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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 2022, 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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Direct Sourcing’s Future of Work Impact

Contingent WorkforceDirect SourcingGeneral InsightsPodcastSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

The Future of Work Exchange podcast features coverage of industry news, software developments, Future of Work happenings, and, most importantly, conversations with industry thought leaders.

Several months ago, I chatted with Sunil Bagai, CEO of Prosperix, for an insightful Future of Work-oriented discussion (click to listen to the full interview). Sunil and I discussed the changes in how businesses engage talent, the continued growth of direct sourcing, and some interesting Future of Work predictions. Today’s article is a recap of our conversation. [Note that this excerpt has been edited for readability.]

Christopher Dwyer: Seeing how our world of work and talent has been changing so much, you’ve had a front-row seat being where you are in workforce management software space. From your perspective, what do you feel are the biggest changes in the way businesses engage talent and get work done, and how the pandemic has shaped those aspects over the past couple of years?

Sunil Bagai: That’s a really good question. Several changes have been happening. Some of them were obviously sped up by the pandemic. For example, businesses are now much more open to hiring remote workers. And when we say remote, it’s kind of like an umbrella where everybody can be under that remote category. But the reality is we need to slice it a bit further. Remote can be onshore where they’re local to that office, so they can at least still come into the office. Remote can be not local to the office, so some other state or anywhere else in the country. Remote can also be offshore where a person can be in the Philippines, Colombia, India, or somewhere else in the world supporting that organization. There are a variety of different ways to slice and dice what remote really means. And that nuance is new. And it’s important going forward.

Another trend that I’ve seen happen in the last few years is much more openness to a variety of different marketplaces. And that means being able to hire talent directly by going onto a portal, for example. So, that trend has taken off. What that does, however, is create a challenge in these organizations. Why? Because enterprises are not equipped to deal with the nuances of being remote or how to integrate hiring marketplaces into their existing hiring processes. So, for example, their ATS and VMS platforms are not fully equipped to integrate with those new ways of hiring. That’s creating some more challenges and friction, which will get ironed out and addressed as the next few years go on.

CD: Direct sourcing has become such a hot strategy. And the more we talk about it on the Future of Work Exchange, the more we’re educating the market on something that seems to be dominating conversations not only around the Future of Work but also talent acquisition and workforce management. I think back to some of my first encounters with the Crowdstaffing platform, and you were one of the pioneers of direct sourcing. What are your thoughts on where direct sourcing is going and where it could be headed?

SB: Let’s start by differentiating what is traditional direct sourcing. What we’re doing with a hiring marketplace is a step towards direct sourcing without having to necessarily, say, get rid of your suppliers. Because direct sourcing today assumes that you’re sourcing every candidate on your own without the use of suppliers. And I believe there’s a middle ground where you can still use suppliers — your incumbents or your initial supplier pool. The network can be a second supplier pool that can give you more access to talent as well as lower costs. And then you have a third option which is the bucket of direct sourcing, where you can engage talent directly using your brand. I believe that all can coexist.

And the aim is to use technology to publish your jobs across all diverse hiring channels. Each of these becomes a hiring channel…and may the best channel win. It shouldn’t matter where the talent comes from, as long as it’s the best talent and the best price (hopefully). From there, it’s about optimization and being able to select based on quality, based on price, and based on speed for your talent fulfillment. If you can do that, then that’s your ideal solution. It’s not one or the other, it’s a mix of all the options available through one common technology platform to help you achieve your talent needs.

CD: What are some of your 2022 Future of Work predictions — not just technology, but the space in general?

SB: For 2022, you’re already starting to see some interesting things happen in the industry. We’ve seen some large acquisitions, and we’ll probably continue to see consolidation where certain companies try to acquire other companies to have a larger presence in the space and diversify their solution portfolio. And there will be more consolidation of customers, as well.

We’re also starting to see MSPs really up their game and add much more value than they were traditionally accustomed to. Before, MSPs were managing programs, and now they’re really trying to differentiate themselves by offering more capabilities within their solutions. New technology will also continue to surface and add a different spin on how the workforce should be managed. That’s what I’m seeing for the remainder of this year.

