What it workforce transformation and how to get started

If you’ve been hearing the phrase “workforce transformation” on repeat (and likely nodding along in leadership meetings), you’re not alone. For mid-to senior-level HR, compensation and total rewards professionals, workforce transformation is less of a buzzword and more of a strategic pivot: shifting how work gets done, who does it, and what skills your team needs to stay relevant.

But what is workforce transformation, exactly? Workforce transformation is the intentional redesign of talent, roles, systems, and practices so an organization can pivot to meet its present and future business goals. Yes, it includes technology. However, it’s far more human than that. It’s about how you prepare people to work differently, how you reward new ways of contributing, and how you build careers that match the organization’s needs over time.

Why workforce transformation matters now

The pace of change isn’t slowing. Automation, AI, shifting customer needs, and hybrid work models are rewriting job descriptions and career paths. That forces employers to answer a few practical questions:

• Do we have the right people in the right roles?
• What skills will we need in the next year versus in five years?
• How do we keep top performers engaged as we shift the business?

Answering those questions is the heart of workforce transformation, and it’s where HR and total rewards teams can truly shine. When done well, workforce transformation reduces skill gaps, improves retention, and positions the company to capture new opportunities.

A simple framework to get you started

While first impressions may make upskilling your workforce seem daunting, it doesn’t have to be. Here’s a no-nonsense framework that you can easily implement to get the entire team on board.

1. Diagnose: map capability gaps

Start with a clear snapshot of today. What skills does the team have now? What roles are critical to your mission? Where are performance and productivity bottlenecks? Use a mix of data from workforce analytics, performance reviews, and manager interviews to map current capabilities to future needs.

2. Prioritize: decide what to invest in

Not every gap is worth fixing at once. Prioritize based on business impact, likelihood of change, and cost. You might target a handful of strategic roles for profound transformation (e.g., sales engineers, data analysts, and care teams) and take a lighter-touch approach for more stable roles.

3. Build pathways: design learning and career architecture

This is where upskilling your workforce matters. Create clear learning paths tied to fundamental roles, not generic training. Think of micro-credentials, stretch projects, apprenticeships, and internal mobility programs that let people demonstrate new competencies on the job.

4. Reward and recognize: align total rewards

If you want people to adopt new behaviors, reward them for it. That doesn’t only mean money, though pay plays a role. Recognition, promotion pathways, and stretch assignments are also great. Rethink salary bands and compensation structures so they support skills, not just titles.

5. Measure and tweak as needed

Track learning outcomes, promotion rates, time-to-productivity for new roles, and retention. Then loop back: which programs delivered value, which didn’t, and why? Workforce transformation is continuous, so build it like a product with quick feedback cycles.

Practical tactics HR and total rewards teams can implement

Luckily, you don’t need a big budget to get started. Here are a few concrete actions you can implement that will move the needle without costing a lot of money:

• Skills-first job description: Replace long, static job descriptions with skill-based, outcome-focused descriptions that make internal mobility clearer.
• Internal talent marketplace: Let managers see internal candidates with the right skills for short-term projects or roles.
• Short, practical micro-learning: Offer 30–60-minute modules tied to work tasks, plus a “practice on the job” expectation.
• Skill-based pay supplements: For roles where skills are scarce, consider temporary premiums or skill-based allowances.
• Cross-functional sabbaticals: Allow employees to spend three to six months embedded in another team to gain adjacent skills.
• Manager enablement: Train managers to coach for potential and to spot transferable skills during reviews.

Once you’ve implemented your preferred tactics, remember that it will take some time to see results. While some programs show early wins, more profound shifts take longer (12–24 months).

Why upskilling the workforce should be a strategic priority

Upskilling the workforce is not a checkbox; it’s the bridge between the current state and future strategy. When you design programs for fundamental transitions, not just one-off courses, you increase the odds that learning will actually change behavior.

Companies that prioritize upskilling the workforce see a few consistent wins: faster internal fills for open roles, lower recruiting costs, and higher employee engagement. From a total rewards perspective, investing in skill development can be a retention differentiator that costs less than competing for talent on salary alone.

Common pitfalls (and how to avoid them)

Even well-intentioned programs fail when they aren’t designed properly. Here are traps to watch for:

• One-size-fits-all learning: Generic courses rarely translate into on-the-job skills. Tie learning to role-specific projects.
• No manager accountability: If managers aren’t part of the plan, employees won’t get time or stretch assignments to practice new skills.
• Reward system mismatch: If compensation and promotion rules still favor old roles, people won’t take the risk to shift into new ones.
• Measurement failure: If you can’t measure outcomes, you can’t show ROI. Then, the program will be the first thing on the chopping block when budgets tighten.

To get employees on board with workforce transformation, frame it as a growth opportunity. Avoid jargon-heavy language when explaining it to them. Use messaging that highlights career options, supports learning, and celebrates internal mobility. That language makes workforce transformation feel human, and that’s how you get people to lean in.

Measuring success: what to track

Pick a small set of metrics that align with your business goals. Some useful measurements include:

Make the metrics visible to leaders so workforce transformation becomes a business conversation, not just HR work.

A quick example: retail to digital service

Imagine a regional retailer that wants to become a stronger digital services provider. Roles that used to be cashier-focused now need customer success, data analysis, and digital merchandising skills. Instead of hiring 100 new people, the company might create targeted pathways: cashiers could take an eight-week digital customer service bootcamp plus a three-month mentorship in the e-commerce team. Pay could be adjusted to reward customer success skills, and managers can receive quotas to interview internal candidates.

Within a year, the company could fill a majority of open digital service roles internally, cut time-to-hire for those roles by half, and reduce turnover among trainees. The result: less recruitment spend, faster product rollout, and a workforce that feels seen and invested in.

Final thoughts: keep it human

At its best, workforce transformation is about helping people grow into work that matters. For HR, compensation and total rewards teams, that’s an exciting seat at the table. You’re shaping careers, not just jobs.

Start small: map two critical roles, design one learning pathway for each, and give managers time to coach. Those simple moves set the foundation for long-term change. Do that, and workforce transformation becomes less like a project and more like a capability that helps your organization adapt and allows your team to thrive.

Ready to invest in workforce transformation?

If your organization is ready to rethink roles, upskill your workforce, and build a transformation plan that actually sticks, Mercer is here to help. We offer salary benchmarking surveys that can shape your compensation structure, rewards programs, and more.

Explore our salary surveys and pay data to find the data that fits your needs.

• Internal fill rate for critical roles
• Time-to-proficiency for newly trained employees
• Number of employees in active development pathways
• Retention of participants versus non-participants
• Cost-per-skill-acquisition compared to external hire cost

About the author

Kevin Poff, Partner

Kevin has spent his 20+ year career working on human consulting engagements with Mercer. He currently leads Mercer’s Career practice in the West Zone, a team of over 50 consultants who focus on broad-based compensation strategy, executive compensation strategy, skills-based job architecture, change management, workforce analytics, employee listening strategies, and HR transformation.