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Upskilling Mantras: Leveling Up Your Workforce

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Upskilling Mantras: Leveling Up Your Workforce

Upskilling workforces in AI and analytics is pivotal for 2025 competitiveness, yet practical challenges abound, with 46% of leaders citing skill gaps per McKinsey. 

This HR Spotlight article compiles insights from business leaders and HR professionals on key hurdles to prepare for. 

Experts highlight mindset shifts, fear of displacement, data quality issues, and ethical concerns like bias. 

They stress fostering curiosity through real-world applications, tailored training, and human oversight to bridge gaps. 

By addressing resistance via empathy, ensuring tool relevance, and promoting continuous learning, leaders can transform challenges into opportunities, boosting productivity and adaptability across industries from healthcare to consulting. 

Read on!

Casey Cunningham
Founder & CEO, XINNIX

One of the biggest practical challenges leaders face when helping their teams level up on AI and analytics is making it feel real and relevant. It’s not just about training—it’s about sparking curiosity.

I encourage leaders to create space for people to share how they’re already using AI—at home, at work, anywhere. Personal use often translates into professional impact.

I also challenge leaders to ask their peers how they’re approaching this. You don’t have to figure it all out alone. Chances are, someone else in your organization is already a few steps ahead. Learn from them.

And finally—ask AI! Use it to create grocery lists, build menus, fix issues—get people playing with it. When they see what it can do in everyday life, they’ll be more open to using it professionally.

The goal is to normalize it. The moment they experience that “wow,” the resistance fades. Now they’re in.

Spark Curiosity for AI Adoption

Mary Rizutti
Practice Leader, HR Advisor & Outsourcing

Challenges in AI and Analytics Upskilling

While AI is changing so many aspects of business, with change comes challenges. There is clearly and expectedly a learning curve in this space. Companies are facing the challenge of a workforce that has had limited to no exposure and/or training in AI.

To work effectively with AI, a combination of technical and soft skills is needed. Technical skills such as knowledge of programming languages like Python, Java, R and C++ are commonly used in AI development.

Individuals with backgrounds in computer science, data science, artificial intelligence, robotics, mathematics and statistics and software engineering may possess skills upon which they may rely to begin to understand large language and algorithm model development, as well as prompt engineering (the ability to optimize prompts for AI tools), as an example. may be acquired through self-study.

It’s important for companies to assess the current workforce to help them understand which employees might be suited to support an AI integration process. One initiative many companies are undertaking is to perform a skills analysis on its workforce to identify those in-house who possess the capability to engage in identifying areas where AI may be appropriate.

Companies should also be prepared to deal with the challenge of identifying the application for AI within their companies. Some questions they should consider include: How far down the road should we go with AI? Are there controls in place to test and trust AI’s output? Do we have policies in place to monitor and provide guardrails for individual usage?

These challenges call upon leaders to not only possess, but to also instill and encourage keen problem-solving skills among their teams, to create ethical awareness around AI biases, privacy concerns and the responsible use of AI.

Fostering an environment of continuous learning, adaptability, curiosity, communication and collaboration needs to be a deliberate focus for leaders to enable their companies to travel the AI journey that is ahead.

Assess Skills for AI Integration

Danielle Pickens
Chief Program Officer, Urban Schools Human Capital Academy

One key challenge for education leaders is preparing their workforce to effectively adopt AI and analytics. This goes beyond technical training as it requires a mindset shift toward data-informed decision making.

Educators are the heart of schools, yet many lack exposure to AI tools and face time constraints, making targeted professional development critical.

Leaders must ensure equitable access to technology to prevent deepening disparities, while addressing ethical concerns like data privacy and bias.

AI should be seen as a support, not a substitute, for human judgment. It all starts with a strategic, empowered Human Resource team ready to lay the foundation for continuous learning.

By prioritizing upskilling and fostering an open culture, schools can begin to leverage AI to improve efficiency, accessibility, and ultimately, student outcomes.