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Mental Health Central to Workforce Strategy

Contingent WorkforceDiversity and InclusionHR by John Yuva on

The topic of mental health in the workplace is one that companies have struggled to address in the past. A stigma around mental health issues has plagued employees from seeking appropriate help. According to a report from Mental Health America (MHA), 2022 Mind the Workplace: Employer Responsibility to Employee Mental Health, “47% of employees know what mental health services they can use when struggling with a mental health concern, but only 38% would be comfortable using their company’s services for a mental health concern.” Fearful of being judged or even losing their jobs, employees chose to suffer in silence. And then a global pandemic occurred.

Suddenly, this unprecedented global event brought mental health out of the shadows and into the mainstream light. The abrupt transition moving to remote work, coupled with the natural stress, fear, and anxiety of living through a pandemic made mental health applicable to nearly everyone. Employees expressed their fears and stress in Zoom sessions with colleagues. And companies realized the importance of supporting employees through these difficult times with employee assistance programs (EAPs) and wellness promotion in corporate communications.

Mental Health Issues are Ever-Present

Now, 2.5 years into the pandemic, COVID-19 is considered a part of our daily existence — unlikely to be fully eradicated. However, this doesn’t mean employees simply accept that reality and life goes on. Quite the contrary. COVID-19 represents only one of the myriad reasons why dialogue around employee mental health must progress and evolve.

We live in a volatile world with inflation, wars, and climate issues that contribute to stress, anxiety, and depression. According to its report, 2022 State of Workforce Mental Health, Lyra states that “84 percent of workers surveyed experienced at least one mental health challenge over the past year, from issues such as stress and burnout to diagnosable conditions including depression, anxiety, bipolar disorder, and PTSD.” The pandemic served as the catalyst for a wider discussion on mental health in the workplace — one that must continue long term.

Approaching Mental Health Strategically

As companies recalibrate from operating remotely, the workforce must also adjust. There are many remote workers who prefer to remain remote. Companies cannot ignore those preferences. Mental health awareness and support should complement the priority of rebalancing the workforce model.

What can that look like for companies to ensure remote and in-person employee mental health needs are acknowledged and supported? Below are several enterprise approaches identified by Lyra and MHA that bring mental health to the forefront with intent and compassion.

  • Invest in employee mental health strategically and with purpose. While an EAP program is a suitable start to offering an outlet for employees, it falls well short of strategic investment. Instead, commitment from the highest levels of the organization that mental health is a priority should occur. Training is essential for leadership, human resources, and managers to recognize and address mental health issues with their employees. Not only does training help remove existing stigma, but it also encourages open communication and enables early detection of stress, burnout, and other mental health conditions. Equally important, a training and communication initiative fosters a sense of inclusiveness.
  • Provide a workplace structure conducive to positive mental health. Working remotely provided flexibility and work/life balance for many employees. As more companies require workers to return to the office, it’s critical to recognize those who thrive in a remote or hybrid structure. Higher productivity and positive mental health are two outcomes that accompany a flexible workforce model.
  • Encourage an open dialog and feedback for mental health needs and concerns. Company surveys and programs that gauge how the enterprise is following through on its mental health pledge opens honest lines of communication and feedback that only strengthen those efforts. And don’t wait until a high attrition rate occurs before initiating a survey. Commit to a quarterly or bi-annual questionnaire to allow progress for any changes instituted.
  • Remove barriers to quality mental health care. An employer health plan may include mental health coverage but lack the proper resources and treatment options that a separate mental health plan can provide. An employee survey can help determine if the current health plan is adequate for mental health needs.

Are companies seeing success with these efforts? In an op-ed for the Milken Institute titled, “The Future of Work Depends on Investing in Mental Health,” Christopher Swift, Chairman and CEO for The Hartford, writes, “Within our organization, we have created digital platforms and in-person programs to allow for open dialogues, trained leaders on mental health essentials, and provided guidance on inclusive language to help dispel stigma and lead with empathy,” he says.

“Over the years, we have continually expanded mental health education and evidence-based resources for our employees and their families. In turn, employees have leveraged these benefits, joined in courageous conversations, shared their mental health journey, and expressed appreciation via company communication platforms,” Swift adds.

The positive mental health of our workforce is critical to employee satisfaction, engagement, and productivity — all factors that lead to a healthy bottom line. Make mental health a strategic imperative for your workforce strategy.

