Workforce Optimization Consulting

To effectively help their clients, strategy and implementation consultants need to leverage four drivers at the same time: Content, Process, Mindset and Behavior. Master these skills and you will be amongst the best in the world. The classical strategy consultant focuses primarily on the content-aspect of consulting. They do extensive analysis and based on that analysis, they give advice. While this model has been a great source of revenues, it is not enough for real change and effective strategy implementation. To truly achieve organizational change, a strategy and implementation consultant needs to address key drivers. We can organize them along two dimensions: explicit vs. tacit and cognition vs. action. The explicit part of consulting is what we see. It concerns the mechanics of strategy and the steps it takes to develop and implement it. The tacit part is what is under the surface; what happens in people’s mind and what is needed to change their day-to-day behavior. The cognitive part of consulting concerns the mental aspect; what happens in our minds and how we think. The action part concerns what we do; the processes and behaviors required. Based on these two dimensions, these are the four drivers of strategy and implementation consulting: CONTENT The strategy itself, as well as the roadmap and action plans that follow from it. This driver focuses on what the organization should look like in the future (point B), where it stands now (point A) and how to bridge the gap between A and B. PROCESS The steps, actions and tools used to develop and implement strategy. To define points A and B and the actions to bridge the gap between them, you take certain steps and actions and use certain tools to execute them. MINDSET What happens in people’s minds; their values and beliefs; at the top and across the organization. Without the right mindset or shift therein, strategy and implementation will remain unsuccessful. BEHAVIOR In the end, it is people’s behaviors, habits and routines that need to change. Not addressing these will not bring the success you want. Therefore, also behavioral change requires dedicated attention. Unfortunately, there are not many places where you can develop all four skills. It is for this very reason that Timothy Tiryaki and I have developed the Certified Strategy & Implementation Consultant (CSIC) program. It is carefully designed around the four drivers so that you develop all the skills required to be an effective consultant. Our next cohort starts on February 7th and there are still a few spots left. If you have at least 10 years of experience, 5 of which in a facilitating, coaching or managing role, and aspire to enhance your strategy and implementation skills, this program may be for you. Visit our website strategy.inc for all information and registration. Are you ready to develop the skills to master all four drivers? #strategicleadership #changemanagement #growthmindset

Information sector employment is back to 2017 levels. Nine years of job growth, gone. The Information sector—tech, media, telecom, and data services—overshot its pre-pandemic trend during the 2021–22 hiring boom. No question. But the correction didn't stop at the trend line. It blew right past it. If the sector had simply continued its pre-2020 growth rate (~1% per year), employment today would be about 246,000 higher—an 8% gap. And it's still widening. The overhiring has been fully reversed. Employment is now below where it would have been if the pandemic had never happened. These aren't jobs that were lost. They're jobs that never arrived—roles that were never posted, attrition that was never backfilled, junior positions that quietly disappeared from headcount plans. What's driving it? Not any single factor. But when output keeps growing while employment stalls—especially in sectors where generative AI is most easily deployed—it gets harder to see this as just a cyclical correction. Something structural may be underway. And Information is just one piece of it. In my latest Labor Matters, I show this same pattern playing out across the entire white-collar economy—finance, insurance, professional services—to the tune of 3 million missing jobs. #AI #labormarkets #futureofwork #recruitment