Bridge Tech, Human Judgment Gap

Drew Wiard
Owner, Clear Sky Properties

Everyone has varying ability levels. Some people learn new tools quickly, while others require more instruction. Training must adapt to these variations. The most effective learning is experiential, using real-world examples.

Understanding data ideas is one thing, but applying them to transactions and property management is quite another. The aim is to close that margin. In addition to teaching theory, I concentrate on demonstrating how analytics enhance decision-making.

Confidence is fostered by promoting inquiry and allowing others to grow from their errors. The team tries new things when they feel encouraged. We can maintain our competitiveness in a changing market with such a mentality.

Overcome Varying Team Abilities

Marco Dewey
CTO, Jazzberry

Prompting is your team’s new secret weapon. Everyone thinks these AI tools are just plug-and-play. Drop in a question, get an answer.

The real power of these AI tools isn’t in their ability to answer a question, but in their diversity in what they can do with that question. AI tools are not a set-in-stone algorithm, they are a dynamic algorithm that can give you custom results if you know how to prompt it.

Leaders need to train their team on the art of prompting. Prompting can be unintuitive, but it will make more sense to your team if you educate them on how these models work under the hood.

Think of prompting as a new kind of literacy, and do not be afraid to experiment; only you know what will work best for your team.

Master Prompting for AI Power

Oliver King-Smith
CEO, SmartR AI

Leaders preparing to upskill teams in AI and analytics must tackle three thorny realities. First, overcoming “grunt work paralysis”—even skilled analysts waste weeks on manual tasks like data cleaning or merging NHS trust mappings.

Tools like SCOTi® AI automate this drudgery, freeing 70% of time for strategic work. Second, bridging the “plain English gap”: Employees shouldn’t need coding skills to ask, “Why did margins drop?” Assistive Intelligence that answers conversational queries (with charts/stats) democratizes data access.

Finally, securing buy-in for “messy data” journeys—teams often stall waiting for “perfect” data. SCOTi’s Schema Sense reverse-engineers chaotic databases and even scrapes missing dimensions, proving ROI while fixing infrastructure.

Compliance remains non-negotiable: Ensure tools like SCOTi operate on-premises/air-gapped for sectors like healthcare or defense.

The real win? Treating AI as a collaborator, not a crutch—it’s why teams using assistive tools see 2x faster insights and 50% higher stakeholder trust.

Automate Drudgery, Free Strategy

Wesley Kang
Founder, Realtor1099Cafe

Honestly, running a tech forward real estate firm showed me how emotion drives adoption more than logic ever could.

People fear status loss more than technology itself and my veteran agents worried AI would erase their market expertise until we reversed the power dynamic. Now they lead our AI testing program, finding new ways to blend human insight with machine analysis.

I’ve also seen that fear hits hardest when AI touches money directly and through countless training sessions, I noticed how quickly agents embrace AI for basic tasks but panic when it approaches their commission structure. We solved this by guaranteeing base pay during the learning phase which let them experiment without risking income.

In all honesty, I believe successful AI adoption starts with protecting people’s sense of value.

Reverse Power Dynamic Fears

Paul Monk
Chief Strategy Officer, Alpha Development

AI technology is developing at such a pace that it will quickly become universal, with little to differentiate the tools used by competing organizations. Most of the value of AI will be delivered in the quality of data, and how each workforce is upskilled & motivated to engage with these new tools.

We initially categorize a workforce into two broad groups – the FOBOs (Fear Of Missing Outs) and the Resistance. FOBOs are anxious to be given access to AI tools & training, while the Resistance try to justify why AI is not applicable to their role, team, or business area. Both need to be acknowledged & engaged by any plan to upskill on AI and analytics.

Upskilling & reskilling for AI should be delivered just like any other transformational learning program – it requires business leader support, active learning, and the opportunity to practice & embed new skills following any formal training.

Once new skills have been acquired, the focus should shift to monitoring application of AI within upskilled teams – including keeping a close eye on “disengaged augmentation” i.e. when an employee working with AI augmentation disengages from their responsibilities and inappropriately allows the AI to complete the task end-to-end.

