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 evolution of contingent workforce management programs and why they need to be developed for the effective maintenance of costs, quality, and compliance.
The Evolution of CWM Programs (cont.)
The Contingent Workforce Management Framework
In 2013, Ardent Partners developed the landmark Contingent Workforce Management Framework, a first-of-its-kind framework designed to assist organizations in developing the necessary capabilities for managing the complexities of today’s contingent workforce. The Framework organizes the different contingent workforce types into three main categories:
- Staffing, which entails a more “traditional” form of contingent labor, including staffing suppliers and agencies.
- Complex, which includes SOW-based labor, services, and projects, and;
- Independent and freelance, which include independent contractors and freelance talent.
The Contingent Workforce Management Framework is a “blueprint” for those organizations seeking to develop the initial capabilities for contingent workforce management standardization, enhance existing competencies for managing non-employee talent, understanding the impact of independent labor on internal operations, and providing guidance on the solutions and technologies for linking key capabilities and driving standardization of core CWM processes. The 2015 iteration of the CWM Framework has been designed to spark functional collaboration across all three categories of non-employee labor and improve internal operations around managing the modern intricacies of today’s non-employee workforce.
Coming Up: We dive into the Contingent Workforce Management Framework and break down its meaning.
To read the full report, download it now.