The analysis was brilliant. The recommendations sound. Yet nothing changed. In our final part, we explore how consultants navigate the human dimension which is where the real barriers are. Parts 1 & 2 explored creating clarity and driving change. This third dimension builds trust across the organization. The final three functions: 1. The Relationship Bridge → Connecting stakeholders around shared objectives →  Facilitating cross-functional understanding → Navigating politics to enable decisions The truth is, organizations are complex human systems with competing agendas and perspectives. Average consultants rely on data alone. Elite ones recognize that change is fundamentally human. They bring people together by: → Facilitating stakeholder alignment forums → Bridging technical and business perspectives → Addressing unspoken barriers to progress → Building coalitions that sustain momentum The best consultants know that the executive, middle manager, and frontline employee all see different realities. Rather than picking sides, they build bridges of understanding between these worlds. 2. The Context Translator → Adapting best practices to local realities → Translating frameworks into specific solutions → Accounting for culture and structure Average consultants apply off-the-shelf frameworks, but generic solutions fail at adapting to the context and ground realities. Exceptional consultants don't just recommend what worked elsewhere, they adapt successful patterns to fit your unique context. They achieve this through: → Identifying which principles transfer across contexts → Adapting to organizational culture and capabilities → Knowing when to challenge vs. accept constraints → Balancing aspiration with practicality The difference between good and great consulting lies here: transforming general insights into your organization's distinct advantage. 3. The Integrity Anchor → Maintaining unwavering commitment to facts → Delivering truth regardless of consequences → Protecting confidentiality & ensuring ethical conduct In environments with competing agendas, the consultant must be the voice of integrity, the truth teller and confidant. Without this foundation, no amount of analytical brilliance or execution skill matters. This manifests in: → Speaking truth to power when others won't → Presenting data accurately, even when uncomfortable → Navigating politics while maintaining independence → Balancing candor with respect Average consultants tell you what you want to hear. Elite consultants tell you what you need to know, even when it's uncomfortable. We covered three dimensions in this series. They all build upon each other: → Clarity without change: useless insights → Change without trust: superficial compliance → Trust without clarity and change: a comfortable relationship The deepest value of consulting isn't transactional advice; it's enabling enduring self-reliance.

Are you measuring what matters in your organization? A comprehensive measure of organizational effectiveness includes much more than profit margins and growth rates. The market and media often celebrate companies that show rapid financial growth or high profitability, leading to a cultural bias towards these metrics as signs of success BUT the tide is slowly turning- more businesses are recognizing the long-term value of a holistic approach to effectiveness and success. Many more businesses are embracing the concept of the "Triple Bottom Line," which measures success not just by financial profit ("Profit"), but also by the company's impact on people ("People") and the planet ("Planet"). HOWEVER 🚨 There is more work to be done! The prioritization of non-financial elements of organizational success can get pushed aside when financial pressures hit or quick results are valued. You have probably heard the phrase "What gets measured gets managed". This is generally true. Quantifying and measuring non-financial aspects of effectiveness, such as employee well-being, social impact, and workplace culture, is hugely important but remains challenging. 💡 Here's some straightforward steps to move you towards a more holistic approach to measuring success: 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐜𝐥𝐞𝐚𝐫 𝐠𝐨𝐚𝐥𝐬: Define what holistic success means for your organization. This could include specific targets related to employee well-being, social impact, and environmental sustainability. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬: Talk to employees, customers, and community members to understand what aspects of your business matter most to them. Their insights can help shape your holistic success framework. 𝐂𝐡𝐨𝐨𝐬𝐞 𝐫𝐞𝐥𝐞𝐯𝐚𝐧𝐭 𝐦𝐞𝐭𝐫𝐢𝐜𝐬: Based on your goals and stakeholder feedback, pick metrics that are meaningful and manageable. For example, employee satisfaction can be measured through regular surveys, while environmental impact can be tracked through energy consumption or waste reduction metrics. 𝐔𝐬𝐞 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤𝐬: Look into established frameworks (like GRI or B Corp standards for sustainability; Gallups Q12 Engagement Survey for employee engagement or the Denison Organizational Culture Model to measure workplace culture). There are existing frameworks for most known elements of organizational effectiveness so it's just a matter of looking into them. 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐢𝐧𝐭𝐨 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐦𝐚𝐤𝐢𝐧𝐠: Ensure that these holistic metrics are part of regular business reviews and decision-making processes, not just side projects. 𝐑𝐞𝐩𝐨𝐫𝐭 𝐭𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭𝐥𝐲: Share your progress openly, including both successes and areas for improvement. Transparency builds trust and credibility. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠: Be prepared to adapt and refine your approach as you learn what works and what doesn't. This is a journey, not a one-time task. #organizationaleffectiveness #measurewhatmatters #leaders

