The State of Contingent Workforce Management 2015-2016: The Future of Work is Here: Part 4

1.6.2016, Written by Annie Wang

Ardent Partners State of Contingent Workforce Management 2015- 2016: The Future of Work is HereThe 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 how, in 2015, the contingent workforce hit its true tipping point and influenced the business world in a way that will be irreversible.


The State of Contingent Workforce Management… and the Future of Work (cont.)

Where is Talent Concentrated Today?

Much of the focus on the current scope of non-employee talent is the “blurring” of lines between independent and traditional workers. In years past, there was a clear demarcation between what was considered “external” talent versus in-house FTEs. As the non-employee workforce began to grow, a true blending of skillsets and expertise was occurring across the globe. The “concentration” of talent in today’s organizations may primarily lay with traditional workers in the business world, however, as shown in Figure 2 below, this will slowly change over the next two years.

Figure 2

As figure 2 highlights, the majority of today’s talent is concentrated in traditional workers and FTEs, a “classic” notion that has been the case for decades. And, although this will primarily be the case in the next two years, the underlying impact of non-employee workers will continue to chip away at this old-fashioned concentration of talent. Organizations across the world will place more emphasis on sharing expertise and finding the best-fit skillsets for critical initiatives; this line of thinking, combined with the prevalence of true independent expertise that’s become more widely available due to on-demand talent sources, represents an ultimate shift in how enterprises address their hiring strategies. Top-tier skillsets and expertise is a differentiator for success, and in the coming years, an increasing amount of what will be found from an external workforce.


Coming Up: Next week, we discuss why the optimization of a total workforce cannot occur without proper visibility.

To read the full report, download it now.