For years, the very topic of “total talent management” (“TTM”) was an eye-raising and polarizing discussion, given the fact that the very underlying concepts around TTM involved several distinct sets of processes and capabilities (i.e., procurement, spend management, contingent workforce, HR, etc.) that did not historically mesh given their focuses on “commodities” versus “talent.” However, as the growth of the contingent workforce continued to expand within the total workforce (now sitting at 47% of all talent), strategies to have standardized, centralized, and aligned approaches and competencies for managing all types of talent, no matter the source, became ever more critical. And, with contingent workforce utilization continuing to grow and approaching nearly half of the average enterprise’s total workforce, it is incumbent on procurement leaders, HR executives, and contingent workforce management program heads to maintain clear visibility into the entire collection of organizational talent to execute better-informed and more intelligent decisions regarding the future use of labor.
Future of Work Exchange research finds that nearly 70% of businesses want to address key technological gaps in the greater coverage of the total workforce. This includes having full visibility into total talent, a state we refer to as “total talent intelligence,” which enables organizations with the ability to make real-time hiring decisions as new needs and project arise. Based on available talent and their skillsets and expertise, be it FTEs, staffing suppliers, or known/vetted candidates in talent pools, hiring managers can harness the power of total talent intelligence to make real-time talent judgments. This attribute is perhaps one of the strongest links to true business and workforce agility.
With the contingent workforce evolving over the past several years to encompass additional channels of non-employee talent, the language best used to describe it has also changed. This natural progression has led to another term: the extended workforce.
Shakespeare’s famous line, “What’s in a name? That which we call a rose by any other name would smell as sweet,” is apt and appropriate here – no matter what we call the evolving contingent workforce, its underlying impact is still that of a powerful, market-shifting force that drives competitive value and supports overall business agility. AS the contingent workforce, size scope, and strategic impact has expanded, new terminology that captures this evolution makes sense. “Extended” is yet another natural progression for this industry; contingent workers are sometimes thought of as mere line-items or “faceless” workers across the greater organization. Calling this spectrum of non-employee talent the “extended workforce” reflects the symbiotic link between an enterprise and all of its workers and how that relationship enhances the very idea of how work gets done.
As businesses navigate the so-called “next normal” ahead, they will require strategies, solutions, and technology that can effectively manage the full facet of its extended workforce in order to maximize the inherent skillsets and expertise offered by non-employee talent.
