If news of the job market is giving you whiplash, you’re not alone. These days, it seems to be changing faster than a developer’s favorite programming language. Not to mention there’s paradoxes left and right: How can we be back to pre-pandemic “normal” with 7.4 million job openings while IT unemployment spikes to 3.5%—the highest level in the last 12 months?
The answer lies in the greatest workforce plot twist of our time. We’ve returned to normal job opening levels, but the market is anything but. Tech positions dropped by 214,000 in April alone, yet companies are posting openings they’re afraid to fill—keeping positions open for months, adding impossible requirements, or freezing hiring decisions at the last minute.
In essence, companies are stuck in “wait-and-see mode,” paralyzed by never-ending uncertainty about tariffs, consumer demand, and economic headwinds. As IBM’s CEO warned during Q1 earnings, there are “areas of our portfolio that could see greater variability in the event that the macroeconomic environment deteriorates.” Corporate speak aside, that translates to: “We might have to make cuts if things get worse.”
The result? Organizations desperately need talent but are terrified to commit. But while everyone else is playing defense, smart companies are building offense through strategic workforce planning that embraces uncertainty rather than fighting it. They’re rethinking how they hire, who they hire, and when they hire—building adaptable teams through contract talent, psychological safety, and resilience-focused recruitment.
Your Grandfather’s Hiring Strategy Won’t Cut It
Traditional workforce planning—hire for roles, pray they stay, react to changes—was built for a world that no longer exists. The old playbook assumed stability: predictable growth, employees who’d stick around, and skills that stayed relevant for years.
Today’s reality? Companies are still posting jobs requiring “5+ years of experience with AI tools” that have existed for 18 months. They’re demanding exact experience matches instead of transferable skills, focusing on specific certifications over problem-solving ability, and hiring for current needs without considering how roles might evolve when market conditions shift.
The problem with these outdated approaches is that they miss what actually drives success in uncertain times. McKinsey research shows that only 23% of employees globally are both resilient and adaptable—the two qualities that actually matter when job requirements shift overnight and market conditions change monthly. Those rare individuals who score high on both? They’re over three times more likely to report high engagement and almost four times more likely to demonstrate innovative behaviors—exactly what companies need but aren’t screening for.
So, what actually needs to happen in order to hire rock-solid teams in uncertain times?
The Skills That Actually Matter in Uncertain Times
Building teams that can pivot requires screening for completely different qualities than traditional hiring approaches. Here’s what to look for—and how to identify it.
Resilience + Adaptability: The Ultimate Combo
As mentioned above, McKinsey research is clear: employees who are both resilient and adaptable are more innovative. But most companies screen for neither.
What to look for: People who bounce back from setbacks AND embrace change as opportunity. Someone who got laid off and used it to pivot careers. A manager who restructured their team when budgets got cut and found ways to improve efficiency.
How to screen: Instead of “Tell me about your experience with X,” ask “Tell me about a time when your role fundamentally changed. How did you handle it?” Look for energy in their voice when they talk about navigating uncertainty.
Learning Agility Over Domain Expertise
In a world where AI tools emerge monthly and entire industries shift quarterly, the ability to learn quickly matters more than what someone already knows.
What to look for: People who get excited about figuring things out rather than intimidated by the unknown. Someone who taught themselves new skills to solve problems, not just to pad their resume.
How to screen: Ask about the last time they had to learn something completely new under pressure. How did they approach it? What resources did they use? How long did it take them to become productive?
Psychological Safety Leadership
Research shows that when psychological safety combines with adaptability, you get 3.3 times more innovation. But this isn’t just about team culture—it’s a specific skill that leaders need to develop.
What to look for: People who can create environments where others feel safe to say, “This isn’t working” or “I don’t know.” Leaders who’ve successfully navigated team pivots without losing people.
How to screen: Ask candidates to describe a time when they had to deliver bad news or admit a mistake to their team. How did they handle it? What was the outcome? Look for examples of creating space for others to be vulnerable or uncertain.
Moving Forward: Smart Hiring in Uncertain Times
The Contract Advantage
The market has created a perfect storm for contract talent. Companies need specialized expertise to stay competitive, but economic uncertainty makes long-term headcount commitments feel risky. Meanwhile, professionals are increasingly valuing flexibility and premium compensation over traditional job security.
This shift is reshaping how work gets done. Instead of adding permanent staff, they’re bringing in contract specialists for specific projects, seasonal demands, or emerging technologies where they need deep expertise without the overhead.
The proof is in the numbers: AI roles are up 184% year-over-year AI roles are up 184% year-over-year, but companies hesitate to make permanent AI hires when the field evolves monthly. Contract specialists can dive deep into specific projects, deliver results, and move on—exactly what uncertain times demand.
Building Your Talent Pipeline Now
While competitors hibernate, this is your chance to build relationships that will pay massive dividends when confidence returns. The companies that emerge strongest from uncertain periods aren’t the ones that hunker down—they’re the ones that keep building connections.
Research confirms that organizations maintaining strong talent pipelines during downturns capture the best talent when markets recover. This means staying in touch with high-performers who’ve been laid off, maintaining relationships with contract workers even between projects, and continuing to network in your industry when others have gone quiet.
*Bonus* Read our recent blog: Should You Stop Recruiting When the Economy Is Down?
The tactical advantage is real: while your competitors scramble to rebuild networks from scratch when demand returns, you’ll have first access to proven professionals who already know your company and are ready to engage.
The ROI of Getting This Right
This isn’t theoretical—the returns are measurable and significant.
Faster Recovery: Companies that maintain talent pipelines and contract relationships during downturns can scale 3-6 months faster than competitors when demand returns. While others scramble to rebuild networks and restart hiring processes, you’re already deploying proven talent.
Higher Innovation Rates: Research shows that teams with resilient, adaptable members are six times more likely to report high engagement and four times more likely to demonstrate innovative behaviors. In uncertain times, innovation isn’t optional—it’s survival.
Reduced Hiring Costs: Contract talent eliminates the typical 3-6 month ramp-up time for permanent hires. Specialists can contribute immediately on specific projects, and the best ones often convert to full-time roles when conditions stabilize—giving you a built-in “try before you buy” approach.
Competitive Advantage: While your competitors play defense and freeze hiring, you’re building the team that will dominate the recovery. Studies show that companies maintaining strong talent strategies during uncertainty emerge stronger, with access to top performers who remember which organizations stayed engaged when times were tough.
Most importantly: the cost of not adapting is higher than the investment required to change.
The Time to Build Is Now
The workforce planning landscape has fundamentally changed. Companies that adapt won’t just survive uncertainty—they’ll emerge stronger.
At Concero, we specialize in helping companies navigate exactly these challenges. We understand that workforce planning in uncertain times requires strategic thinking about teams that can pivot, adapt, and thrive regardless of market conditions.
Ready to build a workforce that turns uncertainty into competitive advantage? Let’s talk about your specific challenges.
Because while uncertainty might be the only certainty, how you respond to it is entirely up to you.
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