Ensuring that employees understand their role in augmentation, and are recognized & rewarded for delivering this, is crucial for delivering real change in AI and analytics skills.

Engage FOBOs, Resistance Groups

Dan Gower
Product Studio Lead, Sketch Development Services

I work at a software consulting company that helps enterprises adopt AI. One challenge we keep talking about is that AI was trained on a massive amount of material, and it’s not only the good stuff.

It’s getting better fast, but right now, we have to assume that whatever AI is doing is informed by average work. In other words, check it as you would if an aggressively average employee produced it.

Verify AI Outputs Vigilantly

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Navigating Polyworking: Perspectives from HR and Business Leaders

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Navigating Polyworking: Perspectives from HR and Business Leaders

What is polyworking, and what does it mean for the future of work? 

Is it a sustainable model for professionals, and how are organizations adapting to this growing trend?

These are just some of the questions we explore in this post, featuring insights from leading business and HR executives. 

These leaders from the HR Spotlight community share their perspectives on the rise of polywork, discussing its implications for talent management, organizational culture, and the evolving relationship between employers and employees.

Read on!

Raymond Anto
Founder, Congruen

Raymond Anto – Congruen

Polyworking is redefining the traditional employment model. Enabled by remote work and a growing desire for flexibility, professionals are now pursuing multiple roles simultaneously. This shift allows for richer, more diverse skill sets and a broader network of professional connections.

The increasing occurrence of polyworking in several industries presents both challenges and opportunities for the workplace. 

Organizations may be required to adapt their policies and management practices to accommodate the preferences of a workforce increasingly engaged in multiple roles. This could result in a more dynamic and interconnected work environment, characterized by enhanced cross-functional collaboration and the cross-pollination of ideas, ultimately fostering a culture of innovation.

In my view, polyworking is not merely a fleeting fad but a significant evolution in work practices. 

It signifies a move towards a more holistic talent management philosophy, where organizational emphasis shifts from hours worked to outcomes achieved. This approach can foster greater job satisfaction and improve retention rates by empowering employees with increased control over their schedules and commitments.

For employees, polyworking offers distinct advantages, such as greater flexibility in scheduling, opportunities for personal and professional growth, and the ability to cultivate multiple income streams. 

Conversely, it also poses potential disadvantages, notably the risk of burnout from managing multiple commitments and the challenge of maintaining a healthy work-life integration.

Managing a polyworking team effectively poses a significant challenge for employers accustomed to traditional management techniques. It demands a reevaluation of established practices, with a greater emphasis on trust, autonomy, and accountability, rather than relying solely on conventional productivity metrics. 

Organizations that embrace this shift, however, may find themselves benefiting from a more engaged and innovative workforce.

In conclusion, while polyworking presents challenges, it also offers exciting opportunities for both employees and employers. 

As we navigate this new landscape, it’s crucial to foster an environment that supports flexibility and innovation.

Adil Advani
Associate Product Owner, Securiti

Adil Advani – Securiti

From my experience managing global teams at Securiti.ai, polyworking isn’t just a trend – it’s a natural evolution of how modern professionals approach career growth. 

I’ve seen firsthand how our hybrid workforce, including those juggling multiple roles, brings diverse perspectives that enhance our product development. While it requires robust scheduling and clear communication boundaries, the benefits of accessing varied skill sets outweigh the challenges. 

The key is having strong project management systems in place. 

Just last quarter, one of our part-time specialists leveraged their experience from their consulting work to completely transform our client onboarding process.

Mohd Zaid Mansoori
Senior Outreach Executive, ProProfs

Mohd Zaid Mansoori – ProProfs

At ProProfs Training Maker, I’ve seen how cross-disciplinary projects and side jobs help employees build new skills and ideas. 

Polyworking, along with new income streams, not only diversifies earnings but lets people work on topics they truly enjoy, boosting job satisfaction.

For employers, polyworking brings fresh ideas, encourages creativity, and helps build adaptable teams. But boundaries are crucial; juggling roles can lead to burnout if not managed well.

What I learn from this experience is that freelance digital marketers who have full-time jobs bring fresh ideas into our campaigns. 

