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 where talent is concentrated in today’s business world and the role the external workforce has played in influencing these changes.
The State of Contingent Workforce Management… and the Future of Work (cont.)
The “Worker Footprint:” True Talent Visibility
Visibility, as evidenced later in this chapter, was and is a historic challenge for businesses as they continue to rely on non-employee labor. It is simple logic: as any area of an enterprise grows and expands, visibility will be more and more difficult to attain without the proper systems and processes in place. Over the past few years, the concept of total talent management (“TTM”), an ideal that constitutes the centralized management of all systems/solutions, has taken hold as a future objective. As organizations find their talent becoming more blended in FTEs and traditional workers, the concept of TTM will become more appealing, considering that benefits such as enhanced decision-making (which type of worker is best fit for a project?) and better quality of talent-related data (performance, quality, etc.).
However, the optimization of a total workforce cannot occur without the proper visibility. In today’s market, only 18% of organizations cite “strong” visibility into their worker footprint, which is defined as visibility into all talent across the entire enterprise, including both traditional full-time employees and non-employee workers, freelancers, and independent talent. Worse yet, nearly 50% of companies today possess either poor or partial visibility into their worker footprint, a factor that inhibits alignment of talent-based resources with the projects that require specific skillsets and expertise. This lack of visibility also destroys the ability to accurately forecast, budget, and plan for the future talent-based needs of the greater organization.
Coming Up: We analyze the challenges experienced by enterprise operations that are actively shaping how executives structure their contingent workforce management programs.
- Read Part 1 of The State of Contingent Workforce Management… and the Future of Work
- Read Part 2
- Read Part 3
- Read Part 4
To read the full report, download it now.