Treating employees as your most valuable resource isn’t just good ethics – it’s smart business. Build resilience, foster growth, and stay competitive in the face of shrinking talent pools and evolving workforce demands, writes Ben Eubanks.
If you ask any business leader whether their people are critical, the answer is always, “Of course.” Yet, there has been a tendency to treat talent like a disposable resource. The stop-start “yo-yo effect” of ramping up hiring during booms and slashing headcount in downturns not only exhausts teams but also erodes trust, damages resilience, and undercuts long-term competitiveness.
Workforce sustainability is about creating systems that allow organizations to thrive long-term by treating people as the precious resource they are. The question is: what can HR and talent leaders do today to build sustainable practices for tomorrow?
The talent pool is shrinking fast
One of the biggest challenges we face today is the shrinking talent pool. Globally, birth rates are falling, and the impact is already visible. In Japan, for example, there aren’t enough working-age people to support retirees. That might not feel urgent in every market, but long-term, it’s a massive issue.
As humans, we’re great at reacting to immediate problems, but not as good at preparing for future risks. If your house is on fire, you know what to do. But if I told you, “Someday your house might catch fire due to some unknown cause,” that’s so vague, you’ll likely do nothing. Workforce sustainability means building structures now – whether in upskilling, leadership, or hiring models – that prepare organizations for the challenges ahead.
Breaking free from the “yo-yo effect”
Let’s start with hiring. Too many companies ride this rollercoaster of ramping up recruitment when demand spikes, only to slash headcount when the market dips. It’s exhausting, expensive, and – let’s be honest – it’s not working.
More employers are asking: How can we build systems that flex with demand without losing great people? The goal is to have the flexibility to weather those market swings without constantly burning out their talent teams or losing great people.
Upskilling and growth
Two out of three workers have left a job because of a lack of growth opportunities. Of those, 90% would have stayed if there had been a clear path forward.
Think about that – nine out of ten people would stick around if they saw a future with your company. And it doesn’t cost you anything to have that conversation. Show employees where they fit into your company’s story, what’s next for them, and how you’re going to help them get there. If you don’t, the recruiter across the street will.
Managers: the make-or-break factor
Research shows that 70% of job satisfaction comes down to the direct leader. Yet, many companies promote based solely on technical skills, leaving managers unprepared for the relational side of leadership.
Here’s what I’ve seen work well:
- Trial runs: Some companies let employees “test drive” management roles before making a permanent move. If it’s not the right fit, there’s no shame in returning to an individual contributor role.
- Intentional leadership selection: At Mayo Clinic, they focus on finding leaders who elevate the performance of those around them—not just individual superstars. It’s about building teams, not egos.
Leadership and upskilling go hand in hand. Without skilled, emotionally intelligent managers to guide and support employees, efforts to build a culture of growth will lose their impact. Leadership isn’t just about the ‘what’; it’s about the ‘why’ - building relationships and connecting people to a shared purpose.
Talking to the business
HR often struggles getting buy-in because of the language we use. When we say “retention,” business leaders hear something vague. But when you frame it as “stability” or “competitiveness,” you’re speaking their language.
Instead of reporting a 2% increase in engagement – show how it predicts a 4% boost in customer satisfaction next quarter. Stop fighting battles over what you’re calling a metric. Talk about it in ways the rest of the business already understands. They’re already reporting on customer satisfaction and revenue, so tie your talent strategies to those outcomes.
Quantify the risks of inaction. Telling a CEO, “Leaving this role unfilled will cost us $100,000 this quarter,” grabs attention. Scale that across multiple roles, and the financial impact becomes undeniable. Yet, according to our 2024 Talent Acquisition Trends report, one of the top reasons talent leaders don’t leverage more data is a lack of leadership interest and buy-in. The key? Speak their language – show them the numbers.
The technology factor
Technology is a critical part of the sustainability equation. While some companies hesitate around AI, applicants are already using these tools to game systems. Ignoring this trend puts businesses at a disadvantage. Technology isn’t going away, and if you’re not using it, you’re falling behind.
One promising trend is task-based assessments. Unlike traditional psychometric tests – which AI can now ace – task-based assessments let candidates show what they can actually do. For example, if you’re hiring for a customer service role, ask candidates to handle a mock call. It’s relevant, fair, and gives both the company and the candidate a clear sense of fit.
The sustainability mindset
Organizations that treat people as disposable will eventually pay the price. But the good news is that many of the workforce sustainability principles are intuitive: take care of your people, create pathways for growth, and align your strategies with long-term goals. The challenge is turning these ideas into action.
It’s not just about doing the right thing; it’s about staying competitive. An employee with a high sense of belonging is five times more likely to recommend their employer to others. That’s invaluable in a competitive talent market. And let’s not forget: employees don’t work for companies. They work for people. You’re not hired by “Company X;” you’re hired by Roger, the manager at “Company X.”
One logistics company tested two job ads: one focused on technical work; the other framed as “helping deliver safe, healthy food to families.” The second ad got twice the clicks. That’s the power of showing people the impact of their work.
For HR and talent leaders, my advice is simple: start small. Pick one or two areas – like leadership development or internal mobility – and build from there. Workforce sustainability is not abstract. It’s about preparing today to thrive tomorrow. And for those who think it’s too hard? The cost of doing nothing is far greater.