When there is good communication and time management, polyworking benefits everyone. If done the right way, it’s not just a trend-it’s a shift in how we think about work and talent growth.

Saddat Abid
CEO & Senior Property Buyer, Property Saviour

Saddat Abid – Property Saviour

Polyworking is indeed emerging as a significant trend that could reshape the future of work. While it offers potential benefits like increased income and skill diversification for employees, it also presents challenges for both workers and employers.

For employees, juggling multiple roles can lead to burnout, stress, and difficulty maintaining work-life balance. Employers face risks of reduced productivity, conflicts of interest, and challenges in fostering company culture and loyalty.

The prevalence of polyworking, with 46% of employees engaged in side hustles, suggests it’s more than a passing fad. However, its long-term sustainability and impact remain to be seen. Employers will need to carefully consider how to manage polyworking employees, potentially offering competitive compensation and fostering stronger employee engagement to discourage the practice.

As the trend continues to grow, particularly among younger generations, it will likely prompt broader discussions about work structure, employee rights, and the changing nature of the employer-employee relationship in the coming years.

Polyworking reflects the evolving nature of employment in our digital age. While it provides opportunities for workers, companies must adapt their policies and management approaches to address this new reality.

Kurt Uhlir
Chief Marketing Officer, ez Home Search

Kurt Uhlir – ez Home Search

Polyworking may appeal as a means for individuals to grow income streams, but the reality is that true progress often comes from focused effort. 

In high-growth companies I’ve worked with, teams committed to a unified mission achieve remarkable outcomes and share in long-term rewards. 

For employers, managing polyworking employees can be complex—ensuring that external roles don’t impact performance or alignment with company goals is a challenge. 

On the employee side, splitting hours across roles might offer variety and a short-term earnings boost, yet those who focus on adding value to one endeavor tend to see stronger, more sustainable career and income growth over time.

Michael Franco
Chief People Strategist, Quokka Hub

Michael Franco – Quokka Hub

Polyworking is intriguing but it likely will not be dominant in the future of work unless we see a significant shift in contractual or fractional roles. 

Diversifying revenue streams is beneficial for almost anyone but full-time employment structures make it challenging. We did see California recently ban non-compete agreements which would make this more feasible for those in the state. 

For employees, polyworking could allow them some more financial security through multiple income streams. 

However,  the risks are significant, diminishing productivity and burnout could lead to the loss of some or maybe even all revenue streams. Depending on where they live and what they do, they could have to navigate non-competes and NDAs. 

Employers could benefit from having employees with a wider range of skills, but they will likely be more concerned with loyalty and productivity. Another concern with polyworkers is divided attention which will certainly impact engagement.

Tiago Pita
Brand and eCommerce Director, Whole Food Earth®

Tiago Pita – Whole Food Earth

Polyworking offers employees flexibility and the opportunity to diversify income streams, which can boost engagement and creativity. 

For employers, it brings access to a wider talent pool and specialized skills. However, challenges include managing conflicts of interest, ensuring commitment, and addressing potential burnout. 

Employers need clear policies and open communication to navigate this shift effectively while fostering trust and productivity.

Cache Merrill
Founder, Zibtek

Cache Merrill – Zibtek

I see polyworking as more than just a trend—it’s a transformative shift redefining employment. 

Polyworking, where individuals simultaneously juggle multiple roles or projects across companies, is a response to our evolving digital-first, flexible work culture. 

This approach taps into the gig economy’s strengths and marries it with traditional employment’s stability, offering workers enhanced autonomy and career diversity.

With polyworking, employees can gain new experiences and build a strong network base, which is beneficial for advancing in their careers. This is especially true for tech and creatives who prefer working on different projects. 

Challenges exist. Individuals have to juggle many roles which can lead to an increase in the risk of burnout, and having to balance so many things makes it hard to separate work from personal life.

In simple terms, polyworking from an employer’s perspective makes it possible to lean in specialized project based workers with no need for them to be employed fully, so this idea has its own risks too which include issues of confidentiality, loyalty and team bonding. 

