In the first article of this series, we explored the HR multiverse – a planning model that prepares for multiple simultaneous futures in an unpredictable world. In the second, we looked at how internal mobility allows talent to flow in response to shifting business needs, preventing bottlenecks and boosting retention.

In the third and final instalment in this series chronicling how to respond to uncertainty, we zoom out even further and ask: what kind of organizational structure allows this flexibility to happen on a large scale?

In most companies today, the formal organization chart is still king. But in a landscape defined by ambiguity – new tariffs, AI acceleration, climate-driven supply risks – rigid hierarchies are no longer fit for purpose. What employers need instead is a structure that’s flexible, fluid, and skills-based.

And many companies are already evolving in this direction. A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated. Meanwhile, the shift to skills-based organizations, where roles are defined by capabilities rather than titles, is beginning to accelerate across industries.

One powerful example of this agility in action is Volvo’s implementation of an agile teams methodology across 700 teams and 9,000 employees. Their internal assessments found not only greater speed to innovation but also improved employee engagement as team ownership and purpose increased.

For employers, this structural transformation means shifting their own practices, such as:

• Quarterly talent reviews instead of annual ones.
• Performance systems that assess contribution across projects, not just in-role.
• Learning platforms that push on-demand development, aligned with shifting skills needs.
• Career paths that look more horizontal rather than vertical.

It may initially sound a bit chaotic but, in reality, it’s controlled, strategic flexibility – and it works. Agile organizations outperform their peers in both innovation and employee satisfaction, especially during volatile periods.

Ultimately, structure is strategy. The way employers organize their people says everything about how ready they are to adapt. And when uncertainty is the norm, fluidity needs to become the foundation that leaders are working from.

So as we close out this series on thriving in the HR multiverse, here is the core truth: we may not know exactly what the future holds, but we can build systems, structures and cultures that let us respond with confidence, creativity and efficiency.

If you would like to discuss how we can help you achieve this, please get in touch with us today!

In the first part of this article series, we explored the concept of the HR multiverse. This is the idea that in today’s volatile business landscape, employers must be working with HR to plan for multiple possible futures at once. With shifts like the recent U.S. tariffs disrupting global flows and introducing economic uncertainty, adaptability becomes a strategic necessity.

In this article, we take that idea further by asking: how do we ensure the people within our organisation are as agile as our business strategies?

One answer lies in the crucial choice between internal mobility and talent hoarding.

In uncertain times, it’s natural for managers to hold on to their top performers, but this protective instinct can backfire. When talent is hoarded, it can’t move to where it’s needed most, which results in stalling projects, slowing innovation, and ultimately undermining organizational flexibility.

According to a Lever report, 61% of employees say they’d consider leaving a company if there’s no clear path for internal movement. In addition to this, Gloat’s 2024 Talent Agility report found that 74% of HR managers are piloting internal gigs programs, while 63% of employees want visibility into lateral opportunities. Despite this, only 6% of companies believe they are achieving effective internal mobility.

So what’s holding them back?

In many cases, it’s culture. Traditional performance systems reward managers for keeping top talent, not for sharing it. Internal vacancies are often poorly advertised, and career development conversations tend to focus on upward movement, not lateral growth or project-based gigs.

But in the HR multiverse, talent needs to flow across functions, geographies, and different clusters of skill. Here are some ways employers can start making this shift:

• Build transparent talent maps that show employees where they could move, short-term or long-term.
• Train and reward managers for supporting mobility, not just retention.
• Reframe careers around experience and capability-building, not static ladders.
• Use skills intelligence platforms to match internal talent with emerging needs in real time.

Not only does this make the business more agile, it also boosts retention. And in unpredictable times such as these, giving employees internal options creates a sense of safety and purpose.

More than just a workforce strategy, internal mobility is a mindset with one root argument: movement is strength. Instead of locking talent down, employers need to unlock it, giving people opportunities to stretch, grow, and contribute in new ways, even as the business adapts.

As employers navigate the HR multiverse, they need to make sure that their talent can navigate it with them, and this is where OrgShakers can help. If you would like to discuss how we can help identify and optimize internal mobility opportunities in your workplace, please get in touch with us today!

The world has never felt more uncertain. From geopolitical shocks to AI disruption, the pace and unpredictability of change has created a complex challenge for every business: how do we plan when the future refuses to sit still?

This is where the concept of the HR multiverse comes in, a way of thinking that accepts multiple potential futures as equally viable. It’s not about picking one path forward and hoping you are right – it’s about designing HR strategies that can flex, pivot, and adapt, no matter which version of reality takes shape.

