Christopher J. Dwyer, Author at The Future of Work Exchange

FOWX Notes: November 5 Edition.

General Insights by Christopher J. Dwyer on 11/05/2021

Some picked-up pieces from across the exciting world of talent and work:

Yesterday morning, the Biden administration announced more details regarding sweeping vaccine mandates for businesses with over 100 employees. In short, employees that are not fully-vaccinated by January 4 will have to produce a verified negative test on a weekly basis and wear masks in the workplace beginning December 5. Positive cases must be removed from the workforce. Fines are hefty: approximately $13,653 for a single violation, and nearly ten-times that amount ($136,532) for businesses that “willfully violate standards.” There is no clarity on the burden of testing costs, however, it is noted that some unions may negotiate employer-paid testing.
Employers must provide paid time off for employees to receive vaccines and for any potential side effects. This is an encouraging rule, as there are many, many workers across the country that were vaccine-hesitant only because of the inability to take paid time off. This opens up, potentially, the opportunity for millions of people to comfortably schedule vaccine appointments and not be forced to worry about an unpaid day off.
Great quote on the future of hybrid work by Zoom CMO Janine Pelosi during an interview with Digiday: “That word is getting thrown around a lot, but it goes back to the consumer having choice in when or where they spend their time physically or virtually. It’s taking breaks. It’s understanding, at this point in the pandemic, what I do with my time. If I’m going to have a really early start and I know I’ve got some later things, you can bet I’m going to workout in the middle of the afternoon and I’m not going to have a stitch of guilt about it. It’s taking time to go for a walk, have meetings over Zoom phone. I don’t feel that everything always has to be on video. I prefer video, because you miss those connections and it definitely helps to bring those together. But it’s thinking about your day a little bit differently than what you would have if you had been in an office, physical environment.”
Congratulations are in order for Talmix, who recently celebrated their five-year anniversary. The solution provider, one the market’s leading digital staffing marketplaces, were recently featured here on the Future of Work Exchange. Check out some highlights from their five years in a blog post by Talmix CEO Sandeep Dhillon.
Many businesses often forget that independent contractors and freelance professionals are attempting to get their own businesses off the ground. HoneyBook’s $250 million in Series E funding will go a long way towards contributing to the platform’s main objectives, such as enabling these workers with automation for workflows, client list management, and, most critically, payment and cash flow management.
Fiverr continues its reach deeper into the B2B realm by acquiring Tel Aviv-based Stoke Talent, a Freelancer Management System (FMS) that specializes in providing users with both online and “offline” freelancer management benches. The $95M transaction will allow Stoke Talent to operate independently while subsequently supporting (and vice versa) Fiverr’s new products and services regarding agile talent.
I’ll be presenting (virtually) on Day Two of the Checkr Forward conference next week. “Are You Missing Half of the U.S. Workforce?” will feature commentary from both Scott Jennings (Checkr’s Director of Industry Strategy & Market Development) and me, as well as some new Ardent Partners and Future of Work Exchange research on the evolution of the agile/extended workforce. Do check it out!

Upwork’s New “Virtual Talent Bench” is the Convergence of Direct Sourcing and Digital Staffing

Solution Providers by Christopher J. Dwyer on 11/04/2021

As the Exchange frequently defines, the Future of Work movement is based on three core interconnected principles: 1) the evolution of talent engagement (and talent acquisition), 2) the advent of new and innovative technology and automation, and 3) the transformation of business thinking. While each of these attributes on its own serves a powerful purpose in the progressive world of work and talent, it’s when they intersect that businesses can drive enhanced value.

Upwork, one of the industry’s largest and market-leading digital staffing players, recently introduced its “Virtual Talent Bench” offering, which essentially converges the full spectrum of Future of Work attributes into a solution that enables real workforce scalability while optimizing how businesses get work done. The Virtual Talent Bench is a powerful offering that blends key elements of the digital staffing model (talent marketplace functionality and deep candidate networks) with direct sourcing (curated talent “benches” that can be engaged and hired in an on-demand fashion).

