The State of Contingent Workforce Management 2015-2016: The Future of Work is Here: Part 14

4.18.2016, Written by Annie Wang

State of contingent workforce management systems

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 the current structure of SOW management within CWM programs and compared it to the future outlook of these systems.


The Evolution of CWM Programs (cont.)

The Path Ahead for SOW Management

While the current structure of SOW management within CWM programs indicates that few businesses have implemented highly strategic capabilities, the future outlook is much more positive:

  • Within the next 12-to-18 months, 46% of enterprises will develop capabilities to track headcount and equipment as part of their SOW management initiatives. In an age when identity management is as critical as ever, it is important for businesses to understand the inner workings of projects that leverage SOW-based labor or services.
  • Nearly 40% of businesses will implement deeper supplier management capabilities as part of a larger SOW management program, such as supplier performance management and supplier information management.
  • Within the next 12-to-18 months, 37% of enterprises will enhance their current onboarding and offboarding capabilities to better manage workers, talent, and other labor associated with SOWs.


Coming Up: We look at the evolution of CWM technology and how the non-employee workforce is a dynamic and intricate industry that enables businesses to drive visibility, enhance talent quality, and support long-term management of new and emerging sources of independent talent.



To read the full report, download it now.