more responsibilities. Without strategic learning support, companies may experience increased turnover and struggle to retain emerging talent.
Employees who receive career development support are more likely to engage in upskilling and internal mobility. Coaching, both from managers and external professionals, can help employees take ownership of their careers. Organizations must ensure that career development initiatives are perceived as genuine opportunities rather than as attempts to push employees out. Individual coaching is a proven way to empower employees in this regard.
Many leaders overestimate the level of internal mobility in their organizations. By leveraging data on employee movement, skills development, and retention trends, companies can make informed decisions about workforce planning and talent investment.
Leaders play a critical role in workforce agility. However, many are more focused on short-term retention rather than long-term talent development. Companies should equip leaders with the skills and incentives needed to support employee career growth actively. The role of leadership in digital transformation further highlights the importance of forward-thinking leadership in driving agility.
Understand how long employees stay in roles, internal movement trends, and where career development investments are going. Ensure that workforce data informs talent strategies.
If vertical moves are limited, focus on lateral opportunities, skill-building, and alternative career paths that align with employees’ aspirations.
Move away from isolated training programs and embed learning into daily tasks through real-time coaching, job rotations, and self-directed learning.
Technology can facilitate learning, but human interventions—such as coaching, mentorship, and leadership involvement—are crucial for driving meaningful career development. Gen Z, in particular, places high value on human interaction, with 42% citing increased human support as a top priority.
Provide training and incentives to encourage leaders to prioritize career growth within their teams, ensuring that internal mobility becomes a strategic advantage.
Workforce agility is no longer optional—it is a business imperative. Organizations that fail to prioritize career development, skill-building, and internal mobility will struggle to keep pace with the changing world of work. By implementing strategic, data-driven workforce transformation initiatives, businesses can cultivate an agile, engaged, and future-ready workforce.
The question is no longer whether agility is necessary, but how quickly organizations can adapt to create it.