“Our goal is to help businesses and independent talent get work done, and done well. We know independent talent want to build long-lasting work relationships with clients, and businesses want an easy way to work with the talent they love time and time again,” said Sam Bright, chief product and experience officer, Upwork. “We launched Virtual Talent Bench to help businesses find and engage a fleet of highly-skilled independent professionals through an easier way to discover, access and organize their go-to freelancers. From sign-up to superuser, we’ve designed and created a simple experience for clients to not only find new, talented freelancers, but also remember their strengths, flag their special skills, and organize them however they like.”

Upwork’s multifaceted approach towards talent engagement and contingent workforce management allows its users to leverage the Virtual Talent Bench to develop talent pool-like “benches” of freelancers and non-employee workers that can be tapped into in an on-demand manner. The VTB places scalability firmly within its core by allowing Upwork clients to quickly reengage high-quality talent in an agile fashion. This is functionality akin to direct sourcing automation, only with Upwork’s vast talent marketplace powering the candidate engagement process and seamlessly integrating “curation-like” functionality into the Virtual Talent Bench. And, by surfacing individual talent profiles and projects based on past searches and job needs, Upwork users can derive more value from the solution’s “Discovery” module, with these results embedded within the Virtual Talent Bench for direct access when building freelance teams for future projects.

With this new solution, Upwork is firmly entrenching itself as a forward-looking platform that embraces the Future of Work. The convergence of direct sourcing and digital staffing, combined with the ways talent engagement is evolving, is one major reason why the Virtual Talent Bench is an ideal feature for the transformative world of work and talent.

“In our recent Future Workforce Report stemming from a survey of U.S. hiring managers, we uncovered that 40.7 million Americans expect to be fully remote in the next five years. What’s more, 53% of businesses say that remote work has increased their willingness to use freelancers and 71% of hiring managers plan to maintain or increase their use of freelancers in the next six months, creating more hybrid workforces,” said Bright. “Offices have reopened, but many professionals aren’t willing to give up the flexibility of working remotely. Over one-third (34%) of workers who were remote are not excited about returning to the office, and of the 10 million Americans currently considering freelancing, 73% cite the ability to work remotely or flexibly as a reason why.”

“As remote work projections remain strong and businesses plan to continue engaging more independent talent, we’re already planning to expand features in Virtual Talent Bench to enable more collaboration and better organization in the months to come, including features allowing clients to invite an entire talent bench to submit a job proposal.”

Key Providers for 2021: Bench

Solution Providers by Christopher J. Dwyer on 11/03/2021

The Background:

Given the many advancements and accelerants happening in the greater world of work and talent, the very notion of “interconnectivity” has become a critical way of businesses, workers, suppliers, and services to interact in an on-demand manner without the barriers of old. And, with digital transformation sparking many more businesses to reevaluate existing processes and systems with the goal of being more dynamic, there is increased pressure for both organizations and highly-skilled workers (and services) to “meet” each other in real-time.

Enter Bench.

Why They Were Selected:

The Bench platform, otherwise known as a “Digital Ecosystem Enablement Platform” (DEEP), is a robust solution that empowers the development of trusted networks of capabilities and services by connecting customers, businesses, partners, and suppliers quickly and seamlessly. Bench’s unique offering allows businesses to monetize supplier partnerships, consolidate talent and service networks, and complement existing products/services with well-aligned partners.

Bench excels in enabling a seamless ecosystem that promotes communication and discovery amongst an organization’s total network of suppliers, contractors, and talent…meaning that when a customer requires a complex approach to a critical project, the Bench platform can efficiently catalyze collaboration between partners whilst maximizing the value of automated time-and-materials processes, SOW management, etc.

In Their Own Words:

Companies of all sizes are reimagining every aspect of their business models, creating demand for Information, Community, and Technology (ICT) services at an unprecedented pace and scale. The intensity of competition is forcing ICT businesses to not always engage partners/suppliers to receive design input, availability and competitive pricing.