There are ways in which polyworking can be successfully integrated into the prevalent system, all leading to disruption but the focus remains on rethinking talent management processes, selecting policies that support flexibility but don’t compromise productivity with the goals of the organization.

John Wilson
Owner & CEO, Wilson Plumbing and Heating

John Wilson – Wilson Plumbing and Heating

I believe polyworking is key to our future. 

Our technicians can learn different systems—like plumbing, heating, and cooling—which makes them more flexible. This helps us serve customers faster and keeps employees interested in their work. They can change roles based on what they enjoy and are good at, boosting morale. 

The main challenge is managing schedules and training across areas. But if we support skill-building, polyworking will improve our service and create a stronger, more skilled team over time.

Andrew Golpys
Co-Founder & Creative Director, MadeByShape

Andrew Golpys – MadeByShape

I firmly believe polyworking is revolutionizing the future of work. This trend, where individuals divide their time between multiple projects or clients, is gaining momentum. I’ve witnessed its impact firsthand, with several team members successfully juggling multiple engagements.

Polyworking offers numerous benefits: diversified income streams, varied work, and enhanced creativity. For employees, it provides autonomy and flexibility, allowing them to pursue passions and interests. Employers, meanwhile, gain access to specialized skills and fresh perspectives.

However, challenges exist. Managing multiple commitments requires exceptional time management and communication skills. Confidentiality and intellectual property concerns must also be addressed.

To mitigate these risks, employers should establish clear guidelines and trust-based relationships. Employees must prioritize transparency and effective time allocation.

At MadeByShape, we’ve adapted by implementing flexible work arrangements and open communication channels. The results are promising: increased job satisfaction, improved work quality, and a broader talent pool.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Polyworking: Opportunity or Overload? Examining the Pros and Cons

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Polyworking: Opportunity or Overload? Examining the Pros and Cons

The traditional notion of a single, full-time job is being challenged by the rise of polyworking, a phenomenon where individuals juggle multiple professional roles. 

Driven by factors such as the gig economy, remote work opportunities, and a desire for greater flexibility and income diversification, polywork is rapidly gaining traction. 

But is this trend a positive development or a cause for concern? 

Insights from HR experts and business leaders in this post explore the complexities of polyworking, analyzing its pros and cons for both employees and employers, and examining its potential to reshape the future of the workforce.

Read on!

Silvia Angeloro
Executive Coach, Resume Mentor

I believe that polyworking, in which people work on many occupations or projects at the same time, will undoubtedly affect the future of employment. 

It’s more than simply a fad; more and more people demand flexibility in their professions. 

I’ve observed friends who balance a full-time job with a side business or freelance work. It allows people to pursue multiple interests rather than relying on a single source of income.

On the plus side, it allows employees a lot of independence. You don’t have to stay in the same role for years, and you can explore new opportunities without giving up your day job. 

However, I’ve discovered that it can also contribute to burnout. The thrill of juggling multiple projects can quickly turn into fatigue if you don’t manage your time.

For employers, it’s complicated. 

On the one hand, companies want to retain talented personnel, but those same employees may be performing additional work on the side. It forces businesses to reconsider how they assess productivity and focus on outcomes rather than hours.

Jean Chen
COO & CHRO, Mondressy

Polyworking, the practice of balancing multiple jobs or projects simultaneously, is more than just a trend; it’s increasingly becoming a way to adapt to modern career demands. 

Technology enables this shift, allowing people to work flexibly and explore different fields. 

For employees, it offers the chance to diversify skills and spread income streams, reducing reliance on a single employer. Imagine a graphic designer freelancing on diverse projects while running an online shop—each role enriching the other through new skills and perspectives.

For employers, tapping into a polyworking talent pool means bringing in fresh ideas and varied experiences. However, it also raises challenges like ensuring commitment and managing confidentiality. 

One effective method for companies is implementing clear guidelines and open communication channels, ensuring alignment on priorities.

Polyworking might reshape employment norms, as both individuals and companies lean towards versatile working arrangements. 

Future workplaces might focus on project-based engagements, customized roles, and niche expertise, fostering environments where continuous skill development is key. 

