Obviously, under such extreme circumstances, employers and hiring managers would be forced to completely re-orient their relationship with prospective employees.

The inevitability of a person’s leaving would mean that everyone would have to think longer and harder about where they’re going to end up next. Benefits would need to be optimized for the short term rather than the long. Jobs would need to be much more carefully designed, upskilling much more finely tuned.

Planning for future skill needs and paying close attention to your wider industry and adjacent industries would be crucial to ensure you can replace and onboard new talent at the end of each rotation.

Once you’ve considered this scenario, consider that with the average tenure for an increasing proportion of the workforce being less than 3 years, these are the kinds of changes to your talent strategy you need to be making already.

Great leaders today are learning how to thrive and create value in a more fluid world of work where tenure is declining. Nobody believes tenure will increase in the future so winning requires building a new talent strategy that expects people will leave.

Steve Cadigan
LinkedIn’s First Chief HR Officer,
Future of Work Obsessed,
Board Member, Teacher & Author