Add to the mix a rapidly changing services landscape, and many simply walk away from opportunities.

In an ideal world, these businesses need to make informed decisions, backed by robust data and real time market intelligence, to bid on opportunities with confidence.

Do we have the capacity and competencies in house to deliver?
Which partners/suppliers can augment our capacity and competencies?
How can we engage suppliers/partners early in the sales cycle to help shape solutions?
Are we getting the best price from the most qualified supplier/partner?

Unfortunately, the answers are trapped in spreadsheets, emails, and ad-hoc sales processes. Answers which are typically out of date and require considerable time and effort to find.

The net effect of this is many businesses commit proposals to customers and then hope they can deliver at the mercy of their suppliers/partners. Or worse still, they simply miss out on opportunities “leaving money on the table”.

Why? The answer is simple. There’s no fast, easy, seamless way to engage their services and partner ecosystem early in the sales cycle. Until now.

The Outlook:

Bench does not fit the “typical” mold of a modern-day digital staffing technology platform. However, it utilizes its powerful ecosystem functionality to boost the collaboration between a business, its services architecture, its suppliers, and total talent in responding to new sales inquiries. In a world that relies on digitization and dynamic technology to connect various pieces of contemporary business, Bench stands out as a truly innovative platform that has the potential to revolutionize how enterprises transform their business models.

In a Future of Work-driven world that prioritizes flexibility, digitization, and interconnectivity, Bench is well-positioned to help enterprises reimagine their services, products, and solutions with its robust digital ecosystem enablement model.

When Both Leaders and Workers Truly Accept “Change,” the Next Era of the Future of Work Begins

Business Leadership by Christopher J. Dwyer on 11/02/2021

I can remember the day clearly. It was an overcast and rainy Saturday afternoon in April 2020. It had been nearly a month since I left my home office; the only person in our household who routinely cycled back and forth was my wife, an essential worker that traversed five or six days to a veterinary hospital just south of Boston. We (my wife, two kids, and I) ran a couple of errands and ate lunch on the road, the four of us masked in stores and other places of businesses. My heart sunk knowing that this, wearing a facial covering to interact, would be the reality for an uncertain amount of time.

Even now, today, I will fully admit: I was not ready to accept the change in front of me. The business side of my mind was firing on all cylinders, since the hybrid and remote work models were second-nature to me. The world around me, though? It was tough to look at pandemic-ravaged world in which facial coverings, social distancing, etc. were the norm. It was heartbreaking to hear my now-five-year-old say in his sleep, “I miss my friends.”

The thing is, though, is that “change” is a constant. The sooner we all accepted that the so-called “Next Normal” was upon us, the sooner we could move on from merely surviving and look ahead to thriving in these evolving times. Today, my kids pop on facial coverings the second they step out of the door every morning. I have a mask in my jacket pocket, the glove compartment, etc. for anytime I need to head into a grocery store or retailer. We’ve all made due to move forward.

The business world and our personal lives are connected, as we’ve learned over the past eighteen months. That same concept of “change” has been a constant no matter where we are; for the corporate world, change and evolution are inevitably linked as attributes that must be embraced to truly move forward. The question is, however: why can’t both business leaders and workers get on the same page regarding change?

The “talent revolution” is upon us, taking the form of “The Big Quit” and “The Great Resignation.” There are literally millions of job openings across the country (and across the world). Many business leaders understand what it takes to build that bridge to the next generation of its workforce; many, however, are not and are not willing to change their thinking.

Hearing JP Morgan CEO Jamie Dimon say that the remote workforce isn’t sustainable is the opposite of the Future of Work mindset. Hearing Catherine Bessant, Bank of America Vice Chair, Global Strategy, tell CNBC that BofA is a “work-from-office culture” is also the complete opposite of the flexibility that was supposed to be a foundational concept in today’s evolving world of work. Goldman Sachs’ CEO David Solomon called remote and hybrid work an “aberration” just earlier this year.

