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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.

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Why “The Human Factor” Should Be the Top Future of Work Focus for 2023

Business LeadershipTalent by Christopher J. Dwyer on

The concept of “humanity in the workplace” is not entirely new. While there are plenty of leaders that merely view their workforce as numbers and faceless drivers of productivity, there are also many leaders that prioritize the physical and mental wellbeing of their talent. So, what sets aside 2023 as an outlier for focusing on these attributes more so than in months past?

As the COVID-19 pandemic expanded and ultimately disrupted billions of lives, many workers used this time as an opportunity for personal introspection, reevaluating their goals in life and at work (and their career journeys to date). Workers newly entrusted within their organizations also felt empowered to take ownership of their careers. Many discovered renewed passions for social causes, a need for work-life integration, and career journeys that defined their sense of self. Those pursuits began playing out at the end of 2021 — referred to as “The Great Resignation” — and continued throughout most of 2022. The millions of workers who left their jobs during this period sent a message to their employers that a new set of workplace criteria was being considered. Issues like empathy, diversity, equity, inclusion, and other business culture considerations were identified as critical needs of the new-normal enterprise. Suddenly the need for a strategy to develop, communicate, and realize corporate values became an important way to retain current talent and attract new workers.

This sets the stage for 2023 as a critical year for “the human factor,” as businesses now have to contend with managing through economic uncertainty, an increasingly-tightening labor market, and a delicate balance between hanging onto pandemic-era reliance on remote and hybrid workplace models and desiring workers to return to in-person collaboration. Simply put: leading with a human edge might be the only way for enterprises to truly enhance talent retention while improving the ways they get work done in a challenging business environment.

Throughout the past 18 or so months, many business leaders were anxious to call their workforce back to the office out of fear of waning productivity and a loss of visibility and control over their teams. What they discovered, however, was a sense of empowerment that had been missing from the ranks of professionals for far too long; while compensation and benefits will always, always be critical factors in selecting (or staying at) a job, aspects such as flexibility, better working conditions, transparency into career journeys, etc. became top-of-mind and non-negotiable attributes of their roles. While we know this as “The Great Resignation,” this was, in fact, a true “talent revolution” that signaled a new era of work and labor.

Throw all of these concepts into a blender marked “2023” and what we get is a workplace environment that requires so much more than just appreciation and empathy. Leadership in the year ahead does not just need to implement more humanity, it requires it to truly be effective in what would be (yet another) watershed year for the business arena.

While not all industries fear the specter of a recession, there are many workers are shifting their mindsets from “revolution” to “survival,” a sharp turn from the months past when, on average, over four million professionals voluntarily resigned from their positions for a 16-month period. This type of thinking can wreak havoc on already-stressed professionals who are facing burnout and wellness issues, leaving leaders with only one option: infuse humanity into core leaderships strategies in order to develop a stable workplace that is supportive of its talent.

“The human factor” has been oft-discussed since the pandemic began. Many of us faced personal reawakening in the face of mortality and sickness, watching as the world faced a public health crisis unlike anything we had experienced before. People reevaluated their lives and the role of their careers as part of their identities, meaning that there was much more at stake than just “work.” Workers desired purpose, craved flexibility, and wanted an overall sense of alignment between their human personas and workplace characters. This translated into the need for business leaders to be more human in their management approaches.

Which, of course, leads us to a new year and new vision. Upcoming Ardent Partners and Future of Work Exchange research found that nearly 70% of businesses see worker burnout as a core challenge, in addition to another 74% who perceive recession risks as a driver for worker anxiety. This all means that leaders have to strike a balance between managing costs and driving productivity and ensuring that they emotionally support their talent in a more deliberate and meaningful way. Empathy-infused management, flexible workplace options, more appreciation, and enhancing worker wellness and wellbeing (especially mental health) are all critical attributes in this regard.

However, there is one overarching strategy that leaders can adopt to ensure that their workforce is engaged, productive, rested, and stable in 2023: place humanity in the center of all business strategies. By doing so, enterprises will create a workplace environment in which talent feels trusted and valued. In the wake of uncertainty, this is the most powerful approach of all.