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Defining the VMS Technology Market: New Future of Work Exchange Research Study Now Available

Contingent WorkforceSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Ardent Partners and the Future of Work Exchange have long been preeminent sources of analysis of the extended workforce industry and its associated technologies and solutions. With the introduction of our Technology Advisor (and Solution Advisor) series several years ago, the analyst team has been able to assist thousands of business leaders with the necessary information, insights, and intelligence as they traverse the complex solutions landscape within procurement and spend management, procure-to-pay, contingent and extended workforce management, direct sourcing, and digital staffing.

Today, we announce the publication of the much-anticipated VMS Technology Advisor, a report that assesses and evaluates 11 of the major Vendor Management System platforms that are currently helping organizations around the globe automate key extended workforce management processes, provide access to talent intelligence, and reinforce contingent workforce spend management.

The new report, which is available here, evaluates Beeline, Coupa Contingent Workforce, ELEVATE, Eqip, Pixid, Prosperix, PRO Unlimited, SAP Fieldglass, Utmost, VectorVMS, and VNDLY (a Workday Company).

The 2022 VMS Technology Advisor deep-dives into each provider’s strengths within requisition management, services procurement, SOW management, analytics and intelligence, direct sourcing, Future of Work readiness, total talent acquisition, total workforce management, global capabilities, and other key attributes inherent in today’s leading VMS platforms.

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Reimagining Services Procurement is Critical for the Future of Work

Contingent WorkforceProcurement by Christopher J. Dwyer on

Services procurement represents an incredibly large piece of the global market. However, many organizations, even after so many years of managing this complex category of corporate spend, still fail to maximize the value and impact of services.

According to Ardent Partners and the Future of Work Exchange, 70% of business leaders believe that natural inertia is the number one reason for avoiding transformation of people-based services procurement. But businesses have the chance to unlock such greater value when they create scalable, repeatable, data-driven, outcomes-based programs.

The Exchange teamed up with Randstad Sourceright to develop and produce a new research study outlining why businesses must “reimagine” services procurement and SOW management in the evolving world of work. The new report unveils a robust, four-layer framework to help guide organizations, as well as detail how to push through the major challenges in strategizing and centralizing (and automating!) the core facets of services procurement.

Click here or on the image below to download the new study.

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Why the Evolving (and Growing) Extended Workforce Requires Deeper and More Agile Technology

Contingent WorkforceTechnology and Innovation by Christopher J. Dwyer on

I had the pleasure of joining Beeline to discuss why the growing and evolving extended workforce requires deeper and more agile technology. Here’s a sneak peek of my feature:

“Given the state of the labor market and continued economic uncertainty, the next six months could (and probably will) bring an increased utilization of extended talent, mainly due to the influx of workers that have entered the contingent arena after months of a Great Resignation-fueled dissonance with existing workforce structures. If that 47% penetration rate soon becomes 50% (or higher), businesses won’t just desire advanced technology to manage the many intricacies of the extended workforce, they’ll require it in the face of increasing complexities around the engagement, facilitation, management, and integration of this evolving workforce.”

Visit Beeline to check out the full article (or click on the image below).

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Delivering Innovation and Agility to the Extended Workforce

Contingent WorkforceEvents by Christopher J. Dwyer on

The Future of Work Exchange‘s inaugural live event, FOWX Live, was just two weeks ago, but it seems like yesterday that we convened with HR, talent acquisition, and procurement executives to discuss the Future of Work and its many implications on the greater world of work and talent. Amongst the stellar lineup of discussions, keynotes, and presentations, one of the core focal areas for the event was the growth and impact of the extended workforce.

We are excited to share video from our “Delivering Innovation and Agility to the Extended Workforce” panel from the June 14 conference, featuring Sage‘s Jessica Wall, Utmost‘s Dan Beck, and Atrium‘s Nancy Maren:

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Ardent Partners and the Future of Work Exchange Launch Definitive MSP Report

Business LeadershipContingent WorkforceSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

New Study Evaluates the Leading Managed Service Providers (MSPs) for the Workforce Solutions Market

BOSTON, MA, March 1, 2021 – Ardent Partners, a leading research and advisory firm, along with the Future of Work Exchange, a top destination for executives focused on the evolution of work and talent, announced today that its new 2022 MSP Solution Advisor report, which evaluates the Managed Service Provider (MSP) marketplace, is now available. MSPs, as the most mature offering in the greater workforce management solutions market, are continue to drive innovation in the rapidly shifting labor market and Future of Work landscape and tailor  their services to suit the needs of a dynamic, agile, and extended workforce.