Many, many other business leaders are aligned in this unfortunate way of thinking. If there’s anything, anything at all, that we should look back on as a business lesson from the pandemic, it’s this: work can be done anywhere, talent can be found anywhere, and the dynamic catalysts of innovation and creativity can be found anywhere…not just in an office. There’s a level of “proximity innovation” and “proximity collaboration” that cannot be fully duplicated when workers are coordinating remotely, however, the core connection between people remains strong, as does the will to work together no matter if team members are six feet or 600 miles away.

While it is true that many roles cannot be performed remotely, the fact is that there are many that can be, and it’s within those positions that businesses should offer flexibility and hybrid workplace options. Better yet, this is yet another fantastic instance when we can say this: the business world has changed forever. In that CNBC article, Dimon was quoted as saying, “Yes, the commute; you know, people don’t like commuting, but so what.”

But so what? This is one of several reasons why we are currently living in a business world in which talented professionals are playing a waiting game with their careers, leaving their existing positions, and/or targeting potential roles based on factors beyond compensation…such as flexibility. While due credit goes to Bessant for confirming that empathy will be a key focal area for her and other leadership within BofA, there’s still a major gap that unfortunately is present in too many organizations around the world.

Workers have, for the most part, become accustomed to change. They know what’s ahead for them personally and for their careers; they know what they want out of their professional lives and they know how they want it structured. While many business leaders have bought into adaptation and offer flexible workplaces, thinking, and cultures, too many have not.

It’s only when both sides can truly accept the change at hand and the evolution of the business world that the next great era of the Future of Work movement can begin.

Determining the Value of the Agile Workforce

Uncategorized by Christopher J. Dwyer on 11/01/2021

I can vividly remember a conversation with an HR executive back in 2014. She and I were in a spirited discussion regarding the growth of her enterprise and how quickly her team needed to bring in new talent to support that rampant expansion. Her contingent workforce volume had doubled in just a couple of years, and she caught onto my public proclamation that, by 2020, close to half the workforce would be considered “non-employee.” I still keep in touch with her all of these years later, and she still points the contingent workforce as a big reason why her organization was able to bring in the necessary skills and expertise to grow effectively.

Today’s agile workforce comprises 47% of the average organization’s total workforce, a far cry from the days when it was just a sliver of the overall talent pool. The agile workforce of 2021 has driven incredible value for businesses around the globe. Consider that 82% of businesses stated that the contingent workforce enabled workforce flexibility and scalability over the past year (according to Future of Work Exchange research), and, consider that 70% of businesses believed that the agile workforce enabled adaptation to changing times, as well as business continuity.

The agile workforce of 2021 is a powerhouse of skills, expertise, and value. And it’s why the Future of Work Exchange is teaming up with myBasePay this coming Thursday, November 4 at 11am ET, for an exclusive webcast on the value of the growing contingent workforce. I’ll be joined by myBasePay co-founder and CBO, Angela Alberty, as well as LiveHire’s EVP of North America, Karen Gonzalez, for an engaging discussion on major contingent workforce trends and the path ahead for agile talent.

Click here on or on the image below to register:

Happy Halloween! 🎃

Uncategorized by Christopher J. Dwyer on 10/31/2021

Leadership Must Change if Businesses Want to Thrive in 2022

Business Leadership by Christopher J. Dwyer on 10/27/2021

Many business leaders across the world were dealt an unfair hand when the COVID-19 pandemic hit nearly 18 months ago. Faced with a massive loss of revenue, customer trust, and enterprise sales, executives were also forced to lay off or furlough chunks of staff during the worst public health crisis of our lifetime. When uncertainty and the unprecedented impact of a pandemic hits your business, your staff, and your personal life, as well, there’s not much room to positively maneuver around it all.