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Managing the Extended Workforce Requires Agile Automation

Solution ProvidersTalentTechnology and Innovation by Christopher J. Dwyer on

A few weeks ago, I had the pleasure of joining VMS and extended workforce platform Beeline for an exclusive webcast focused on transformative technology’s role in the Future of Work movement. Alongside Lesley Walsh, the solution provider’s VP of Client Relationship Management, the event discussed how the new world of work and talent requires agile automation to navigate an uncertain 2023, as well as the role of extended workforce technology in supercharging contingent workforce management (CWM) programs and initiatives.

Lesley and I not only chatted all things Future of Work (including the state of work today, the volatile labor market, etc.) and “human”-led concepts (such as empathy-driven leadership and more flexible, human-focused enterprise thinking), but also revealed some brand-new research findings from the Ardent Partners/Future of Work Exchange research study, Why the Extended Workforce (and Future of Work) Requires Agile Automation…which can be accessed here. And, enjoy an excerpt below:

The Future of Work Exchange frequently states: “Flexibility is the Future of Work.” The ultimate state of “work optimization” is more than reimagining specific facets of enterprise operations. In essence, there are three main tenets of the Future of Work movement: 1) the evolution of talent engagement and talent acquisition, 2) the impact of new technology and innovation, and 3) the transformation of business leadership.

The extended workforce of 2023 comprises nearly half of the average company’s total talent (47.5%); the growing size and strategic impact of this workforce requires that businesses leverage tactical and strategic efficiencies to get work done effectively and adeptly. Extended workforce management, much like typical CWM, requires end-to-end efficiencies and high flexibility. These operational elements allow executive leaders to shift, scale, and re-form their workforce initiatives as shifts in economic and global markets arise.

In 2023, the fluid and evolving nature of the extended workforce means that businesses must navigate uncertainty while ensuring that top-tier talent is engaged and sourced effectively. While more mature CWM programs can withstand these new, converged pressures, all businesses must move from tactical to strategic when engaging and managing their extended workforce to drive the most value from these unique skillsets and expertise.

“Traditional” elements such as cost savings and time-to-fill rates are obviously crucial attributes to any extended workforce management program. However, it is the way enterprises blend contemporary nuances of today’s evolving talent architecture that determines how they will thrive in 2023.

Download the new research study here, and, if you missed last month’s webcast with Beeline, check out an on-demand replay here.

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BEST OF 2022: “Perceptive Hiring” is the Future of Work

Talent by Christopher J. Dwyer on

[The Future of Work Exchange will be back next week with all-new content and insights to kick off the new year. Until then, enjoy our “Best Of” series that revisits some of our most-read articles from 2022.]

The world of talent will never be the same. Entering Year Three of a pandemic that has transformed the way we all think about both business and our personal lives, the average enterprise cannot leverage what are now archaic means of hiring to find the necessary skillsets and expertise to thrive in an increasingly globalized corporate arena.

The Great Resignation continues unabated. The Talent Revolution is at hand, with workers across the world becoming more aware of their desire for flexibility, empathy, and purpose. Although unemployment is at a near-53-year low, businesses are finding it harder than ever to fill both tactical and strategic roles.

The hard truth we face as business leaders is this: it doesn’t matter how much we increase compensation or how many additional perks are bult into job offers. Workers today need more than “smart hiring” strategies for reachout, engagement, and negotiations. Those attributes that were mentioned above (flexibility, empathy, and purpose) are not going to be streamlined within what we call smart hiring.

We need more…so much more.

Enterprises today are flush with data and information. This is a critical, “table stakes” aspect of the new world of work, as the ability to harness powerful data from VMS, ATS, CRM, HRIS, direct sourcing, and other platform sources enable hiring managers and other business leaders with “smarter” talent engagement and talent acquisition capabilities. Advanced technology today provides executives with the necessary intelligence to understand who the best candidate may be for a particular role and project (by analyzing work history, expertise, skillsets, certifications, etc.), augmenting with additional data (such as diversity information) to present an ideal professional that should be hired.

In essence, this has always been a goal of “total talent management,” in which the very realm of total talent intelligence (gleaned from both contingent and FTE workforce management systems) assists hiring managers to make quicker decisions based on the knowledge of the company’s overall talent pool.

The above aspects (total talent, diversity, skillsets, expertise, etc.) are all complementary pieces to the new era of workforce engagement. Businesses frankly cannot survive in a truly disruptive labor market without these modes of talent intelligence, given that staffing shortages have become an unfortunate norm.