Take, for example, the recent round of U.S. tariffs introduced in early April 2025. Introduced almost overnight, these tariffs are already reshaping global supply chains, vendor strategies, and resourcing models. For employers, this isn’t just a trade issue, it’s a workforce one. Talent plans tied to static business models now look vulnerable…global mobility policies may need rewriting…learning budgets might be redirected toward upskilling in unexpected areas.

The old approach to strategic planning was largely linear: forecast, plan, execute. But in this new multiverse, scenario planning becomes a new superpower. Employers must work with HR to explore multiple versions of the future at once and then design frameworks that can stretch between them.

This isn’t about being vague or non-committal, but instead being intentionally agile. For instance, rather than defining strict job roles, we shift toward skills-based architectures that let talent move as business needs evolve.

Critically, this approach isn’t just about risk mitigation, it’s about unlocking new opportunities. When we plan for multiple futures, we become better at spotting early signals, responding to market shifts, and staying ahead of the curve. It empowers employers and HR to be less reactive and more strategic, resulting in accurate, sustainable decisions being made.

It also fosters resilience in our people. When employees know that their organisation is prepared for uncertainty – and that their own development is part of a broader, flexible strategy – they feel more secure, more engaged, and more willing to contribute creatively.

We may not be able to control what happens next in the global economy, but we can control how ready we are for it. The HR multiverse mindset helps us step into this uncertainty not with fear, but with confidence. Because in this new world, it’s not about knowing the answer. It’s about being ready for all of them.

If you would like to discuss how we can help your company create a multiversal risk mitigation model to ensure business sustainability, please get in touch with us today!

For a concept once hailed as the next technological revolution, the metaverse has experienced a lull in mainstream attention.

However, for HR professionals, the metaverse’s potential to transform work has not gone away. As digital transformation continues to redefine workplace dynamics, the metaverse represents a frontier brimming with opportunities to enhance employee experience, collaboration, and talent management.

The Metaverse in Decline – or Dormancy?

The fanfare surrounding the metaverse seemed to wane as headlines shifted to AI advancements and economic uncertainties. Initial high-profile investments faced challenges, with many organizations questioning the feasibility of fully virtual workplaces.

Yet, this retreat may be less about the metaverse’s viability and more about recalibrating expectations. Experts suggest that the metaverse’s most promising applications lie not in sweeping overhauls but in targeted, practical implementations – especially within HR.

Meta’s virtual office product is currently at Beta testing stage. It’s called Horizon Workrooms and is available on the Oculus Quest 2. Its benefits are that it’s affordable for businesses, fully immersive, and easily accessible. Facebook has already started to use it within their teams.

Microsoft, Amazon, Apple, and Google have also created their own spaces within the metaverse. We don’t know yet when (or if) these products will come to market, but these are certainly companies to watch for future metaverse workplace application.

Reimagining Employee Experience in Virtual Spaces

The metaverse’s immersive environments offer HR leaders an innovative way to reimagine employee experiences. For example, the metaverse could revolutionize onboarding by creating realistic yet safe environments for new hires to explore company culture, policies, and expectations.

This interactive approach fosters deeper engagement compared to traditional formats like webinars or handbooks. Moreover, virtual spaces enable creative team-building activities and social interactions among geographically dispersed employees.

Training, Development, and Upskilling in the Metaverse

For HR professionals focused on learning and development, the metaverse is a game-changer. It enables experiential learning, where employees can practice complex or high-stakes tasks in virtual settings that feel real yet remove the risks.

For instance, healthcare and manufacturing sectors have already tapped into VR to train employees for emergency scenarios. HR teams can leverage similar applications to provide customized upskilling programs, enhancing employee capabilities while building stronger organizational resilience.

A Tool for Inclusion and Accessibility

One of the most compelling aspects of the metaverse is its potential to create inclusive workplaces. Virtual environments can be tailored to accommodate employees with disabilities, offering tools that eliminate physical barriers to participation. This not only broadens the talent pool but also strengthens employer branding as a champion of diversity and inclusion.

Challenges and Considerations

However, adopting the metaverse isn’t without hurdles. Concerns around data privacy, cybersecurity, and equitable access to technology must be addressed. HR professionals should lead these conversations, advocating for policies that protect employees’ rights while fostering innovation. Additionally, organizations must ensure they strike the right balance between virtual and physical interactions to avoid alienating employees who prefer more traditional approaches.

Preparing for the Future

While the metaverse is not yet a workplace staple, it’s a space that HR professionals cannot afford to ignore. As technology evolves, the metaverse is poised to complement existing HR tools rather than replace them, offering fresh ways to attract, engage, and retain top talent. By staying informed and open to experimentation, HR leaders can position their organizations to thrive in a future where virtual and physical workplaces seamlessly coexist.

If you would like to discuss how we can help build robust HR technology strategy for your organization, please get in touch with us today!