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Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent WorkforceHRTalent by Christopher J. Dwyer on

For the past decade, the very concept of total talent management has been akin to the Bigfoot or Loch Ness Monster of the business arena: a mythical idea that has only seen slivers of reality across global organizations. Sure, we’ve seen dribbles of total talent programs in some enterprises, as well as specific elements of these initiatives (i.e., total talent acquisition, total talent intelligence, etc.) offered by some of the industry’s more progressive workforce management solutions.

However, on the whole, total talent management itself has still not yet experienced its true arrival as we all would have anticipated. Back in 2011, I wrote perhaps the industry’s first full research study on total talent management, which found that there was extreme desire for such a program; the caveat, however, was that the tools weren’t quite there yet…and neither were the foundational elements required to make such a program successful.

So, here were are in 2023, with a toxic workplace environment (due to many, many workplace culture issues), a volatile labor market, and a Great Resettling that represents a continued revolution of talent. There may or may not be a recession swirling around us like a dooming specter. And, above all else, enterprises realize that they require the right talent at the right time at the right cost to get work done in an efficient and optimal way.

Dare I say that we should reintroduce ourselves to the idea of total talent management? Should we truly flip this concept from theory into reality? Here a few reasons why:

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

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The Future of Work is Now: Top Trends for 2023 (New Research!)

Business LeadershipContingent WorkforceGeneral InsightsTalent by Christopher J. Dwyer on

2023 promises to be a year unlike any other. With rampant inflation, economic uncertainty, and a volatile labor market, enterprises must balance agility, flexibility, and dynamic strategies to thrive in these uncertain times. The year ahead will surely challenge enterprises, with the specter of an economic downturn lingering overhead as well as continued uncertainty regarding the volatility of the labor market. However, as businesses have done over the past three years, they will persevere, they will thrive, and, most critically, they will innovate.

In the spirit of looking ahead, Ardent Partners and the Future of Work Exchange developed a brand new research study: The Future of Work Is Now: Top Trends for 2023. Sponsored by Guidant Global, this exciting new research study highlights the key trends of today’s dynamic world of work and their implications on business operations in the year ahead. Click here to download the new report.

We identified seven key trends that will shape the way businesses find, engage, and source talent, manage their extended workforce, and optimize they ways they get work done. Download the new research study today!

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Artificial Intelligence Streamlines Contingent Workforce Management Decision-making

Business LeadershipContingent WorkforceGeneral InsightsTechnology and Innovation by John Yuva on

In today’s labor and economic climate, enterprises cannot afford to make poor hiring decisions. And with 47.5% of an organization’s workforce comprised of contingent workers, per Ardent Partners and Future of Work Exchange research, an extended worker hire is just as critical operationally as a permanent employee. The ramifications of a hiring mistake — whether it’s an extended or permanent role — can cost businesses 30 percent of the employee’s first-year earnings, according to the U.S. Department of Labor. However, artificial intelligence is now shaping the future of contingent workforce management (CWM) to help avoid those employment missteps.

CWM Optimization Through Artificial Intelligence

Through artificial intelligence, enterprises can harness the value of structured and unstructured data to streamline contingent workforce management decision-making. AI also opens the door to new user experiences to better attract, acquire, and retain top-performing talent and improve operational execution — all leading to cost savings. Using prescriptive analytics for CWM optimization is an evolving but critical piece of AI strategy. While artificial intelligence has existed for a decade or more, the wider scope of its capabilities is only now being utilized.

Subsets of AI, such as machine learning (ML), predictive analytics, and natural language processing, coupled with complementary technologies like augmented reality and the metaverse are game changers for contingent workforce management optimization.

Putting Artificial Intelligence to Work

Enterprises and HR executives who are not at least exploring the possibilities of AI’s impact on CWM will find themselves at a competitive disadvantage when sourcing talent and executing extended workforce strategies. Ardent Partners and Future of Work Exchange research cites that 80% of businesses expect AI to transform CWM in the year ahead. These are several ways that AI and associated technologies are getting the job done.