However, back to the point above about “needing more”: if we think about how far we’ve come in regards to splicing data into talent engagement, how innovative artificial intelligence and machine learning have come, and just how advanced our workforce management software systems are, it’s pretty incredible to think that we don’t have to spend days analyzing resumes and pontificating about the qualities of dozens of candidates for a single job. All of that work has been automated and augmented (the Future of Work, right?). If we could just take that a step further, take those processes and embed even more data and insights…what would happen?

We’d transform “smart hiring” into “perceptive hiring,” in which more than just workforce history, skillsets, and expertise factor into a candidate being matched to a job or position. There are so many factors that play into the human elements of today’s business professionals, including their soft skills, workplace preferences, culture, and other elements of candidates as people and not just profiles on a screen.

How can we ensure that 1) the candidate will adapt and/or evolve to the enterprise’s culture, or, 2) that the business is a great cultural fit for the candidate? It’s not a one-way street anymore; we’re in the middle of a Talent Revolution that has resulted in workers becoming the gatekeepers to their own professional futures. We’d perceive more from the candidates and their personas beyond the traditional measures of hiring. We need to continue thinking about the best possible ways to find and retain key talent, especially in the face of The Great Resignation, however, we should also want our workforce to be a product of, well, more.

Four-plus million people have been voluntarily leaving their jobs since October of last year…and it’s not just a compensation issue. Workers are humans, and humans can suffer from burnout, anxiety, and a lack of engagement with positions that don’t satisfy a larger purpose. The pandemic and its fallout changed many of us, changed the way we think, operate, and, most importantly, speculate about the future. Candidates want more than a well-paying gig…they want work with a purpose that satisfies something deeper.

If we could leverage AI, next-gen analytics, and new innovations to spark a deeper perception of candidates, we would have the ability to solve talent retention issues and ensure that the workforce was tethered to a workplace culture (as well as the work itself) that met these necessities. This profound perception of candidates, linked to the smart hiring strategies and technology we have today, will become a way to develop and foster a strong, engaged workforce in the face of evolving times.

In essence, perceptive hiring is not “this worker is the ideal fit for this role,” but rather “this person is the ideal fit for this role.”

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BEST OF 2022: Candidate-Centricity Should Be the Nexus of 2023 Hiring

HRTalentTalent Acquisition by Christopher J. Dwyer on

[The Future of Work Exchange will be back next week with all-new content and insights to kick off the new year. Until then, enjoy our “Best Of” series that revisits some of our most-read articles from 2022.]

Sometimes it can be incredibly taxing on our minds to configure the many, many ways the Future of Work influences the way we live, the way we work, and the ways those two intersect. From new technology and innovative platforms to conscious leadership and overall business transformation, the very notion of the “future of how we work” involves so many intricacies that it can make our collective heads spin.

However, in a vacuum, we have to look at the future (and, in this case, the very near future) and configure specific aspects of corporate operations in such a way that they align with the external forces now driving success…or failure.

Talent has become the top competitive differentiator in a market that is increasingly globalized, unpredictable, and disruptive. Businesses that source the best talent, utilize that talent to get work done effectively, and retain that talent are always going to be the ones that thrive in a business arena that is evolving at a breakneck clip.

We’ve witnessed (and, more importantly, experienced) the highs and lows of talent engagement, hiring, and talent acquisition over the past two-plus years: pandemic-led layoffs, the rise of workforce agility, The Great Resignation, The Great Resettling, quiet quitting, quiet firing, and worker empowerment. It’s surely been a roller-coaster for talent acquisition execs, hiring managers, HR leaders, and other executives that hold some responsibility for workforce management within the typical organization.

At the end of the day, however, all of these talent-led transformations lead to one conclusion that should form the foundation of talent acquisition strategies in 2023: a candidate-centric model is the best path forward, considering the risks of an economic recession, continued global disruptions from war and supply chain issues, and, critically, the ramifications of the “talent revolution” that businesses have experienced since March 2020.

