From jobs to skills

The UK workforce is in flux. Economic pressures, policy upheavals like IR35, and an ongoing digital transformation force companies to rethink how they build teams and access expertise. At the same time, talent is reshaping the rules of engagement, moving away from traditional job roles towards skills-based, flexible work.

This dual transformation is driving the rise of the contingent workforce. No longer confined to plugging gaps or covering holiday leave, freelancers and independent consultants are becoming central players in how organisations operate, innovate and compete. For businesses willing to embrace this shift, the opportunities are vast. For those who don’t, the risks are just as real.

The rise of skills-based thinking

The concept of the “skills-based organisation” is gaining ground for a reason. Instead of recruiting for rigid job descriptions, businesses are breaking work down into projects and assembling teams based on the specific expertise required. This model allows for far greater flexibility, especially when internal talent is stretched or when hiring freezes are in place.

In this context, contingent workers are no longer a peripheral resource - they are critical partners. Their value lies not only in their specialist knowledge but in their ability to slot in quickly, deliver results and move on without the long-term commitments of traditional employment. For sectors facing constant change - like tech, data, sustainability and digital transformation – this kind of workforce agility is becoming essential.

Contingent, but not secondary

Despite their growing importance, freelancers and independent professionals still face barriers, particularly in the UK. Economic pressures and legislative changes - most notably IR35 - have made it more complex for companies to engage freelance talent. Some organisations have responded by avoiding UK freelancers altogether, opting to work with international talent or limiting external hiring altogether.

This is a short-sighted move. While it may offer short-term compliance comfort, it limits access to a deep pool of on-demand local skills. At a time when business opportunities are slowing, and internal resources are under pressure, ignoring the contingent workforce means turning away some of the most experienced, adaptive and cost-effective professionals available.

There’s also a cultural element to consider. Today’s freelancers are not the same as a decade ago. Many are seasoned professionals with years of full-time experience. They’re not taking contracts because they can’t find permanent roles, they’re doing it because they want autonomy, variety and meaningful work. This shift in mindset requires a shift in how organisations attract, engage and retain freelance talent. It’s a moment for companies to reflect on how existing ways of working might evolve to support more effective collaboration with independent talent. 

Values matter more than ever

Long gone are the days when freelancers only cared about the day rate. Freelancers increasingly seek alignment with the organisations they work with. Many will walk away from opportunities that clash with their values - whether around sustainability, inclusion or simply fair treatment.

What’s more, they expect to be treated as collaborators, not commodities. Clear communication, respect for boundaries and a culture of inclusion go a long way. The best contingent workers bring more than technical skills - they bring insights, creativity and a fresh perspective.

This value alignment also cuts both ways. For organisations, it’s not enough to see freelancers as a flexible headcount solution. They should be integrated into the team, given context and trust, and provided with clear expectations. Businesses that get this right often find that their contingent workers become repeat partners, returning again and again for new projects and even recommending the company to others in their network.

Building blended, future-ready Superteams

The real opportunity lies in embracing a blended workforce - one that seamlessly integrates permanent staff with independent talent. When managed well, this model enables organisations to scale up or down based on demand, pilot new initiatives without overcommitting and access a far wider range of expertise than would be possible through hiring alone. 

But to unlock the full value of this model, businesses need to think strategically. That means:

• Investing in systems and processes that support contingent talent, from onboarding to payment and project wrap-up

• Creating internal policies that clarify how freelance talent is engaged, managed, and evaluated

• Equipping leaders to manage mixed teams with empathy and effectiveness

• And most importantly, fostering a culture where skills - not employment status - are what matters most

Despite the current turbulence, freelancing is becoming a lifestyle choice for many, especially younger generations who prioritise flexibility, autonomy and purpose over traditional notions of job security. The idea of a “job for life” is fading fast, replaced by a desire for project-based work, continuous learning and meaningful impact.

Organisations that once relied solely on in-house talent now recognise the strategic value of an external bench. The ability to move fast, access the right skills and build high-functioning temporary teams could be the difference between thriving and merely surviving.

The future of work isn’t just full-time or freelance, it’s fluid. The organisations that win will be those that adapt to this reality by putting skills at the centre of their workforce strategy.