The January jobs report is out today from the BLS (after a several day delay). Today's report is a tale of two time periods—January was much better than expected providing a hint of optimism heading into 2026, but annual revisions to 2024-2025 show the job market has been much softer in recent years that previously reported. 🟢 January's data was green across the board. 130,000 jobs added was well above expectations. Unemployment fell to 4.3%, continuing to improve from 4.5% in November. The trend over the last 3 months has been of a slowly strengthening job market. 🔙 Each year, the January jobs report includes annual benchmark revisions*. The revisions this year reveal a sharply weaker job market in 2024 and 2025. 2025 full-year job gains were revised down from 584,000 to 181,000, the slowest since 2020. To some extent, this is hard data catching up with worker sentiment which has been sour on the job market for the last few years. 🤓 *Benchmark revisions combine the timely but less accurate monthly survey data with more accurate but less timely unemployment insurance records to benchmark March 2025 employment levels. This is a regular part of the process, these revisions are in line with expectations, and do not indicate anything untoward. 🩺 The revisions make health care even more central to jobs growth over the last year. In 2025, total nonfarm payrolls grew 181,000 while health care & social assistance payrolls grew 693,200, implying all other industries lost 512,200 jobs. 📈 Prime-age (25-54) labor force participation jumped to 84.1% in January 2026, the highest level since 2001. The "nobody wants to work anymore" myth hasn't been more wrong in over two decades. Overall, you are likely to see headlines running in both directions: negative ones highlighting the downward revisions and positive ones highlighting the strong January numbers. my takeaway would lean toward the positive ones. Understanding 2024-2025 is useful, but it's still a backwards look. If the January improvement continues, the 2026 job market can beat out 2025's (admittedly a low bar). #jobsreport #economy #news

Jobs Surge in January, but Massive Revisions Reveal a Much Weaker 2025 The U.S. Bureau of Labor Statistics released the January Employment Situation report this morning, and the headline numbers came in stronger than expected. Nonfarm payrolls rose by 130,000, roughly double the consensus forecast of about 55,000 to 65,000 jobs. The unemployment rate edged down to 4.3 percent instead of holding at 4.4 percent as expected. The labor force participation rate increased to 62.5 percent, and average hourly earnings rose 0.4 percent in the month and 3.7 percent over the year. Average weekly hours also moved higher, and manufacturing payrolls returned to positive territory. Taken together, the January data point to a labor market that is still generating income and supporting consumer spending. Hiring beat expectations, unemployment declined, and both wages and hours worked moved in a direction consistent with stable household cash flow. But the revisions tell a very different story about the past year. The annual benchmark revision reduced payroll employment for March 2025 by roughly 860,000 jobs. More importantly, average monthly job growth for 2025 was revised down to about 15,000 per month, compared with roughly 49,000 previously estimated. That changes the narrative around the labor market. Instead of an economy that was steadily adding jobs through 2025 and is only now cooling, the revised data suggest job growth had already slowed to a near-stall pace last year. The labor market was not running hot and then suddenly weakening. It was already operating at a much lower speed than earlier estimates suggested. That distinction matters for policy. A single strong payroll report does not erase a year of very modest job growth. For the Federal Reserve, the focus now shifts to whether unemployment begins to rise, not whether one monthly number beats expectations. If the labor market has been growing at only a minimal pace, it has less margin for error than previously believed. For consumers, this type of environment usually means stability without acceleration. Employment remains solid, but job switching slows, wage gains become more measured, and spending behavior tends to shift toward essentials and high-confidence purchases. The January report shows strength in the present. The revisions suggest weakness in the recent past. And it is that revised trend, not the single monthly surprise, that will ultimately shape policy decisions and consumer behavior. Havas Edge tracks the labor market closely because shifts in hiring momentum often signal changes in consumer confidence and spending patterns before they appear in broader economic data.