We’ve experienced many Future of Work “accelerants” over the past year-and-a-half that have enabled new discussions on the best ways for enterprises to get work done. Yes, of course, remote and hybrid work have dominated those conversations, however, there’s so much more to the story that has a direct impact on how leaders, well, lead.

Future of Work Exchange research points to several expected shifts in business leadership over the next several months and into 2022:

83% of enterprises expect business leadership to prioritize an inclusive workplace environment. Diversity is just one (very big) piece of the arena known as “diversity, equity, and inclusion.” Business leaders now seemingly understand that inclusion, which extends to how they structure a welcoming and open workplace environment, is the only path forward for both talent acquisition and talent retention. Potential candidates should feel at-ease knowing that they could potentially join an organization that welcomes their background, differences, disabilities, etc., while existing workers are more likely to stay if they know their workplace is safe, welcoming, and prioritizes openness and communication. Inclusion is just as critical for new talent as it is for current talent.
80% of companies anticipate more empathy-led leadership. Empathy is a routine, featured topic here at the Future of Work Exchange, and for good reason: empathy, quite literally, is the only way forward. Empathetic leadership is what is sorely needed for executives to earn required trust from their staff and for workers to feel “connected” to the greater organization and to also feel supported in their current roles. Empathy-led leadership involves organizational leaders asking questions, actively collaborating, and prioritizing communication with their workforce. In 2022, this will make or break the average enterprise, especially as conversations around worker burnout continue to dominate headlines.
77% of organizations believe business leaders will structure workforce management on flexibility. While we just highlighted how the Future of Work is more than “just flexibility,” the agile nature of today’s forward-thinking organizations provides a robust template from which today’s leaders can leverage to effectively plan for the year ahead. Yes, remote and hybrid work plays a valuable role in the greater concept of flexibility, however, it traverses much deeper than whether or not workers are physically in the office or at their kitchen table. Flexible work models, such as shorter work weeks, adjusted hours, or agile task-sharing, also play critical roles in how business leaders rethink the many ways to get work done.
72% of businesses expect business leadership will focus on understanding personal perspectives of workers. This attribute could be the most crucial of all, given where we are in the greater timeline of a public health crisis. When the pandemic hit, no one fully knew what to expect; what followed was tragedy, horror, and unease. From a business leadership perspective, it created a truly emotional toll on the workforce, forcing executives to enact cognitive empathy to fully understand what it was like to juggle a lack of daycare, remote learning for children, sick or dying relatives and family members, and general uncertainty regarding job security. If leaders truly understand “where” workers are mentally and emotionally, it allows them to be more flexible in their management style and how they support that talent. In the months and years ahead, this higher level of understanding will go a long in helping business leaders build a trusting workforce that feel like their leaders want to fully support them during uncertain times.

Key Providers for 2021: Prosperix

Solution Providers by Christopher J. Dwyer on 10/26/2021

The Background:

There is no doubt that the events of the past 18 months brought about a level of change to business the likes that had never been seen before. The very attributes of the Future of Work movement were accelerated, including the power of remote and hybrid work, advancements in talent engagement and talent acquisition, and the transformation of how business leaders structured their work-based strategies and approaches.

Given the symbiotic relationship between talent, technology, and evolutionary business thinking, there is added weight to how the many aspects of the Future of Work were accelerated in the face of global business disruption. As organizational leaders continue to reimagine what workforce management means to their enterprises, the accompany technology must work harmoniously with the alterations across the greater economic and labor markets.

Enter Prosperix.

Why They Were Selected:

A little less than a year ago, Prosperix operated under the “Crowdstaffing” brand; this solution was known for many of its industry-leading pieces of functionality that promoted a powerful “user experience” regarding applicant and candidate data tracking, analysis, comparison, and presentation, built on top of the solution’s foundational hiring marketplace (a built-in network of thousands of ready-to-hire talent suppliers).

The newly-rebranded Prosperix solution not only builds on these strengths, but also offers technology that truly allows its users to harness the power of the Future of Work movement and tap into the greater value of the agile workforce.

