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 challenges faced by enterprise operations and how these are actively shaping the way executives structure their contingent workforce management programs. We also provided a key insight.
The Evolution of CWM Programs
The “future of work” actively shapes the structure of today’s contingent workforce management programs as the industry progresses into the world of “on-demand talent.” CWM professionals and executives must develop programs that can effectively drive intelligence while maintaining a delicate balance of costs, quality, visibility, and compliance.
Just a few years ago, there were some organizations that had failed to recognize the strategic impact of non-employee labor and, subsequently, had not standardized the management of their contingent workforce via a formal contingent workforce management program. The sharp expansion and quick growth of this industry in today’s business world has forced enterprises to develop both tactical and strategic capabilities for improving visibility and control. Those organizations that have made waves in recent years to improve the overall management of contingent labor now find that CWM programs are not static; to keep up with emerging talent sources and ongoing, complex challenges, these programs must blend an array of fluid competencies for ultimate success.
Coming Up: We discuss 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.
- Read Part 1 of The State of Contingent Workforce Management… and the Future of Work
- Read Part 2
- Read Part 3
- Read Part 4
- Read Part 5
- Read Part 6
- Read Part 7
To read the full report, download it now.