Work is evolving. The data show us where to focus: => Remote workers aren't thriving. => FIXED ONSITE employees are struggling. New Gallup Global Workplace: 2025 Report shares data to guide where to improve employee experiences and achieve better results. Remote workers need more support--better management and sense of belonging through culture and connection. Hybrid employees are clearly also experiencing high stress which needs addressing. However, notice the data for fixed onsite workers: - Only 19% are engaged - the lowest by far - Only 30% are thriving - the lowest by far FLEXIBILITY is essential for EVERY worker. More autonomy is necessary and possible for ALL onsite workers with different options depending on the role. Flexibility for onsite workers means more: - Shift patterns and options; - Staggered start and end times; - Rotating shifts and compressed workweeks; - Shift swapping; - Floaters and part-time schedules; - Job-sharing to fulfill a full-time role; - Phased retirement and on-demand labor; - Choice of vacation timing. Manufacturing, retail, and hospitality examples: - Land O'Lakes, Inc.: Introduced “flex work” program in 60 of 140 facilities, allowing factory workers to set their schedules vs rigid 12-hour shifts. - RICK STEIN RESTAURANTS: Flexible careers scheme allows staff (all ages and experience levels)to work as little as one shift per week. -Pets at Home (UK): Offers job-sharing and part-time options for store managers supported by manager training and explicit policies. Humans thrive with more autonomy, wherever they work. What greater workplace flexibility can your company offer every worker so that your workforce and business can thrive more?

You Cut 15% of the Workforce… But the Workload Stayed the Same? Here’s the reality: We were already doing more with less before the budget cut. Now, we’re expected to absorb even more responsibilities with fewer people. Sound familiar? For those of us who’ve been in the workforce long enough, we’ve seen this play out across every industry—tech, government, military, healthcare, you name it. But here’s the problem: Organizations cut headcount without cutting the workload. And somehow, leaders expect the remaining workforce to just figure it out. So, what do you do when you're left holding the bag? 💡 If you're an 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘭 𝘭𝘦𝘢𝘥𝘦𝘳, 𝘤𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘵, 𝘵𝘦𝘤𝘩𝘯𝘪𝘤𝘢𝘭 𝘥𝘪𝘳𝘦𝘤𝘵𝘰𝘳, 𝘰𝘳 𝘱𝘳𝘰𝘫𝘦𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳, this is where your real leadership begins. Instead of waiting for more resources that may never come, here’s how to lead through the chaos: 𝟭. 𝗥𝘂𝘁𝗵𝗹𝗲𝘀𝘀𝗹𝘆 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 🔹 If everything is urgent, 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 is. 🔹 Identify mission-critical tasks—protect what truly matters. 🔹 Negotiate deliverables with leadership. 🔹 Challenge unnecessary work—cut the fluff. 𝟮. 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲, 𝗦𝘁𝗿𝗲𝗮𝗺𝗹𝗶𝗻𝗲, 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 🔹 Your best leverage isn’t 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘩𝘢𝘳𝘥𝘦𝘳—it’s 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘴𝘮𝘢𝘳𝘵𝘦𝘳. 🔹 Use AI tools and automation for redundant tasks. 🔹 Simplify processes—cut unnecessary steps. 🔹 Redistribute work intelligently—not just to the most competent. 𝟯. 𝗦𝗲𝘁 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀 𝗼𝗻 “𝗜𝗻𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗪𝗼𝗿𝗸” 🔹 The most valuable people often pick up extra 𝘩𝘪𝘥𝘥𝘦𝘯 𝘭𝘢𝘣𝘰𝘳—mentorship, documentation, problem-solving. 🔹 Make it visible—track it, quantify it, and address the bandwidth issue. 𝟰. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗨𝗽, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗗𝗼𝘄𝗻 🔹 Leadership needs to know the real impact of reduced resources. 🔹 Frame conversations around 𝘳𝘪𝘴𝘬 𝘢𝘯𝘥 𝘤𝘰𝘯𝘴𝘦𝘲𝘶𝘦𝘯𝘤𝘦𝘴. 🔹 Offer solutions—not just complaints. 🔹 Get buy-in for realistic expectations. 𝟱. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗢𝘂𝘁𝗰𝗼𝗺𝗲𝘀, 𝗡𝗼𝘁 𝗕𝘂𝘀𝘆𝗻𝗲𝘀𝘀 🔹 Working more hours ≠ More impact. 🔹 Measure success based on 𝘳𝘦𝘴𝘶𝘭𝘵𝘴, not effort. 🔹 Encourage asynchronous work and flexibility. 🔹 Push back against unnecessary meetings. 𝗕𝗼𝘁𝘁𝗼𝗺 𝗟𝗶𝗻𝗲: If your workforce has been cut, your strategy has to change. 🔥 What strategies have worked for you when dealing with workforce reductions? Drop them in the comments!

