I’ve introduced the Handy Work Model to thousands of people in workshops and seminars. The common refrain I hear is: “it’s so bleak and negative.”
Good point. It is what it is. This is what’s happening in the competitive market and the competitive workplace. And, it’s getting more ferocious as the economy implodes.
When Handy first proposed his bleak vision of the corporate workplace more than ten years ago, it was considered too radical. Middle managers were considered indispensable. Quality, information systems, accounting, training, industrial engineering, and human resource professionals were considered necessary to sustain the organization. But, things changed, many core functions moved to the middle ring and were considered outsourceable.
Many middle management functions were downloaded to first level supervision and self-directed teams. Managerial and technical professionals became part of Handy’s middle ring and were retained as long as they added value, otherwise the functions are downsized and the services outsourced to middle or outer ring employees.
The middle ring continues to evolve. Middle ring people work on projects that complement or supplement the organization’s core processes. For example, a company may want to develop a complex new product. The company doesn’t have the resources internally so it’ll hire contractors to complement its existing core team with specialized skills. Or, if a fast-food restaurant anticipates a spring or summer rush of business, it’ll hire temps to ensure there are sufficient people to prepare food and service customers.
Life Lesson Earned: Handy model is one of the work models that all companies – global, big and small business – are adopting. Live with it! Figure out how to add value within the model.