The alignment between organizational goals and employee objectives has become both increasingly crucial and challenging. The emergence of AI and all-too-frequent layoffs are reshaping the approach to productivity, prompting both companies and individuals to reassess their roles and strategies. 

The Concept of Alignment 

The concept of alignment crept into my consciousness at a recent conference where author and business thought leader Ashley Goodall discussed the constant state of change within companies and its negative impact on worker productivity. This discussion brought to light a significant issue: the misalignment between a company’s mission and its workers’ missions. Workers breathlessly anticipate the weekend, vacation or retirement, while company ownership searches for ways to improve their productivity. This divergence is a symptom of deeper misalignment. 

It comes down to “why” — why do people work for an employer in the first place? Often, it’s sheer financial necessity, a match between skills and company needs and/or a genuine belief in the company’s mission. While the first two are common, the third — where employees feel passionately aligned with the company’s mission — is rare and represents the core of the alignment challenge. 

The Impact of AI 

AI’s recent march to prevalence has led companies to reevaluate human roles, causing a significant shift in the makeup of corporate productivity. And while AI has an alignment problem all its own (ensuring that the goals of sentient future-AI are aligned with the goals of humans  a topic for another day!), the time has already arrived, as AI is moving in on people’s jobs. 

AI presents a cost-effective alternative to human labor, driving companies to leverage AI for operational efficiency and cost savings instead of people. This shift underscores a stark reality: Companies often prioritize financial goals over employee loyalty, leading to increased job insecurity and layoffs. Even companies that are highly profitable and that are currently meeting shareholder expectations are not immune to this layoff approach. 

Adapting to the New Paradigm 

In this context, both companies and workers must adapt. Companies should consider practices that optimize human performance, such as embracing culture, teams and reliability — and reducing seemingly-constant change events. At the same time, people also need to become more resilient to change, upskill themselves and tangibly demonstrate the value they can drive to avoid obsolescence. 

Strategies for Alignment 

To bridge this gap, employees would be well-served to adopt a “think like an owner” mindset, adding value beyond their job descriptions and proposing new income streams or cost-saving measures. This approach is crucial as companies explore low-cost methods, including AI, to achieve their goals. Additionally, those that are the victim of a layoff should embrace entrepreneurship within a niche that they can uniquely serve given their skills and passions. You will find these upstart folks on the 1099 listing of companies around the world. 

The Role of Contingent Labor 

Contingent labor serves this more flexible approach evolving within the modern economy. It aligns with companies’ needs for specific skills and “just-in-time” staffing, while also meeting workers’ desires for variety and flexibility. It also provides a level of predictability in working which Goodall notes as being critical for optimizing human performance. Knowing that a role is temporary in nature can be more reliable than knowing that you could be laid off as an FTE at any moment. HR leaders must become increasingly adept at strategically leveraging contingent labor — and those aforementioned entrepreneurs — as a key resource. 

Data and Analytics 

This new approach relies heavily on data and analytics. Companies must document their goals, tactics, resources, budgets and timelines, using this information to develop strategic plans. Data visibility and literacy are essential, enabling departments to benchmark practices, manage costs and ensure resource availability. 

The landscape of workforce management is undergoing a once-in-a-generation transformation. Alignment between company goals and employee objectives is becoming more tenuous. This new way of operating requires a balanced approach that leverages the strengths of ownership, FTEs, contingent workers, software and AI all under the purview of data and analytics. Companies and employees must adapt to this new world of productivity, fostering an environment where a new set of mutual goals can be achieved through collaboration, innovation, flexibility and strategic use of resources.