There are many reasons why running a candidate-centric hiring model makes sense in the year ahead:

  • Workers are done with being overpowered by their managers and employers when it comes to poor working conditions and a lack of appreciation.
  • Talented professionals have undergone a mental transformation during pandemic times that have forced them to reevaluate the impact of “work” and “career paths” on their personal lives as humans, leading to a desire for more purposeful work.
  • Workers desire true flexibility, not just a free weekly lunch or a ping-pong table in the break room. The flexibility for personal care, child care, elder care, etc. is all-important in today’s workforce; professionals crave the ability to attend their children’s’ events or harness the real power of remote and hybrid work to ensure that they have a proper work-life integration.
  • Candidates have more choices than ever before, regardless of the state of today’s economy. Businesses must stand out from the pack and offer a truly emotionally-engaging experience for their potential workers that leaves a real impression; will candidates gain a sense of trust, as well as an understanding of workplace and corporate culture?
  • Building on the above attribute, candidates desire a seamless and frictionless experience when applying for a job, negotiating terms, and following through the onboarding process. These may seem like more tactical aspects than strategic, but they go a long way towards developing a positive candidate experience for potential workers.
  • Diversity, equity, and inclusion (DE&I) is one of the most crucial elements of workforce management today. As frequently stated on the Future of Work Exchange Podcast, “A diverse talent pool is the deepest talent pool.” Candidates want to know that they will be part of a diverse workforce that also includes a truly inclusive workplace culture.

There’s more to developing a talent-oriented hiring strategy than just being committed to the candidate; enterprises must look to the aspects above and understand that, in a volatile labor market, they need to do so much more than they have ever done before to attract the best-fit, top-tier talent, skillsets, and expertise. The candidate experience is paramount and candidate-centricity hiring models are essential to thriving in 2023.

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BEST OF 2022: The Link Between Direct Sourcing and Talent Sustainability

Direct SourcingTalent by Christopher J. Dwyer on

[The Future of Work Exchange will be back next week with all-new content and insights to kick off the new year. Until then, enjoy our “Best Of” series that revisits some of our most-read articles from 2022.]

Many HR, talent acquisition, and contingent workforce program leaders overlook particular phases of direct sourcing, especially talent curation and segmentation, since they have been conditioned to manage their processes within the confines of a traditional contingent workforce management (CWM) initiative that follows more procurement-oriented procedures (i.e., supply management, heavy cost focus, etc.). Even under a centralized CWM program, the most critical direct sourcing strategies and capabilities require more time, focus, and resources than what is typically available with non-employee workforce management.

For example, talent curation is a critical piece to the direct sourcing puzzle and is considered crucial to the entire hierarchy of the process. In a direct sourcing program, recruiting expertise (via an MSP, talent curation partner, etc.) curates talent for the business, ultimately helping its client build a deep talent cloud or community using a series of augmented approaches, including branded job portals, targeted ads and recruitment marketing campaigns, and artificial intelligence-led candidate matching. The solution that is leading the direct sourcing program can also leverage the organization’s brand power to attract potential candidates, as well.

While some enterprises maintain deep pools of talent that are more “general” in scope, these may not be effective from an agile workforce perspective. Organizations typically overlook talent pool segmentation and maintain a single repository of talent pool candidates; this failure to segment is a missed opportunity to build a nimbler approach to finding candidates based on geography, skillset, role, etc. Talent pool segmentation enables enterprises to better “organize” their candidates for easier, faster, and better alignment with future requirements, as well.

A typical first step in talent community segmentation is to conduct due diligence around candidate skillsets, past work history, compensation, proficiency, and overall enterprise hiring alignment. Segmentation is what allows a business to be more dynamic in how it addresses its talent needs. It also answers many current sourcing challenges while fostering relationships with candidates with emerging and new skillsets or expertise.

By spending more time in the initial phases of direct sourcing (and, subsequently, executing consistent maintenance of internal talent communities/pools), businesses are able to build a more seamless bridge to “talent sustainability,” which the Future of Work Exchange defines as a by-product of leveraging workforce solutions (such as extended workforce technology, VMS, etc.), direct sourcing channels, and both private and public talent communities, etc. to build self-sustaining outlets of talent that 1) map to evolving skills requirements across the enterprise given product development and the progression of the greater organization, 2) reflect existing expertise and skillsets across the enterprise that can be leveraged for real-time utilization, and, 3) allow hiring managers and other talent-led executives to leverage nurture and candidate experience strategies to ensure that all networked workers are amiable and open to reengagement for new and/or continued projects and initiatives.