  • Enhance the candidate matching process. Enterprises are under pressure to not only attract and acquire the right candidates but do so in a short time-to-hire time-frame. The talent need is often immediate, leading to more costs as the vacancy persists. Enter artificial intelligence that can streamline the candidate screening process by matching critical role-specific skills with existing candidates in enterprise talent pipelines (e.g., direct sourcing, talent marketplaces, etc.). AI can narrow the field even further through questionnaires and even simulated exercises to test candidate skill proficiency — all while increasing hiring speed and attaining higher-quality candidates. With 74% of businesses planning to leverage AI to enhance the candidate experience (per Ardent Partners and FOWX research), it’s clear that the potential of the technology is being recognized. This is critical because it means enterprises can use data to understand how and why candidates are choosing our business or leaving/jetting for other companies. It also exposes gaps in the hiring process that must be remedied to enable real-time hiring capabilities. The war for talent is raging…having a process that essentially finds those talent needles in the haystack is the competitive differentiator.
  • Expand overall total workforce visibility. Much of the value attained by artificial intelligence is more efficient identification, organization, and utilization of data. Prescriptive analytics, for example, provides the optimal use of collected data. When evaluating the total workforce holistically, enterprises need insights into their full-time and contingent employees. What are their skillsets? Which department do they work in? How long have they been contracted with the enterprise? What is their past project or team participation. Answering these questions creates a strategic profile for every full-time and contingent employee. Those total workforce profiles make real-time hiring and seamless succession planning a reality. Transparency into both operational challenges and available talent is a dual threat to lagging competitors.
  • Leverage predictive analytics and scenario planning. Ultimately, organizations want the ability to use data to predict future scenarios and potential outcomes. As a subset of artificial intelligence, predictive analytics is used in a variety of operational settings, particularly for supply chain planning. However, it is just as valuable for contingent workforce management as a predictor of future talent needs. Predictive analytics takes prescriptive analytics and workforce profiles a step further by combining operational and profile data to identify talent deficiencies and operational weaknesses, while also projecting how talent should be utilized to close those gaps. This is transformative for large-scale enterprises with tens of thousands of employees across the globe. It can also be talent-defining in scenarios where succession planning comes into play. So much of the hiring focus is on the “immediate need” rather than the gaps silently forming with aging workers eyeing their next opportunity post-retirement. Predictive analytics can address workforce scalability related to resignations, retirements, labor movements, etc., and how those will shape the workforce short and long term. In the case of a recession or other economic crisis where scalability becomes an essential strategy, enterprises can leverage internal talent data and combine it with market and labor insights to more effectively understand how operations will be affected. Which skills are required immediately versus long-term CWM planning? The ability to scale the workforce quickly and efficiently cannot be understated.

AI Becomes a Permanent Fixture for Talent Strategy

Artificial intelligence is becoming a permanent fixture as part of today’s enterprise operations and talent management strategies. For the contingent workforce, AI serves as an essential technology to streamline candidate pairings with operational needs, while increasing transparency of available skillsets and workforce contributions. Those insights prove valuable when talent gaps appear, or workforce scaling is necessary. Artificial intelligence will continue to evolve and with it, more CWM opportunities will emerge. Today, leverage the AI capabilities that exist to better plan for tomorrow.

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Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent WorkforceHRTalent by Christopher J. Dwyer on

For the past decade, the very concept of total talent management has been akin to the Bigfoot or Loch Ness Monster of the business arena: a mythical idea that has only seen slivers of reality across global organizations. Sure, we’ve seen dribbles of total talent programs in some enterprises, as well as specific elements of these initiatives (i.e., total talent acquisition, total talent intelligence, etc.) offered by some of the industry’s more progressive workforce management solutions.

However, on the whole, total talent management itself has still not yet experienced its true arrival as we all would have anticipated. Back in 2011, I wrote perhaps the industry’s first full research study on total talent management, which found that there was extreme desire for such a program; the caveat, however, was that the tools weren’t quite there yet…and neither were the foundational elements required to make such a program successful.

