As the new year gets underway, many leaders are taking a fresh look at Minnesota workforce planning. Budgets are reopening, priorities are coming into focus, and organizations are balancing new requirements, evolving projects, and increasing complexity. The question is not just what needs to get done, but how to move forward without overextending already busy teams.
Across conversations with clients, a few themes continue to surface. Preparing for Minnesota’s Paid Leave. Leaning on interim support for project work and coverage. And planning for the ripple effects of increased merger activity. Each on its own brings complexity. Together, they are reshaping how organizations think about flexibility and execution.
Paid Leave Is Prompting Earlier, More Thoughtful Planning
Paid Leave is no longer theoretical. Organizations are actively working through what it will look like in practice, especially when it comes to coverage and communication. For many, Minnesota Paid Leave has become a central consideration within broader workforce planning discussions.
For HR teams, the work goes well beyond compliance. It is about building clear processes, aligning with third-party administrators, and making sure managers feel confident navigating leave conversations.
We are seeing organizations focus on:
- Planning coverage for both anticipated and unexpected leaves
- Defining how internal teams will partner with external vendors
- Documenting workflows to reduce confusion when leaves occur
- Supporting managers so conversations feel human, not transactional
Teams that start this work early tend to feel more prepared and less reactive once leaves begin.
Interim Talent Is Helping Teams Keep Momentum
There is also a noticeable shift in how organizations are approaching hiring at the start of the year. Many leaders feel cautiously optimistic but want flexibility as priorities evolve.
That is where interim talent continues to play an important role.
Organizations are increasingly using interim professionals to:
- Cover Paid Leave and other short-term absences
- Move critical projects forward without delaying timelines
- Provide expertise during periods of transition
- Support teams that are stretched thin
This demand is especially strong in HR, Finance & Accounting, and IT, where workloads can change quickly and experience matters. Interim support allows teams to keep moving while they evaluate longer-term needs.
Merger Activity Is Creating New Layers of Work
Another trend emerging early this year is renewed merger and acquisition activity. Even smaller transactions can create significant work behind the scenes.
Mergers often bring immediate needs around integration, communication, and alignment. Internal teams are expected to manage day-to-day responsibilities while also tackling complex projects tied to the transaction.
As a result, organizations are often turning to interim and project-based support for:
- HR integration and workforce planning
- Compensation, benefits, and policy alignment
- Systems and process integration
- Change management and communication efforts
Having experienced support during these moments can make a meaningful difference in how smoothly teams navigate change.
Flexibility Is Becoming a Workforce Advantage
What ties all of these trends together is flexibility. Organizations that think ahead and build adaptable workforce strategies are better positioned to manage change without burning out their teams.
In today’s environment, effective Minnesota workforce planning means building flexibility into how work gets done, not just how roles are filled. Whether it is preparing for Paid Leave, supporting project work, or navigating a merger, having the right people in place at the right time matters.
As the year unfolds, the organizations that stand out will be those that plan early, stay nimble, and treat workforce strategy as an ongoing conversation rather than a one-time decision.
