The complexities of managing this emerging, dynamic workforce and the accompanying labor pool are the diverse needs and aspirations of the people behind the numbers.  I predict that many will find happiness in their new roles and will want to grow with your organization.  Others are already working on consulting projects and/or planning new businesses during their spare time.  There will be others that will try to find happiness in both worlds (with your organization and on their own).  The result will be something more complex than just managing across generations and inherent skill sets; it will mean finding the right plan and approach down to the individual level.

We will witness $80K – $100K professionals “bump” down in pay to $12.00 an hour in non-exempt jobs.  They will be working for a young professional manager that may possess less education, credentials, and experience, but will have to be managed nonetheless.  The challenge in this example is two-fold: What are the goals and aspirations of the individual and just how is your workforce equipped to deal with these employees?

Just as complex, there will be “survival employees” (for lack of a better term for now), that will find pleasure and perhaps discover a “second wind” in their new career/job.  Why?!  Because some of these employees will enjoy the challenge of starting again and moving into roles with considerable impact in the future.  Thus the question:  What does your succession and career development plans have “mapped” for such a scenario?

It doesn’t end there.  You will witness “survival” employees that will bring their egos with them.  Perhaps being accustomed to dealing with what they consider peers – How will your organizational structure respond to an aggressive employee that brought their ego with them – AND – may be a productive employee in one regard, but present challenges in another as they seek to reclaim a life that has since passed (at least in the interim)?

I could go on-and-on about the challenges that HR and other organizational leaders will face: These challenges will include professionals coming out of functional roles that they may have worked in for ten years or greater and adjusting their skill-sets and talents to roles that may require greater technical competence and less managerial skills in the short term.  How is your organization prepared to deal with these employees?

The answer may be in what I call Succession-Career Planning 2.0 and take my word, it will not be a handful of employees, but millions of people when all is said and done.  The challenge for all business professionals in all sectors is to be prepared to welcome these employees, leverage their talents consistent with strategic and tactical objectives, and assess individual needs consistent with organizational requirements.  Sounds easy?!  It will be one of the greatest challenges we will face as HR professionals.  And if you think succession planning is lip service now and are frustrated by leadership’s casual interest in the concept – just wait.  It will be even more challenging and the result may result in lost productivity, under-utilized talent, decreased (or increased) morale, increased (or decreased) cost per-hire, and training challenges.

Your ‘New Economy Survival Employee’ in many cases is going to want to set the world on fire – perhaps.  In other cases, he or she may just be along for the ride looking for something new.  Now is not the time to gloss over the fact, but to plan now for the long-term impact this may have on your organization.  This subject of course is worthy of it’s own work and I am confident that in addition to myself, many other business professionals and HR researchers, consultants, and professionals will write works, observe/share best practices, and excite leadership with the perils and possibilities that will come.  I, for one, am researching and interviewing both employees and leadership that are experiencing this – so more to follow.  However, here are some quick things to think about (and perhaps act upon) now in this new order:

1) Evaluate your recruiting function: Because we find ourselves in a “new world order” operating under “old economy” rules, many competent professionals whose talents, skills, abilities, and competencies will be left out.  On the other side (and extreme), there will be professionals that possess impressive professional backgrounds and credentials, eager to work.

2) Plan for the Career Ladder:  Even if you think the “survival employee” may only be with your company in the short run as he or she gets “back on their feet;” my prediction is that many of these employees will see a challenge.  What are your plans for a highly competent professional that takes a “survival job,” in the short term?  Are you poised to offer a career path?  Is the career path realistic?  Can you engage this hire, so that they see the value in both the short and long-term?

3) Prepare for the Generational-Economic Cross Divide:  Here is where your college intern turn manager and/or your young superstar is managing, in greater numbers, older and accomplished professionals.  What leadership skills are you equipping your young leaders with, so that they are “set up for success?”  How will they handle the new, former superstar that not only may be looking at their supervisor’s job, but beyond.  It’s a common occurrence that will become more common and your young leaders must be able to deal with these employees that will come in greater numbers – and will be hired.

4) Drilling-Down Succession Planning:  The biggest weakness and challenges of succession planning, in my opinion is that not only is it not executed near the levels as we are fascinated with the concept, but it does not go deep enough.  Your new, former high-success/high power superstar, entry-level “survival employee” is going to want a road map – especially if they like their jobs.  The competitive nature and stability in which they seek from their career/job will force you (hopefully) to not only “shore-up” your succession planning, but perhaps go-deeper into the organization to find your next high-pos.

5) Organizational Culture Meet Organizational Discovery.  Have your leadership and front-line supervisors discuss the possibilities for the organization in both the short and long-term for the “survival employee.”  What will be the new perception of not only an older employee – the ground work and law stands as a guide in that case – but, for the older, experienced and highly credential employee within your organization?  Will there be a supportive, firm, stable, inclusive environment in which the “survival employee” can perform?  How about an employee that meets all the aforementioned criteria and is perhaps moving from a middle marketing position to entry-level/mid-level, non-managerial administrative support position?

In the end, the challenges and opportunities, as previously mentioned, are too great for a single post.  Yet, it is something that we should think about.  Many already know that I view the current concept of Talent Management and the accompanying Succession Planning with a slight distaste because in the end, it does not go far or deep enough. So however you want to term it is not the issue – just how far you will go to take advantage of the new workforce that will be left as a result of the economic fallout (or crises if you’re real doom and gloom) should start with you.

Don’t blink.