Shared Workforce Group
Shared Workforce Group
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    • Turning Bench Time
    • Making the 4-Day Workweek
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    • Managing Seasonal Spikes
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  • More
    • HOME
    • ABOUT US
    • HOW IT WORKS?
    • CASE STUDIES
      • Turning Bench Time
      • Making the 4-Day Workweek
      • AI Free Up Capacity
      • Managing Seasonal Spikes
    • CONTACT US
  • HOME
  • ABOUT US
  • HOW IT WORKS?
  • CASE STUDIES
    • Turning Bench Time
    • Making the 4-Day Workweek
    • AI Free Up Capacity
    • Managing Seasonal Spikes
  • CONTACT US

Why Don’t We Share Our Workforces?

Why Don’t We Share Our Workforces? Why Don’t We Share Our Workforces? Why Don’t We Share Our Workforces?

We’re always resource hungry, yet over resourced at the wrong times. 

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★ Welcome to Shared Workforce Group HR Services!

★ Welcome to Shared Workforce Group HR Services!

★ Welcome to Shared Workforce Group HR Services!

★ Welcome to Shared Workforce Group HR Services!

★ Welcome to Shared Workforce Group HR Services!

★ Welcome to Shared Workforce Group HR Services!

WHAT IS A SHARED WORKFORCE MODEL?

A shared workforce model lets organisations lend or borrow employees across mutually supportive organisations. It helps monetise underused capacity, scale with agility, access resources without permanent hires, retain recall rights via SLAs, and reduce contractor reliance and costs. 

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HR SERVICES FOR YOUR BUSINESS

We manage a central pool of talent, contributed by and accessible to vetted partner organisations. You can share underutilised staff or tap into available resources, with built in governance, insurance, and service level recall. 

HERE’S THE MODEL:

  • Share your recruiter, analyst, or PM when quiet - and get income back.
  • Access someone else’s marketing or ops expert when you’re short, without costly contract hires.
  • Build resourcing agreements that allow 48 hour to 2 week recalls, so your people can come back when needed.


This creates fluid workforce access - like bench strength without the bench cost.

THE HIDDEN TRUTH BEHIND HEADCOUNT: MATCHING WORK TO REAL CAPACITY

Most organizations track headcount as a flat number let's say 100 people. But in reality, due to holidays, sickness, training, and other non-working time, your actual available capacity is closer to 83 people. That's because the effective work year is only 10 months, not 12.


Now let's look at the work coming in.


Work isn't flat. It fluctuates, and over 80% of it is reactive interruptions, urgent tasks, and fire-fighting. This reactive work consumes all available time and leaves no space for proactive work like improvement, innovation, or strategic planning.


This creates a dangerous imbalance: 


- When the workload is below capacity (shown in green), the team can handle it.

- But when demand exceeds capacity (shown in pink), it leads to burnout, bottlenecks, and stagnation. 


The graph visualizes this clearly:


- Grey line: Nominal headcount (100 people)

- Blue line: Real working capacity (83 people)

- Orange line: Incoming, variable workload

- Green areas: Work matched to available capacity

- Pink areas: Demand exceeding capacity your team is overloaded and stuck in reactive mode

COST MODEL EXPLANATION

FRA & DHRA: ARCHITECTURES FOR THE FUTURE OF WORK

FLEXIBLE RESOURCE ARCHITECTURE (FRA)

Allows organisations to scale without bloating.
Create workforce fluidity across departments, partners, and geographies - without fixed headcount dependency.  

DIGITAL HUMAN RESOURCE ARCHITECTURE (DHRA)

Blends AI and human work into seamless systems.

As AI automates tasks, Shared Workforce Group helps redeploy human potential to where it adds the most value. The result? Fewer redundancies. More retention. Smarter resourcing. 

WHO IS THIS FOR?

  • CFOs – seeking variable cost models and ROI on workforce 
  • HR Leaders – focused on employee value, reskilling, and retention 
  • Functional Heads – needing capacity without adding cost 
  • Delivery Leads – managing fluctuating demand 
  • Employees – ready to earn more, grow faster, and build resilient careers 

KEY STATISTICS SUPPORTING WORKFORCE SHARING

UNDERUTILIZATION & IDLE TIME

UNDERUTILIZATION & IDLE TIME

UNDERUTILIZATION & IDLE TIME

 

  • 78% of employees report involuntary idle time at work (Harvard Business School) 
  • UK businesses lose an estimated £37 billion+ annually to underused staff (ONS) 
  • Average employee productivity remains 30–40% below optimal levels across the UK and US (HBS / ONS) 

JOB MARKET SHIFTS

UNDERUTILIZATION & IDLE TIME

UNDERUTILIZATION & IDLE TIME


  • Over 1.25 million UK workers and 9 million Americans hold more than one job (ONS / US BLS) 
  • 38% of US workers now take on side gigs or additional income streams (Upwork) 
  • Job vacancies are down 20% YoY in both the UK and US (ONS, BLS 2024) 
  • Attrition in service and support roles is over 35% in the UK and 47% in the US 

AI AND WORK RESHAPING

UNDERUTILIZATION & IDLE TIME

AI AND WORK RESHAPING

 

  • 29.5% of total work hours are expected to be automated by 2030 (McKinsey) 
  • Only 12% of UK employers have a strategy to redeploy people impacted by AI (CIPD 2024) 
  • AI adoption is freeing up capacity across HR, finance, and operations — without a plan for what happens next 

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