In Their Own Words:

Prosperix is a Silicon Valley-based workforce innovation company developing software for the Future of Work. Our contingent workforce and total talent management solutions enable businesses to build a powerful workforce that delivers extraordinary outcomes. The main tenets that drive the company’s philosophy are:

Today’s workforce must be global, empowered, agile, transparent, high-performing, and diverse.
The right people can dramatically impact the success of an organization.
When individuals and organizations are aligned, great results and outcomes are possible.
Innovation that combines technology and people in a meaningful way is the path to the future.

With our technology, businesses can access amazing talent from anywhere and everywhere, on-demand and without limitations, allowing them to grow exponentially by scaling their workforce quickly and easily. Our end-to-end solution includes applicant tracking, vendor management, connected talent pools, direct sourcing, artificial intelligence, real-time analytics, personal curation, and easy-to-use technology in a single, cloud-based, fully-integrated software suite.

The Outlook:

Prosperix’s messaging is incredibly unique in today’s workforce solutions market, leading with an edge that differentiates the company from others in the space. Understanding that it is the convergence between the “human” and “technology” elements of workforce management that will help both candidates and businesses prosper in the face of continued evolution across the greater world of talent and work.

Prosperix is positioned for incredible growth and impact heading into 2022, with offerings that traverse beyond mere workforce management. On top of an already-industry-leading hiring marketplace, the solution’s direct sourcing, talent pools, and VMS offerings are aligned with the company’s overall vision and purpose: provide human, workforce, and business prosperity in a time when the Future of Work movement is table stakes for organizations that want to thrive during these changing times.

The Great Resignation, The Great Reassessment, The Big Quit…Let’s Just Call It What It Is: A Talent Revolution

Business Leadership Talent by Christopher J. Dwyer on 10/25/2021

My dear friend and fellow agile workforce pundit Jon Younger ends his frequent Forbes articles with a phrase that is essentially perfect for what is happening in today’s labor market: Viva la revolution!

Call it The Great Resignation. Call it The Great Reassessment, or even “The Big Quit.” No matter what name is tied to what’s occurring in this frenetic, volatile talent economy, it just means one thing: there’s a revolution of talent happening right now.

Yes, major pieces of the “worker-led” transformation of talent and labor are owed to a market that has been accelerated since Day One of the pandemic, as many talented professionals (and the businesses they work(ed) for) experienced the biggest disruption of their their corporate lives. Remote work became a norm, flexibility was a baseline, and empathy became a foundation for how leaders treated their teams.

However, there are other attributes that are a long time coming, such as equitable treatment, fair and living wages, and inclusive workplace cultures that promote safety and openness. There’s more discussion around worker burnout than ever before. And, critically, there’s a clear element of diversity that permeates through the job market, as well.

Looking at all of these elements converging, one would wonder, “Why would we ever go back?”

Those that worked remotely pre-pandemic can now validate the productivity concerns of such a work model. Those businesses that experienced an increase in productivity since the pandemic began now understand that they can trust their staff to get work done away from the office. And it’s not just a remote vs. in-office issue: think of the core societal changes that occurred in tandem with the pandemic. Think of the renewed focus on diversity, equity, and inclusion (DE&I). From permanent hiring to extended talent, hiring managers and other business leaders are finally acknowleding real enterprise value of diversity.

Put it all together and this is what you get: millions and millions of talented professionals that know their value, know that they can work flexibly, and know that they deserve better working conditions from various perspectives.

Since the Bureau of Labor Statistics started tracking statistics on the number of workers who voluntarily left their positions, there was no greater month for turnover than this past August, when 4.3 million Americans left the workforce (the previous record was May 2021, only a few months prior). The fact that the entire summer experienced somewhere in the neighborhood of 17+ million resignations (over 20 million if you count April in these figures) speaks volumes about where we are collectively headed.

