What led us to “quiet hiring”?
For instance, if an organization is facing a six-month timeline to hire data scientists, they could choose to redeploy data analysts from marketing and HR to their IT and digital workplace teams. Rather than expect the marketing and HR analysts to be able to perform the same complex statistical programming as data scientists, the organization may focus the data science talent they do have on the complex programming tasks, and focus the redeployed marketing and HR analysts on communicating the results of the analysis to stakeholders, helping them make decisions off of the data.
How does quiet hiring also benefit employees?
Quiet hiring isn’t just a win for the organization. It provides employees with the opportunity to work stretch assignments, grow their current skills, learn new skills, extend their careers — and ultimately become invaluable to their current organization and more marketable to others. There are also more immediate benefits to employees — quiet hiring doesn’t mean employees who volunteer for these kinds of assignments shouldn’t be compensated or rewarded in some way. To capture the benefits of quiet hiring without risking attrition, organizations should expect to offer incentives, such as additional compensation, one-time bonuses, extra personal time off, flexible hours and working conditions.
What does quiet hiring look like in action?
At Gartner, we have warned organizations for years that it is short-sighted to limit your talent searches to people in certain jobs. You need to focus less on credentials and more on skills. For example, you can find people with skills “adjacent” to those you need and develop them from there. Tapping nontraditional talent pools is all part of “quiet hiring.”For organizations, quiet hiring will manifest in a few key ways:
- A focus on internal talent mobility to ensure employees are deployed against the priorities that matter most without changes in headcount. This includes offering additional compensation or other benefits for new roles and responsibilities.
- A renewed emphasis on stretch assignments and upskilling opportunities for existing employees. This provides growth opportunities while meeting both evolving organizational needs and supporting employees’ career aspirations.
- Alternate approaches to sourcing, such as leveraging alumni networks and gig workers, to bring in talent only as needed.
Employees should be looking for ways to participate in these programs — and even urge their organization to provide them with opportunities if they see high-priority roles that they could perform some or all of.