The Hidden Workforce Challenge
Every organization faces workforce gaps due to maternity, paternity, childcare, and eldercare leave. These transitions are part of life, yet many businesses struggle to manage them effectively.
When a key team member is away, companies often distribute the workload among existing staff, leading to stress, burnout, and declining productivity. Even when a temporary hire is brought in, the learning curve can slow things down, creating inefficiencies.
The reality is that traditional hiring models are not built for these short-term needs.
An Overlooked Opportunity
What if there was a way to seamlessly fill these temporary gaps with experienced professionals who prefer short-term, project-based roles?
Many professionals—especially mid-career and senior executives—seek flexible work arrangements that fit their lifestyle and expertise. These individuals bring industry knowledge, require minimal onboarding, and can step in without disrupting the existing team dynamic.
Yet, many businesses overlook this highly skilled, ready-to-work talent pool simply because short-term hiring isn’t embedded in traditional workforce planning.
Why Traditional Hiring Fails for Short-Term Roles
| Challenge | Traditional Hiring Response |
|---|---|
| Short-term coverage needs | Focused on long-term, permanent hiring |
| Urgent start dates | Lengthy recruitment processes |
| Minimal onboarding required | Extensive training periods |
| Cultural fit for short-term hires | Emphasis on long-term integration |
Businesses need a pre-vetted pool of experienced professionals who can step in when needed, without the inefficiencies of traditional hiring.
Who’s Getting It Right?
Some companies have already redefined workforce planning to integrate short-term professional talent effectively.
Unilever: Creating Internal & External Talent Pools
Unilever developed an internal gig marketplace to match existing employees with short-term assignments. They also built an external talent pool for temporary roles covering parental leave, project surges, and leadership gaps.
What worked:
- A structured process for identifying and engaging short-term talent
- A streamlined onboarding system
- A company culture that embraces agile workforce solutions
DBS Bank: Career Comeback Program
DBS recognized that many professionals stepping back from full-time roles still wanted meaningful short-term work. They introduced a program that enables career returnees to take on temporary assignments, filling workforce gaps while maintaining continuity.
Key success factors:
- Matching skills with business needs
- Providing structured onboarding and training
- Positioning short-term work as a strategic advantage
Schneider Electric: The Agile Marketplace
Schneider Electric developed a real-time gig platform to connect short-term talent with business needs, allowing managers to find the right expertise at the right time.
What made it work:
- A technology-driven approach to talent deployment
- A culture that values flexible work arrangements
- Performance tracking to ensure results
Government Support for Transitional Hiring
In Singapore, there are several initiatives to support businesses looking to integrate short-term professionals into their workforce.
- Career Conversion Programme: Reskilling mid-career new hires and existing employees for growth jobs in demand
- Support for Job Redesign under PSG: Help business implement Job Redesign to enhance roles and drive transformation
- Jobs Transformation Maps: Offers detailed insights on the impact of technology and automation on the industry and workforce
- Part time and Re-employment Grant: Funding to employers who offer part-time re-employment, flexible work arrangements (FWAs) and structured career planning (SCP) to senior worker
- Mid-Career Pathways Programme: Supports matured talent through a full time attachment programme
A Sustainable Workforce Strategy
Beyond just solving short-term hiring challenges, this approach aligns with global sustainability and workforce transformation goals.
By making transitional hiring a core strategy, businesses contribute to:
- Gender Equality (SDG 5): Supporting parents returning to work.
- Decent Work & Economic Growth (SDG 8): Providing flexible opportunities for mid-career professionals.
- Reduced Inequalities (SDG 10): Opening doors for career returnees and mature workers.
- Employee Well-being (SDG 3): Reducing burnout caused by understaffing.
- Innovation in Workforce Planning (SDG 9): Adopting new hiring models that enhance agility.
A Call to Action
Workforce planning needs to evolve. Businesses that embrace experienced short-term professionals as a strategic solution will see benefits beyond just filling temporary vacancies—they will build a more resilient, inclusive, and future-ready organization.
If you’re a business leader facing staffing challenges or a professional seeking meaningful short-term opportunities, let’s start a conversation.
Let’s bridge this gap—together.