“The world of talent and work has changed tremendously over the past two years, forcing enterprises to reimagine their core talent engagement, talent acquisition, and extended workforce management strategies,” said Christopher J. Dwyer, senior vice president of research, managing director of the Future of Work Exchange, and author of the new MSP Solution Advisor report. “This report will help readers identify the MSP provider that best-fits the needs of their agile workforce and educate them on the different approaches that each provider takes towards key workforce management areas, including direct sourcing, SOW management, services procurement, DE&I, and reporting and analytics.”

The 2022 MSP Solution Advisor is the leading assessment report for MSPs that guides HR, procurement, human capital management, and talent acquisition leaders through a deep solutions landscape by discussing the key functionality, capabilities, competencies, offerings, and performance of the main providers in the MSP industry. The new report highlights dozens of feature-specific offerings and market differentiators from which Ardent and the Future of Work Exchange evaluated the industry’s top MSP solutions.

The Ardent analyst team identified and selected eleven key providers – Atrium, Evaluent, GRI, Guidant Global, KellyOCG, nextSource, Pontoon Solutions, PRO Unlimited, Randstad Sourceright, RightSourcing, and Talent Solutions TAPFIN – in the MSP solutions market for inclusion in this research study.

“Since 2010, Ardent Partners has been a guiding voice for professionals managing their extended workforce management programs and the solutions that they use to drive them,” said Ardent’s Chief Research Officer, Andrew Bartolini. “The new MSP Solution Advisor report is a reflection of this expertise and delivers a clear and insightful report that is a must-read for leaders seeking to optimize their extended workforce.”

Click here to download the new MSP Solution Advisor study (or click on the image below), which will be followed by the VMS Technology Advisor in the spring.

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The Key Differentiators of Best-in-Class Extended Workforce Management

Contingent WorkforceDirect SourcingTalent by Christopher J. Dwyer on

Technology utilization and core competencies are the backbone of the Best-in-Class contingent and extended workforce program. However, there are other next-level differentiators that are driving innovation within these organizations and positioning them to become more agile and dynamic as the world of talent and work around them continues to shift and change:

  • Eighty-two percent (82%) of Best-in-Class enterprises have integrated SOW management and services procurement into their core CWM programs, a fact that reinforces the need for businesses to effectively track, monitor, and manage all elements of their extended workforce (not just staff aug). Often enabled by VMS or extended workforce solutions (and outsourced to MSP offerings), Best-in-Class businesses have integrated capabilities into their programs that include resource-tracking, milestone and delivery date visibility, full sourcing and bidding processes, and other processes required to manage what is often considered the largest chunk of non-employee workforce spend.
  • Nearly 75% of Best-in-Class businesses have a direct sourcing program in place today. Direct sourcing has become synonymous with the continued evolution of talent; businesses that desire true organizational and workforce agility are actively harnessing the power of talent pools (and injecting those candidates into enterprise recruitment streams) as a viable means of reducing talent acquisition costs, ensuring top-tier skillsets and expertise, and structuring a truly dynamic workforce. Direct sourcing allows a business to leverage its culture and brand to attract top-tier candidates that are easily engaged for future projects and initiatives. In a world that has become more digitized (especially in the HR and talent arenas), direct sourcing is becoming a differentiator for the Best-in-Class businesses that actively pursue workforce agility.
  • Seventy percent (70%) of Best-in-Class organizations are currently leveraging a “hybrid” talent acquisition model that utilizes equal parts digital and RPA-led processes (such as artificial intelligence and bots) and traditional human-led strategies and support. This hybrid approach ensures that aspects like repeatability, speed, and efficiency are top-of-mind in talent engagement efforts, while the human elements can deter unconscious bias in any digital talent acquisition initiatives. This differentiator is also a major reason why Best-in-Class businesses have thrived in challenging times; next-level digitization on the front end enables agility, while the human touch on the back end ensures that core cultural objectives are met.
  • Nearly 60% of Best-in-Class businesses currently have the ability to drive total talent intelligence within their programs. As explained earlier in this chapter, total talent intelligence is an incredible differentiator, as it helps businesses determine which candidates and which types of talent are the best fit for a new role, position, or project based on deep total talent data. More Best-in-Class programs are enabled with the required capabilities to execute informed and intelligence-led talent decisions in a real-time and dynamic manner…which, in essence, is the core of true business agility.