This approach isn’t just a passing fad; it’s a strategic evolution in the workplace, enhancing adaptability and innovation.

Clooney Wan
Founder and CEO, TrackingMore

Polyworking has been a mainstay in most remote work settings since the onset of the pandemic in early 2020. 

However, I do not consider it the future of work. 

Polyworking is simply moonlighting, which is frowned upon in most employment settings and breaks trust between employer and employee.

Polyworking will continue for a while with all the uncertainty surrounding some industries as a result of AI and Machine Learning. However, as businesses refocus their priorities on people, they will want dedicated employees who are loyal to their brands. 

Moreover, issues with employment contracts and non-disclosure agreements will make polyworking difficult for most employees to manage.

Edo Sagron
Flutter Developer, Sagron

I see polyworking as more than just a trend; it reflects a shift in how people think about careers and personal fulfillment. 

Many professionals today are highly skilled in multiple areas and find that diverse roles keep them engaged and broaden their experience. 

For instance, in my own life, managing both the technical side of multiple personal and client projects as a developer while working for a different company as an integrator AND running my own business and store, has helped me stay energized and inspired. 

It’s a balancing act, but the benefits are tangible: more skills, broader connections, and a wider impact.

For employers, polyworking can bring flexibility and a diversity of skill sets to teams, which can be an asset, especially for smaller businesses. 

The challenge, though, lies in ensuring commitment and setting clear expectations. Employees may need more flexibility, but there’s also an opportunity here to redefine productivity based on results rather than hours.

In short, polyworking seems to me like a natural evolution in the workplace that, when managed well, could lead to better alignment between professional goals and personal interests.

Naomi Clarke
Head of HR & Chief Diversity Officer, Flingster

I believe polyworking aligns well with the evolving work landscape, especially for Gen Z. This generation is naturally inclined to multitask and explore diverse interests, often thriving in dynamic environments. 

The potential benefits of polyworking include increased autonomy, varied income streams, and the opportunity for individuals to pursue different passions, contributing to personal growth and job satisfaction.

However, while polyworking can be a boon for employees seeking flexibility, it can be tricky for us hiring managers. Employers may face concerns over divided attention and potential conflicts of interest, impacting productivity and engagement. 

To balance this, clear policies and open dialogue about workload expectations are the way to go. Employers that embrace polyworking by supporting flexible schedules and fostering trust can turn this trend into an asset, retaining talent that values independence and adaptability. 

Polyworking is more than a passing trend—it may redefine traditional work structures and talent management for the better.

Laurie Williams
Founder, Man and Van UK

Polyworking is more than a passing trend. I believe it has the potential to change the way we think about employment by encouraging diverse skills and experiences. In my own experience, employees who manage more than one role often bring fresh ideas and a wider perspective to the team, which benefits everyone involved. 

This shift may gradually reshape traditional career paths, as people explore opportunities that build a more varied skill set. By adapting to this change, workplaces can foster environments that are both versatile and inspiring.

Employees might be strongly motivated by the opportunity to experiment with diverse revenue streams and acquire skills in a variety of professions through polyworking. For instance, in order to have a more varied working life, one of my drivers also works as a freelance photographer. 

By providing flexibility without the commitment of full-time recruiting, project-based hiring allows employers to access specialized skills. 

Employers may need to modify their expectations around availability and involvement, though, as juggling numerous responsibilities necessitates setting clear boundaries to prevent burnout. This system can benefit both sides if there is effective communication.

In my business, I have worked with a digital marketer who also manages their own online projects, which allows them to bring fresh, up-to-date insights into our marketing efforts. This kind of arrangement is ideal for us because it brings in talent on a flexible basis without long-term constraints. 

Another example is hiring a web developer for a particular project, which gives us specialized skills right when we need them, without adding to our permanent team. 

To make these relationships work, both sides need clear guidelines and regular check-ins to keep expectations aligned. This way, both the employee and the employer can get the best from each other.

Polyworking appears to be more than a trend, offering a genuine evolution in the way we view work. 