So, here were are in 2023, with a toxic workplace environment (due to so-called “quiet quitting” and “quiet firing”), a volatile labor market, and a Great Resettling that represents a continued revolution of talent. There may or may not be a recession swirling around us like a dooming specter. And, above all else, enterprises realize that they require the right talent at the right time at the right cost to get work done in an efficient and optimal way.

Dare I say that we should reintroduce ourselves to the idea of total talent management? Should we truly flip this concept from theory into reality? Here a few reasons why:

  • The technology is finally there to support TTM. A decade ago, the phrase “extended workforce” didn’t exist…nor did the proper technology to make total talent management a reality. Contingent workforce management (CWM) was just beginning its ascent to true strategic imperative, while less than a quarter of the total workforce was considered “non-employee.” Today, the story has evolved: extended workforce systems are innovative offshoots of Vendor Management System (VMS) platforms that can easily integrate with the core human capital systems (ATS, HRIS, etc.) for true visibility, management, and oversight of both contingent and FTE labor. Point-of-entry automation for new requisitions and talent requests can access various forms of talent, including the ever-important talent communities developed by direct sourcing solutions. And, most importantly, today’s workforce management technology can easily help businesses understand their total workforce, an attribute which allows them to pinpoint the best-aligned talent (be it contingent or an FTE already on staff) for a given project or role.
  • Functional collaboration today is a must-have capability. Unlike in years past, it is much more common for businesses to experience core cross-functional coordination; procurement and finance tackle their problems together, for instance, for the sake of the bottom-line. HR, talent acquisition, and procurement have all experienced challenges and pressures over the past two-and-a-half years, each unit emerging from the acute pandemic phase stronger than ever before. As such, the idea of collaborative strategies is much easier to maintain in today’s business environment: in the quest for survival during those scary days of 2020, enterprise functions learned that they needed each other to thrive. And, today, these three distinct groups now understand that, in a world where talent is an incredible competitive differentiator, they must work together to bridge the gaps between extended workforce management and traditional hiring. By combining efficiencies and blending strengths, the triumvirate of HR, procurement, and talent acquisition can form a formidable backbone of total talent management.
  • Aspects such as purpose, flexibility, and empathy boost the importance of the candidate experience, with the notion of “engagement” playing a critical role in total talent acquisition. No longer does a great hourly rate set the tone for freelancers, contractors, and other types of non-employee talent when choosing their next destination. Workplace culture (and leadership style) are more crucial now than ever for hiring managers to hook new talent; as such, the idea behind total talent acquisition (a key phase within TTM that involves a centralized, standardized set of guidelines and processes for engaging and sourcing all types of talent) becomes one of engagement, as well. True total talent management programs harness the power of employee engagement and candidate experience tools and tactics to ensure a steady approach towards talent acquisition for both contingent and FTE talent populations.
  • The need for business agility, combined with the volatility of the labor market, translates into the perfect gateway for total talent management. Simply put: total talent management is needed today, now more than ever. Businesses must execute lightning-fast talent decisions to thrive in an uncertain economy; the “total talent intelligence” enabled by total talent management programs and associated platforms allow hiring managers and other leaders to understand 1) the current makeup of talent across the organization, 2) the best-fit resources (whether it’s someone in house, a current contractor, etc.) for a new project or role, and 3) provide a dynamic entryway into a truly agile workforce.

Total talent management has been an oft-maligned strategy that has bordered on the hypothetical for over a decade. However, the platforms available today and the transformation of work and talent, combined with the need for such a program, positions total talent management as an innovative strategy for the months and years ahead.

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The Continued Rise of the Extended Workforce

Contingent WorkforceTalentTalent Acquisition by Christopher J. Dwyer on

During The Great Recession of 2008-2009*, businesses faced a harsh reality: do more with less…or else face a reckoning. Tens of thousands of enterprises were forced to lay off swaths of their staff in the wake of rough financial times, with so many others undertaking additional cost-cutting measures beyond slashing their total headcount.

Many incredibly talented professionals found themselves out of a job, and many once-thriving organizations found themselves without the same level of expertise they once maintained. However, unlike recessions of past, an interesting event occurred: a bounce-happened quick enough that those very businesses required talent to meet a rising demand for their products and services. And, those professionals who were cut from their positions became open to flexible work and new working arrangements.