Three workplace predictions for 2026 with the frontline front of mind. As a CEO building technology for frontline teams, I spend a lot of time looking ahead. Not at hype cycles, but at what frontline workers and operators are actually experiencing day to day. Here’s what I’m confident we’ll see in 2026: 1️⃣ Workforce management becomes predictive, not reactive Scheduling tools will stop just tracking hours and start anticipating demand. AI-driven labor forecasting, real-time adjustments for no-shows or spikes, and prescriptive recommendations will become standard. Labor won’t just be managed, it will be optimized in motion. 2️⃣ The “flexible work contract” replaces rigid job models The line between full-time and part-time continues to blur. Workers will increasingly choose shifts, earn skill-based premiums, and access benefits tied to hours worked, not job titles. Flexibility won’t be a perk; it will be the operating model. 3️⃣ AI assistants become part of everyday frontline work Not dashboards. Not reports. Embedded AI copilots that help with shifts, compliance, training, and decision-making, in real time, on mobile, at the point of work. The goal isn’t to replace people, but to remove friction from the work they were hired to do. The common thread: The future of work isn’t human vs. AI. It’s human + AI, especially for the 2.7 billion shift workers who keep the global economy running. 2026 won’t reward companies with the most features. It will reward those with the clearest intelligence, the most flexible systems, and the deepest respect for frontline work. Curious: which of these shifts are you already seeing in your business? #FutureOfWork #FrontlineWork #AIatWork #WorkforceManagement #Leadership #ShiftWork

Payrolls growth in August disappointed again, and the unemployment rate ticked up. Wage growth was strong, with the trend still elevated vs inflation target pace. 1️⃣ Payrolls rose 22k in August, vs 79k in July (revised up from 73k). June & July payrolls were revised down by 21k. Near-term payroll growth remains below the 111k breakeven pace needed to keep the 3-month average unemployment rate at 4.2%. Adjusting BLS population projections for 2020–25 with CBO updates and lower net immigration, the breakeven payrolls pace rose faster (gray vs purple lines in first chart 👇). Payrolls trends have lagged the adjusted CBO breakeven pace since early-2024 (orange vs gray lines 👇). Upside risks to the unemployment rate over the near-term have thus increased according to this metric. 2️⃣ The unemployment rate increased 10bps to 4.3%. More precisely, from 4.247% in July to 4.324%. Household employment grew 288k. Labor participation increased 10bps to 62.3%. 3️⃣ Hourly wage growth was +0.3% m/m (same as unrevised July) and 3.7% y/y, down from 3.8%. For production & non-supervisory workers, July m/m wage growth rose from +0.3% to +0.4%, and y/y from 3.8% to 4.2%. Furthermore: ➡️ August’s data on total and short-term unemployed/employed helps estimate the job-finding rate, which bounced back as overall unemployment rose less than newly unemployed: odds of exiting unemployment went from 43% to 47%. ➡️ Combining job-exit (up in August) and job-finding rates gives a flow-consistent unemployment rate that had led the official rate higher through 2024 (second chart 👇). Its smoothed trend suggests relative stability around 4.3% near term. ➡️ Given uneven jobs growth across sectors, adjusting wages for composition is crucial. Using the Atlanta Fed method, August m/m wage growth was unchanged, but July was revised to 0.4%. For production/non-supervisory workers this correction did not alter official numbers. Annual wage growth still exceeds rates consistent with 2% inflation, more in line with ~3% as implied by “Main Street” inflation expectations (final chart 👇). Recent jobs reports show a murky labor market: payrolls growth decelerating, unemployment edging up, and wage growth stubbornly above the 2%-consistent pace. Weak payrolls likely suffice for a Fed rate cut at the September FOMC, but the other elements of the labor market data combined with elevated inflation expectations and sticky underlying inflation will constrain further easing. For more visit Macro Market Notes: https://lnkd.in/dR488qaT #jobsreport #wages #federalreserve