By finding a balance that respects both flexibility and structure, I believe we can build workplaces that support growth and variety for everyone involved.

Christine Dalayap
Business Executive Manager, JP Franklin Roofing

Polyworking—balancing multiple roles, often across industries—is more than a trend; it’s a powerful shift in the employment landscape that’s here to stay. 

This model appeals to talent seeking variety and control over their careers and provides companies with a pool of diverse, adaptive skills.

Imagine a digital marketer who freelances while working part-time in content strategy. Companies gain flexible expertise without long-term overhead, while employees enjoy autonomy and growth opportunities.

For employers, polyworking presents a chance to access specialized skills on demand, especially in rapidly changing fields like tech or digital media. But it does come with challenges: managers may need to help to maintain team cohesion and to ensure commitment when employees juggle multiple roles.

From the employee side, the flexibility is liberating but requires strong self-discipline to avoid burnout. 

As companies adjust, effective talent management will increasingly focus on performance outcomes over hours clocked in, reshaping our traditional views on employment.

Ken Marshall
Chief Strategy Officer, Revenuezen

As someone who has had no less than 2 side hustles through 3 jobs, owning 2 agencies, and making it through 3 exits, I can tell you that it’s my preferred way of working and has always made sense to me. 

It’s become clear to younger generations that their employers aren’t going to give them a raise each year, pay a generous pension, or give them that gold watch after 30 years of dedicated service. 

They see the layoffs on the news everyday and grew up in multiple economic downturns. So their response of maximizing their income by being efficient is logical. 

It’s not a fad because the underlying economic and cultural trends driving this behavior are continuing in the same direction. 

I think that employers should stop and ask themselves “am I creating a work environment where incentives to my team are aligned with OUTCOMES and not simply being busy working on tasks?” 

If you align job descriptions and responsibilities of your employees with clear business outcomes, you start to care a lot less about how and where they spend their time.

Josh Qian
COO and Co-Founder,  Best Online Cabinets

I recognize that polyworking is not just a trend but a potential cornerstone of the future workplace. 

This approach allows employees to engage in multiple roles, which can enhance their creativity and problem-solving abilities. 

For instance, a team member who works in customer service might also take on a role in product development, leading to insights that improve our offerings based on direct customer feedback. 

From an employer’s standpoint, polyworking can help attract a diverse talent pool. Many professionals today seek flexibility and variety in their careers, and offering a polyworking environment can make us more competitive in attracting top talent. 

While it offers flexibility and the opportunity to diversify skills, it can lead to challenges that not everyone can handle. For some people, the pressure to manage multiple roles can be overwhelming, leading to stress and burnout. 

Only some people thrive in an environment where they must juggle various responsibilities, especially if they prefer a more structured and focused work style. 

Certain roles also require deep specialization, and polyworking may dilute expertise and focus. 

Polyworking can drive innovation by blending diverse skill sets but also necessitates a shift in performance metrics. 

Instead of traditional KPIs focused solely on individual output, we may need to adopt more holistic measures that evaluate collaboration and impact across various roles.

David Berwick
IT Recruitment consultant and business owner, Adria Solutions

Working as a specialist recruitment consultant for over 20 years, I have noticed a growing pressure for professionals in tech, digital and marketing professionals to have a side gig or side project. 

Junior web developers, for instance, are expected to have their own website or portfolio of websites. Meanwhile, social media managers are expected to be influencers/content creators and be active on several social media platforms. 

Recruiters and hiring managers value the previous experience a side job gives candidates. 

However, most employers will also prefer that their employees focus all their energy on one job they’re getting paid for, with the exception of start-up founders, who often understand and benefit from working with professionals who are also developing their own ideas or companies hiring part-time or on a contractor basis. 

Many employers hesitate to hire someone with a side job or project because they fear they wouldn’t be fully committed to their company. 

Said that, if companies want to attract employees who have other jobs, they can opt for contractors or offer further flexibility, such as shorter/comprised working hours, a four-day working week, flexible time and part-time options.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRspotlight.com, and our team will share your insights.

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