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 looked at an overview of the “complex” component of the contingent workforce management framework.
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: Independent and Freelance
The “on-demand” nature of the non-employee workforce has never been more apparent than it is today. As businesses wage the “war for talent,” aspects such as OLMs and freelancer networks, not to mention social media and crowdsourcing, will be incredible sources of talent in the months and years ahead. And, to boot, these sources are available on-demand and in real-time, helping to spark a revolution in how talent is engaged.
- Average Maturity Level: Poor. The most progressive category of Ardent’s Contingent Workforce Management Framework is certainly the most immature from a programmatic perspective. Although independent contractors have been utilized for decades, the realms of compliance and accessibility seemingly evolve by the year. Freelancers, and freelancer networks, have fast-become a hot commodity in the world of contingent workforce management. As organizations continue to source independent talent from this category, they will develop capabilities that not only balance cost and compliance, but control and visibility as well.
- Recommended Functional Responsibility: HR, with Support from Legal. From a functional perspective, all categories in the CWM Framework are subject to hiring manager protocol, which is somewhat independent of corporate functions. However, the independent/freelance category is one that is the most ripe with rich talent and expertise, necessitating an HR-led approach that prioritizes talent engagement and alignment of business needs with the specialized skillsets and expertise inherent in freelance talent.
Coming Up: We discuss why SOW management needs to become a strategic imperative for the leaders of today’s CWM programs.
To read the full report, download it now.