The Great Resignation has become more volatile, and with its wide-sweeping ramifications playing critical roles in how enterprises structure their workforce in the second half of the year, it is crucial that strategies such as direct sourcing contribute to overall talent scalability. Leveraging the power of direct sourcing’s key elements (and associated technology) can assist businesses in maximizing the positive elements of the “Talent Revolution” and parlay them into means of attracting the best-fit, highest-quality talent. Talent sustainability will be the way businesses thrive in the near future…and direct sourcing is a direct link to get them there.

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Future of Work Predictions for 2023 (Part II)

Business LeadershipDirect SourcingGeneral InsightsHRTalentTechnology and Innovation by Christopher J. Dwyer on

Welcome to an exclusive series here at the Future of Work Exchange that will feature predictions, insights, and trends for 2023 that will shape the Future of Work in the months ahead. We polled technology and solution provider executives and asked them how they believe the world of work and talent will continue to evolve in 2023 and beyond:

Kevin Akeroyd, CEO, Magnit

“2023 will mark the year when the three largest opportunities within contingent workforce management stop being ‘discussions’ and ‘buzz words’ and start gaining real adoption and driving real value for companies. The C-suite is finally paying attention and necessary corrections are coming fast in these critical areas:

  1. Direct Sourcing. In the current economic environment, saving $300-$400 million out of every $1 billion in staff augmentation contingent spend that goes to the disintermediary vs. to the talent or the enterprise’s bottom line is simply too much to continue to ignore.  
  2. SOW. This another area where $300-$400 million out of every $1 billion in professional services procurement contingent spend in known/acknowledged waste is simply too much to continue to ignore.
  3. Data/Analytics. The industry spends billions on annual survey data to edify FTE salaries, which is 50% of their workforce. They spend virtually nothing to edify Contingent Labor rates, which is the other 50% of their workforce. That has to, and will, change, starting in 2023.”

Amy Doyle, and Global Leader, Talent Solutions TAPFIN

“Talent practices and strategies will need to keep better pace with increasingly rapid evolution of work. What worked to get us here is quickly losing impact.  Mere execution – driven by growth of our ecosystems is not enough; organizations and solution partners alike are prioritizing the value of strategic partnerships in enabling agility and collaborative innovation.”

Kevin Poll, SVP of Strategy and Business Development, WorkLLama

“I think a big trend for 2023 will center around how companies are branding themselves to all talent and delivering similar experiences to candidates, regardless of how a person engages with the company (full-time, SOW, contractor, freelancer). As companies move towards an omni-channel talent acquisition strategy, a consistent candidate experience is critical. Not only does it increase engagement and referrals, but a positive candidate experience can also turn even rejected candidates into brand ambassadors, increasing the quality of future candidates and lowering cost-to-acquire. Without a total talent approach to finding, attracting, and nurturing candidates, companies lack a holistic talent strategy, which can hurt their bottom line.”

Sunil Bagai, CEO, Prosperix

“2023 will be about volatility as some companies downsize and others ramp up. Amidst this chaos, businesses will be seeking to increase workforce productivity in lieu of financial constraints, improve visibility and insights into their entire workforce, and find a balance between local, remote and offshore teams. 

A few tenets will remain strong in 2023, including the intentionality of remote work so it is flexible and meets the social and performance needs of the business. Additionally, the pursuit of meaningful work will be more prevalent as bad managers, lack of business transparency and poor culture drive individuals into new work environments that are more aligned and enriching.”

Jessica “JJ” Reeder,

“Productivity is passé. As the world faces a global crisis in employee engagement (Gallup reports only 20% of workers are engaged) and as many companies tighten their budgets, the question to ask is not “How much are we producing?” but “Are we producing the most effective outcomes?”

Organizations with people-first organizational cultures are attracting the world’s best talent by promising healthier work-life integration, flexible schedules, and an investment in professional development. What that translates to is employees exerting a greater sense of control over when, how, and where they work, but with a higher quality of output and higher probability of long-term retention.

In 2023, companies that want the best people doing their best work will understand the importance of planning, goal-setting, and focus on shared objectives. Rather than overworking people to the point of burnout, we’ll see more great leaders steering their teams toward a vision, and empowering them to reach it.”

