The rapid rise of artificial intelligence technologies has widened skills gaps, leaving traditional workforce less effective at helping organizations meet evolving talent needs.
In response, global HR research and advisory firm McLean & Company recently published “Optimize the Workforce Mix for Strategic Impact.”
McLean & Company’s research offers a blueprint to help HR leaders move beyond reactive hiring by determining when to build, buy, borrow, or automate talent.
“The right workforce mix does not happen by accident,” says Lexi Hambides, director, HR Research & Advisory Services at McLean & Company.
The resource supports disciplined workforce decisions that balance cost, agility, innovation, risk, and long-term business strategy.
“The goal is not simply to fill a role quickly,” Hambides says. “It is to choose the approach that best fits the work, the available resources, and the organization’s tolerance for risk while building the capabilities it will need next.”
“When organizations make these decisions deliberately, they are better positioned to respond to today’s workforce pressures without compromising future readiness,” Hambides said.
McLean & Company advises HR leaders to consider a broader range of workforce options through a structured approach.
This includes assessing role criticality, urgency, time horizon, required resources, and potential risks before confirming the recommended workforce mix.
The firm emphasizes the value of a hybrid strategy, suggesting organizations balance immediate workforce demands with longer-term capability needs.
“Organizations that move beyond reactive hiring and make clear trade‑offs across role context, resources, and risk are better positioned to control headcount, strengthen talent readiness, and evolve with changing work and technology,” the report reads.
Founded in 1997 in Ontario, McLean & Company pairs research, practical tools, and HR expertise to help organizations meet needs and prepare for the future.