Enter the “perfect storm” that signaled a revolution.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

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Welcome to the Future of Work in 2023

Business LeadershipContingent WorkforceTechnology and Innovation by Andrew Bartolini on

Happy New Year!

At the behest of our rock star analyst, Christopher Dwyer (also our SVP of Research), Ardent Partners launched this site in the summer of 2021 to help HR, talent acquisition, procurement, IT, and finance executives understand the critical convergence of talent and innovation and the impact that the extended workforce has had and will have on business operations and bottom-line performance. I would argue that as we kick off the new year, nothing is more important to a business than understanding the Future of Work in 2023 and having the right strategies, tools, and approaches to manage it well.

The Future of Work in 2023 already looks very different from just a few years ago, driven by a few large trends that are discussed below.

AUTOMATION

One of the biggest drivers of change in the Future of Work is automation and the tools used to perform tasks that were previously done by humans. This can include everything from manufacturing and assembly line work to data entry and customer service. As automation is adopted and becomes more prevalent within the enterprise, efficiencies and perhaps more importantly, effectiveness, increase as staffers can spend more time on deeper strategic elements of their work.

With today’s growing extended workforce, enterprises need flexibility and scalability. Automation can bridge the various data points related to recruitment, onboarding, and payroll, allowing HR to focus on strategic workforce development and management planning. Through direct sourcing initiatives and automation, an enterprise can flex its extended workforce requirements quickly and efficiently, providing the necessary support before ramping down.

AI

Another significant trend in the Future of Work is the increasing use of artificial intelligence (AI). AI refers to the development of computer systems that can perform tasks that normally require human intelligence, such as learning, problem-solving, and decision-making. AI is already being used in a variety of industries, including healthcare, finance, and retail. We are in the early stages of an AI revolution, but this technology is almost certainly going to play an even larger role in the way we work, potentially leading to the creation of new job roles and a better understanding of how to staff the most successful teams and projects.

Of all the technologies available to enterprises that help automate key workforce processes, AI is the pure representation of the Future of Work. However, there are different shades of artificial intelligence helping organizations optimize the way they get work done and how they think about talent. It’s more than having an artificial persona to help figure things out and make decisions — instead, it’s enabling smarter decisions.

If bias can be removed from decision-making and technology, and AI is set up in such a way that there is no unconscious bias, then it is possible to understand how diverse the workforce truly is. The Future of Work Exchange has long said (including many years ago) that a diverse workforce is the deepest workforce. Being able to bring in different voices from different cultures allows businesses to be more innovative and think outside the box. And AI is a perfect conduit for that.

THE HYBRID WORKFORCE

In addition to automation and AI, the Future of Work is also likely to be influenced by the increasing popularity of remote work and flexible scheduling. With the advancement of communication technologies such as video conferencing and project management software, it is becoming easier for employees to work from anywhere in the world. This trend is being driven by a variety of factors, including the desire for work-life balance, the need for companies to access a global talent pool, and the cost savings associated with remote work.

Progressive companies realize the importance of hybrid work options for employees. While compensation remains a major factor when accepting a job offer, it is benefits such as hybrid work that are attracting more job candidates. Hybrid work models are also contributing to healthy employee well-being and mental health — both of which can have a significant impact on the bottom line. A hybrid workforce makes healthy sense to workers and fiscal sense to the enterprise.

SUMMARY

As technology continues to advance at an unprecedented pace, Ardent Partners expects to see significant changes to the way we will work in the coming years. Whether it is through upskilling and retraining or embracing new technologies, the key to success in the Future of Work will be adaptability and a willingness to embrace change — namely automation, artificial intelligence, remote work, and flexible scheduling.

And, as the Future of Work continues to evolve, it is important for both individuals and companies to stay abreast of these trends and to be proactive in preparing for the changes that are likely to come. That’s where THE FUTURE OF WORK EXCHANGE site comes into the picture — if you haven’t already, bookmark this site and make it a regular stop as you pursue your workforce goals and objectives in 2023 and drive to become a Best-in-Class operation.

