Balancing Urgent Hiring Needs with Long-Term Workforce Strategy

Short-term hiring pressure and long-term workforce planning can often feel at odds—but they don’t have to be. We asked Team Engine partners how their clients are navigating this balancing act. From visa strategies to internal pipelines, here’s how they’re staying competitive now while building for the future.

Build for the Long Term—Even When You Need Help Now

Many experts agree: hiring for the short term shouldn’t come at the expense of long-term growth.

Lauren Howell of The Harvest Group summed it up this way:

Always shoot for long-term additions to your staff. Just hiring warm bodies for a short-term need is problematic and rarely provides the productivity needed.

That doesn’t mean short-term fixes are off the table. Howell has seen temp agencies work well in the right situation, as long as the added cost aligns with pricing strategy.

Others echoed the need for agility without losing sight of the bigger picture. Mike Voories of BR1 said the companies best equipped to respond to immediate needs are those that have already invested in making the company appealing to job seekers:

The key to balancing these needs is preparation. Employers who position themselves as attractive workplaces… naturally draw more interest from potential candidates.

Voories also emphasized having an efficient recruiting process and a talent pipeline in place before the need arises—so companies aren’t scrambling to start from scratch. These are core components of a modern workforce planning strategy that prepares organizations for both expected and unexpected shifts in staffing demand.

Strategic Use of Visa Programs and Workforce Diversification

For seasonal industries, the H-2B visa program remains a lifeline—but it’s not enough on its own. Nataly Mualem, an immigration attorney and founder of The Mualem Firm, said the businesses navigating uncertainty most effectively are those expanding their strategies.

Some are diversifying their filing strategies—applying for H-2B workers in both fall and spring, submitting multiple applications for different roles, or expanding into cap-exempt positions where possible.

That short-term planning is being paired with long-term immigration strategies, too.

• Businesses are exploring EB-3 sponsorships for key employees
• They’re investing in compliance infrastructure to avoid legal trouble
• And they’re strengthening training programs to retain employees already on the team

Mualem said the bottom line is this: “Employers who integrate short-term hiring solutions with long-term workforce planning will have a more resilient and sustainable labor strategy.”

This approach reflects strategic workforce planning in action: using multiple levers to balance seasonal needs with long-term retention, compliance, and workforce growth.

Incentivize Loyalty from Seasonal Workers

Seasonal workers don’t have to be short-term workers—if you give them a reason to return. Joe Policastro of Cycle CPA recommends building compensation plans that reward repeat employment and strong performance.

We recommend progressive compensation models, including performance-based incentives, so that seasonal workers are more likely to return.

He also emphasized employer branding as a long-term lever. A strong reputation and good culture attract referrals and build loyalty, especially in tight labor markets.

Leadership Must Make Workforce Planning a Priority

Long-term hiring success doesn’t happen by accident. Evan Tachoir of Jack of All People Trades said it requires a shift in mindset—starting at the top.

This has to start with the owners' and senior leaders’ belief system. They have to believe that building a long-term workforce is a need to the point that they are willing to delegate day-to-day duties so they can spend dedicated time focused on long-term workforce planning.

That might mean working with a consultant, building internal succession plans, or simply carving out time regularly to look ahead. Either way, it won’t happen unless leaders make it a priority—a key driver in any effective strategic workforce planning framework.

Make Career Paths Visible

Some companies are solving the short-term vs. long-term challenge by giving employees a vision for their future.

Jud Griggs of The Harvest Group is helping clients build three-to-five-year org charts that show where the company is going and how employees can grow with it.

It shows the requirements to ascend to the next position so they can get the training necessary to move ahead when there is an opening.

By turning future roles into visible goals, companies retain good workers—and avoid the constant churn of entry-level hiring. This proactive approach is also central to any robust workforce strategy, helping businesses close skill gaps before they impact operations.

Stay Flexible and Keep the Pipeline Full

Of course, workforce planning isn’t all strategy and structure. Some of it comes down to staying nimble.

Alison Hoffman, with The Harvest Group, shared one creative example of flexibility:

Smaller companies are ‘pooling’ their talents to meet demand. Rather than hire a specialist for a huge project opportunity, they may ‘borrow’ team members from friendly competitors.

This approach allows companies to take on bigger opportunities without overcommitting to permanent staff they may not need long term.

Don’t Overlook Succession Planning

Ben Molenda of Best Human Capital & Advisory Group noted another long-term concern: demographics.

There are more professionals to choose from at the end of their career than professionals at the beginning or middle.

To prepare, companies need clear training programs and detailed succession plans—not just for executive roles but for every critical position. With the right development in place, businesses can promote from within and maintain stability even as experienced workers retire.

Conclusion: The Best Plans Do Both

Balancing short-term hiring needs with long-term workforce planning doesn’t mean choosing one over the other. It means building systems that support both goals simultaneously.

That might look like cross-training employees to step into new roles, layering incentives into seasonal hiring, or creating visible growth paths to keep your best people engaged year after year. It’s about building the foundation that makes it easier to respond quickly while staying aligned with your company’s future direction.

The most effective companies approach staffing as one part of a broader workforce strategy. They think about structure, skills, timing, and cost. They align their talent goals with business objectives, anticipate change, and adapt with confidence. That’s the power of strategic workforce planning.