Just a month or so ago, discussions revolved around whether businesses or workers would blink first. New BLS data proves that workers aren’t coming back unless organizations completely revolutionize their stance on the employer-employee relationship. It’s not just about compensation, it’s the fact that workers desire true flexibility. They crave work-life balance. And, most importantly, they want their own values and purpose to align with those of the businesses they choose to support.

Workers that traditionally “job-hopped” are finding that they can do so much more easily in today’s market, while workers that were once “lifers” question their career choices during a time that forced all of us (business aside) to reevaluate our lives in the face of the worst and biggest health crisis of our collective lifetimes. When people witness a family member falling ill and succumbing to a nefarious pathogen, and, when they see the terror across the nation’s hospitals as they collapse from surge after surge, it results in an “awakening” that has a cascading effect on both personal and professional thinking.

If workers aren’t satisfied, why would they stay put? With so many (read: millions!) of open positions across the country (and world), most of which offer consistent flexibility and a more soulful candidate and worker experience, why would any talented individual, in this current global landscape, want to “waste” their valuable months and years with an organization that doesn’t offer everything that they want and need? The pandemic reprogrammed many facets of human thinking; it was only natural that the same transformational mindsets would alter how we, as people, reevaluate our choices as business professionals.

Many of us lost family members, friends, and colleagues to COVID-19. Some of us attended funerals with limited family members due to social distancing guidelines. We’ve watched the horrors of the insides of ICUs on the evening news or on social media. Even though things are better than they have been in months, the pandemic is still a part of our everyday lives (even with the modern marvels that we have in coronavirus vaccines). When these morbid aspects of life creep into how we think about what exactly it is what we want from our lives (which, of course, include our careers), it’s very normal that we’d question why we spend time working for an employer that doesn’t offer flexible hours, doesn’t offer equitable treatment and wages, and doesn’t enable remote or hybrid work models.

Workers are human, and humans will always modernize their thinking due to the world around them. What is happening right now in the labor market is certainly a convergence of many factors that would have eventually accelerated critical shifts in talent engagement…however, these transformations are, to a greater extent, the result of humans questioning their choices moving forward and ensuring that one of the biggest pieces of their lives, their careers, are satisfying the personal, professional, and emotional aspects of their lives.

This isn’t just a reaction to a pandemic and its wide-sweeping business ramifications, it’s a true revolution of talent that will forever shape the Future of Work.

HR’s Impact on the Future of Work (Upcoming Webinar)

Business Leadership HR by Christopher J. Dwyer on 10/22/2021

For years, there was an incredible gap between procurement and HR regarding management of non-employee labor. While each function could bring its unique expertise and power to how the greater organization facilitated its agile talent, the truth is that both sides were typically far apart in developing a convergence that could benefit the entire enterprise.

Today, the game has changed. As the contingent workforce evolved and transformed into the extended workforce, HR’s role has become critical in how the average organization integrates agile talent into how work is done. In fact, HR now has the opportunity to recalibrate how it harnesses the power of the Future of Work movement to drive enhanced management of extended talent and contribute to overall enterprise success.

As HR and talent acquisition executives begin planning for the year ahead, it is critical that they employ a series of Future of Work-led strategies and solutions for not only optimizing how work is done, but enhancing the way talent boosts revenue, productivity, and competitive advantages. I’m excited to join Utmost next week (Thursday, October 28, 11am ET) for an exclusive webcast that will:

Unveil the five strategies that every HR executive should include in 2022 planning.
Discuss why “HR psychology” must be reimagined in order for this function in the year ahead.
Highlight how HR can leverage emerging technology to enhance extended workforce management, and;
Detail HR’s ultimate role in how work is both addressed and optimized.

Utmost’s VP of Marketing, Neha Goel, will be co-presenting with me as we showcase some new Ardent Partners/Future of Work Exchange research on the evolving role of HR in not only extended workforce management, but within the Future of Work movement, as well. Click here or on the image below to register for next week’s event. Looking forward to seeing you there!