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The Recession-Ready Enterprise

Business LeadershipContingent WorkforceDirect SourcingGeneral InsightsTalent AcquisitionTechnology and Innovation by John Yuva on

There has been great debate in recent months about a recession. Are we already in a recession? If a recession occurs, will it be light or something more impactful? Or will the economy be resilient and avoid a recession entirely? Enterprises in technology and media industries are already reacting to recession fears by laying off tens of thousands of workers. As we move through the first quarter of 2023, how could a recession impact the extended workforce?

Business As Usual

There’s no doubt we’re experiencing challenging economic times. However, businesses must continue with mission-critical projects and initiatives that often require specialized expertise. The skills gap remains inherent in many enterprises, leading to continued demand for contingent workers. And as the Future of Work Exchange research indicates, 47.5% of the enterprise workforce is comprised of extended workers. That figure cannot be ignored, especially during times of economic distress.

Digitization Evolution and Workforce Mercenaries

Despite the recessionary climate, there is an enterprise evolution occurring: digitization. Whether it’s talent acquisition platforms, accounts payable solutions, or larger enterprise resource planning systems, businesses are transforming from tactical (manual) to strategic (digital) strategies across the operational landscape. And with digitization comes the extended workforce.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

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Employee Engagement Still Lacks Execution

Business LeadershipContingent WorkforceGeneral InsightsHRTechnology and Innovation by John Yuva on

Today’s enterprises can be characterized as fast-paced, ever-evolving to effectively respond to a more dynamic marketplace. Within the hustle and bustle lies a critical workforce need that is often overlooked: employee engagement. The concept can be confused with simply offering employees certain monthly perks identified from a quick survey. However, it goes much deeper than that and reaches beyond permanent, full-time employees to those in the extended workforce, as well.

A well-rounded definition of employee engagement comes from Engage For Success: “Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.”

Powerful, Yet Underutilized

It is that commitment toward oneself and the enterprise that makes employee engagement such a powerful workforce approach. Yet, as a Gallup survey indicates, only 36% of U.S. employees are engaged in their work and workplace. The number is even lower on a global scale, with only 20% of employees engaged at work.

However, for those enterprises with a fully entrenched employee engagement system, the results speak for themselves. According to Gallup, those leading organizations are experiencing the following benefits:

  • An increase of 18% in productivity (sales)
  • An increase of 23% in profitability
  • A decline of 40% in quality issues (defects)

Achieving these results requires engagement with every worker. With nearly half (nearly 48%) of today’s enterprises comprised of contingent workers (per Ardent Partners and Future of Work Exchange research), employee engagement must include this critical workforce segment. When faced with the possibility of losing extended talent following a project or other initiative, employee engagement could be the competitive differentiator to retain them.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

read more

The Skills-Based Organization and the Staffing Outlook for 2023

Contingent WorkforceDiversity and InclusionTalent Acquisition by Christopher J. Dwyer on

There’s no question that the world of staffing has entered yet another period of uncertainty. Besieged by the chaos of the COVID-19 pandemic and then, thankfully, amped by a greater need for workforce flexibility and an increased utilization of contingent workers, the staffing arena faces a watershed year ahead.

Ardent Partners and Future of Work Exchange research has discovered that 82% of businesses leveraged more extended talent in 2022 than 2021, proving that:

  • The extended workforce’s great bump in utilization wasn’t just an anomaly due to the pandemic’s impact on fluctuating talent needs.
  • Non-employee talent remains a viable and strategic way to not just augment staff, but truly drive mission-critical endeavors with high-quality, top-tier skillsets and expertise, and;
  • With direct sourcing, AI-enabled hiring, and digital recruitment paving the way for the Future of Work movement, the realm of extended talent translates into an opportunity for businesses to thrive during even the most challenging of times.

Glider.ai is a Best-in-Class, next-generation artificial intelligence platform that has disrupted the staffing and recruitment technology markets. Glider AI’s unique talent intelligence platform provides its users with fully-automated tools to boost candidate assessment and allow hiring managers (and other talent management executives) to remotely execute deep, skill-based recruitment strategies with a robust layer of strength and rigor.

