The business world is changing. Seemingly by the day, new technologies and strategies are redefining how work is done by pushing today’s enterprises into exciting territory as they seek competitive advantages and fresh sources of business. Within this scenario, the very notion of “talent” is actively shaping how far enterprises can go in terms of innovation, growth, and ultimate business expansion. Talent is today’s most valuable commodity, and as globalization takes its hold on businesses across the world, the dynamics around talent are being revolutionized.
To get a better understanding of this talent and how it is accessed, managed, and optimized in today’s business world, Field Nation contributed to the underwriting of a report conducted by Ardent Partners on “The State of Contingent Workforce Management 2015-2015: The Future of Work is Here.” This report covers the evolution, assessment, performance, and recommended strategies for contingent workforce management leaders so they can improve overall customer workforce management operations and results.
Last week, we discussed the “Contingent Workforce Management Framework,” which was developed by Ardent Partners, and how it serves as a blueprint for organizations seeking to develop initial capabilities for CWM standardization.
The Evolution of CWM Programs (cont.)
Diving into the Framework: What Does It Mean?
Ardent’s landmark Contingent Workforce Management Framework was designed with one goal in mind: assist organizations in not only understanding the current composition of contingent labor, but also the means for developing or enhancing the necessary capabilities, competencies, and strategies for managing the core archetypes of today’s non-employee workforce. What follows is a breakdown of each CWM Framework category, its current market maturity level, and the recommended functional responsibility for primary management.
CWM Framework Category Overview: Staffing
Sometimes referred to as traditional staff augmentation, the most “mature” category of Ardent’s CWM Framework involves the utilization of staffing suppliers, agencies, and vendors to fill project-based needs and short-term requirements. In fact, when most professionals hear the phrase “contingent workforce management,” they think of workers sources via staffing suppliers.
- Average Maturity Level: Proficient. As the most classic form of contingent labor, many organizations today have either mastered the art of staffing supplier management or have moderate-to-strong capabilities for controlling this category of contingent labor. With new and emerging sources of talent available in the on-demand world of non-employee workers, those businesses that do not have rigorous processes around this category must soon develop the necessary capabilities for managing their staffing suppliers and vendors, or risk being well behind when more “next-gen” concepts in this industry arise.
- Recommended Functional Responsibility: The bulk of capabilities around the staffing category are typically grounded in core procurement and supplier management principles. Although, at a high level, the totality of the non-employee workforce has been shifting to a “blended” talent (with HR-led principles) and spend management (with procurement-led principles) approach, the staffing category requires key supplier management capabilities, such as supplier performance management and standardized spend management processes.
Coming Up: We look at an overview of the “complex” component of the contingent workforce management framework.
To read the full report, download it now.