In looking at Best-in-Class organizations, the key to success is multifaceted and wide-spanning: embrace the evolution of talent, tap into both traditional and progressive platforms, and leverage next-generation strategies to best align the workplace environment with the best-fit talent and skillsets. Top-performing organizations are leading the next era of work optimization because they are actively adapting to the major shifts in the talent and work arena while also cultivating a culture of agility and flexibility.

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Workforce Management Recommendations for 2022

Contingent WorkforceDirect SourcingHR by Christopher J. Dwyer on

The extended workforce has, for several years, represented the natural advancement of contingent labor and its greater impact on critical enterprise objectives. Coupled with a sharply shifting business landscape, changing market dynamics, and the reimagining of how work gets done, today’s organizations must harness the influence of the symbiotic relationship between talent, technology, and business leadership to usher in a new era of work.

Heading into 2022, businesses in the throes of workforce planning are facing pressure-filled quandaries: how will the pandemic affect their operations in the new year? Will scalability be as critical as it has been over the past two years? How does technology and innovation influence talent acquisition and talent management? The below recommendations will assist enterprises as they continue to plan around the inherent agility of their extended workforce and its impact on the greater business:

  • Embrace the extended workforce as a means of tapping into top-tier talent and fostering enterprise flexibility. The past 20+ months have shown adaptability is key weapon in changing times. There is a major reason why 82% of businesses expect an increase in the utilization of non-employee labor in 2022. The extended and agile workforce enables organizations to better access top-shelf skillsets, deep expertise, and a dynamic relationship that is founded on flexibility. Short-term engagements and mission critical projects supported by agile talent is specifically what empowered business during the pandemic…and that will not change in the months and years ahead.
  • Prioritize dynamic channels of talent, such as talent communities, to fuel critical business endeavors. Real workforce agility is developed through dynamic outlets of talent that can be engaged in a real-time and on-demand way. Talent marketplaces and other digital staffing channels offer simple “search and select” functionality within their deep networks of expertise that allow organizations to build remote teams of appropriate and well-aligned skillsets for crucial corporate initiatives.
  • Develop a strategy to boost the impact of direct sourcing and talent pools. Direct sourcing emerged as a viable talent acquisition strategy within the United States several years ago (after more than a decade of massive adoption in Europe) allowing businesses to act as their own recruitment firms, saving dollars and time on talent engagement. In a post-pandemic world, direct sourcing can help businesses bypass traditional talent acquisition processes (which are often slower and more manual in nature than direct sourcing initiatives), nurture candidates in a meaningful way, and tap into top-tier skillsets as specific needs arise. Direct sourcing can also empower the enterprise brand and culture to attract candidates, a differentiating factor that can be incredibly effective way to attract top talent in competitive markets.
  • Continue to lean on the extended workforce to support business continuity and market competition. The year ahead brings a wealth of optimism to the world of work even though fears of a new coronavirus variant are sparking surges across the world. As such, the global market continues to face considerable risk as these emerging coronavirus variants, particularly Delta and Omicron, continue to raise concern. If the winter brings new surges, businesses will be able to replay the strategies of 2020 and adopt a flexible mindset towards its workforce; the agility inherent in the extended workforce will support (once again) business continuity and allow enterprises to remain competitive.
  • Rethink the application of core skillsets and expertise towards enterprise roles and projects. When markets shift, businesses must frequently pivot to new work models to get work done, survive challenging scenarios, and/or keep up with the demand for products and services. “Work models,” in this instance, are not limited to where work is performed (i.e., remote work or distributed teams), but also include the strategies that apply core employee and non-employee skillsets in a way that promotes flexible alignment between open roles/projects and available talent. In addition, the executive team should invest in upskilling and reskilling opportunities for its workforce to keep up in an age when digitization is a crux to relevancy.
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