The solution recently polled over 130 staffing, recruiting, HR, and contingent workforce leaders on their intentions, challenges, and general perspectives on the talent arena.

The rest of this article is available by subscription only.

Introducing a New Subscription Model

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

Click here to learn more.

read more

The Fourth Thing You Must Know About The Future of Work

Contingent WorkforceDiversity and InclusionGeneral InsightsHRTalentTechnology and Innovation by John Yuva on

The Future of Work Exchange (FOWX) and Ardent Partners recently hosted their complimentary webinar, The Five Things You MUST KNOW About the Future of Work, which discussed the critical capabilities that enterprises can unlock to truly optimize the way they address talent acquisition, extended workforce management, and, most importantly, work optimization.

Over the next five weeks, we’ll be recapping each of the five things discussed during the event.

In our fourth installment this week, we’ll be exploring artificial intelligence as a Future of Work centerpiece.

AI and the Rise of Total Talent Intelligence

Artificial intelligence (AI) is the fourth thing to know about the Future of Work. If there was an informal poll asking to name the leading Future of Work technology, about 90% would say artificial intelligence (a not-so-surprising answer). Of all the technologies available to enterprises that help automate key workforce processes, AI is the pure representation of the Future of Work.

However, there are different shades of artificial intelligence helping organizations optimize the way they get work done and how they think about talent. It’s more than having an artificial persona to help figure things out and make decisions — instead, it’s enabling smarter decisions.

Consider the rise of total talent intelligence. Today, an enterprise’s workforce may consist of 35%, 40%, or 45% non-employees and extended talent. For some, those numbers may be lower, but for others, they’re also higher. Earlier this year, Future of Work Exchange research found that 47.5% of the average company’s total workforce was considered extended, non-employee, contingent, or contract (this figure also includes freelancers, contractors, temporary workers, gig workers, consultants, etc.).

Total talent intelligence is a gateway to understanding the totality of the workforce; a gateway stimulant, so to speak, for total talent management. It’s the idea that enterprises have enough information and data on the entirety of their workforce – including skills, performance, and productivity levels. All of this information allows business leaders and hiring managers to make near-instantaneous, real-time decisions about the talent they need for a new role, project, or initiative.

Total talent intelligence enables smarter, more perceptive hiring. And AI is the way to get there.

AI as a Conduit for Diversity, Equity, and Inclusion Assessments in Recruited Marketing

If bias can be removed from decision-making and technology, and AI is set up in such a way that there is no unconscious bias, then it is possible to understand how diverse the workforce truly is. The Exchange has long said (including many years ago) that a diverse workforce is the deepest workforce. Being able to bring in different voices from different cultures allows businesses to be more innovative and think outside the box. And AI is a perfect conduit for that.

With regard to candidate assessments, there is wonderful technology out there that helps organizations better understand how efficient and effective a worker can be. It helps the business that went through an AI-fueled candidate assessment tool to source the best talent.There are similar solutions for recruitment marketing that have robust AI capabilities. These solutions are more than chatbots; they’re ubiquitous in how they help a candidate feel more comfortable and engaged. A candidate can use a mobile app and understand how to apply for a job. Likewise, the process for onboarding is clear, especially as it relates to healthcare benefits, time off, and open shifts. It’s these solutions that benefit the recruitment and onboarding side of extended workforce management.

On the workforce management side, AI helps with recruitment marketing. The idea that enterprises can program a bot to fill their talent pipeline overnight is quite amazing. Beyond just providing data, artificial intelligence can spark some of these processes that are beneficial to the business.

Turning to the volatile economy and its potential impact on the workforce, predictive analytics and scenario building are about managing these uncertain times. If enterprises are preparing for a recession, it is important to understand where they’ll be in six months. Data can be fed into a solution to help enterprises build a scenario and predict their financial picture or the state of global markets. The same type of data can model where the workforce is headed based on rates of resignations and retirements. Will there need to be cuts based on finances? Artificial intelligence is the perfect fighter against volatility by providing a clearer understanding of the future and how the workforce may look.

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