Steve Dern, EVP of Talent Solutions, Evaluent

“Direct sourcing will include not only technology implementation, but the strategic inclusion of diversity EOR/AOR suppliers who can provide curation services, allowing traditional talent acquisition teams to focus on the internal hires that remain mission critical.  As direct sourcing yields benefits to evergreen hiring needs, these solutions will expand their reach across the enterprise.  A key component of this success will rely on the proactive marketing of the brand and culture of the organization, positioning itself as a destination of choice for both potential employees and contingent workers alike.”

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Future of Work Predictions for 2023 (Part I)

Business LeadershipGeneral InsightsTalentTechnology and Innovation by Christopher J. Dwyer on

Welcome to an exclusive series here at the Future of Work Exchange that will feature predictions, insights, and trends for 2023 that will shape the Future of Work in the months ahead. We polled technology and solution provider executives and asked them how they believe the world of work and talent will continue to evolve in 2023 and beyond:

Brian Hoffmeyer, SVP of Market Strategies, Beeline

“The extended workforce industry has spent years talking about total talent management. In 2023, due to new technologies and service offerings, we will see more and more enterprises truly implement it, capturing all of their workforces in one place and using that data to make better tactical and strategic decisions.”

Brian Salkowski, COO, Guidant Global

“Throughout 2023 we expect a slower pace of growth across the workforce solutions industry and the US jobs market will become increasingly uncertain as the year progresses. ​Many organizations are concerned about what ​lies ahead for the next ​12 months and the possible impact on business growth, profitability and shape. Customers are therefore likely to focus on cost-saving and value-driving measures, for example, supply chain consolidation, increased focus on internal skills mapping, upskilling and mobility, and the expansion of MSP remits to include uncontrolled and costly services procurement spend. There will be greater scrutiny on how work gets done and by whom, to optimize business innovation, productivity and fulfillment. Finally employers will continue to dial up their focus on driving social value through DE&I and ESG measures. The most successful organizations are likely to be ​those that think differently ​and act boldly.”

Sean Ring, VP of On-Demand Talent Solutions, People 2.0

“2023 will be the tipping point for Enterprise adoption for both Direct Sourcing Technology/Programs as well as Global Freelance Marketplaces. This will be driven by the need to find cost savings in a period of economic contraction in tandem with the desire to find high quality talent that can be deployed in agile/flexible/On-Demand models which reduce fixed costs generally associated with acquiring and retaining full-time employees.”

Darren Topping, Director of Solutions and Insight, Lorien

“It has been an interesting couple of years from a people and hiring perspective to say the least, and now all eyes turn to what 2023 has in store. Could we see a genuine great resignation? As the cost-of-living crisis in the UK pushes workers to look for higher salaries and with organizations not having the means to meet them, could we finally see record-breaking numbers of movement? Or, as an alternative view, could the slowdown of hiring and potential redundancies cause candidates to decide to stick in their current position and ride things out until the economy recovers?

As our thoughts turn to 2023, one prediction from me is that demand for technology talent will remain high, and will still outstrip the availability of candidates in the market. Organizations will need to continue to focus on both a compelling Employee and Contractor Value Proposition to appeal to the broader market, as well as continuing to invest in environmental objectives as part of an overall CSR strategy if they are to be successful in growing and maintaining their tech teams. Discussions around hybrid working haven’t gone away, and I also expect to see further clashes in 2023 between organizations attempting to adopt a full-time office position and those candidates who have been comfortable in a mostly remote culture.”

Stay tuned for the next edition of this insightful series!

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Listen to the Introverts Among Us

Business LeadershipDiversity and InclusionGeneral InsightsTalent by John Yuva on

“Introverts are more effective leaders of proactive employees. When you have a creative, energetic workforce, an introvert is going to draw out that energy better.” –Laurie Helgoe, American psychologist and author of Introvert Power

When it comes to workforce personalities, most workers identify as an extrovert or introvert. And while many people assume extroverts are the majority, data from The Myers-Briggs Company indicates that introverts account for 57% of the global population. This is significant for a few reasons. First, more of our work colleagues are introverts than we probably realize. Second, it brings into question how enterprise communication and collaboration occur and whether those methods benefit or hinder introversion. And third, a remote or hybrid work model could encourage a healthier, more productive workforce — as well as promote DE&I efforts.

Pandemic Brings Introversion into the Spotlight

The COVID-19 pandemic propelled introverts into a remote work environment that catered to their professional strengths and preferences. Overnight, introverts were working out of their own homes and communicating extensively through chat and video — no longer facing large, in-person group projects and meetings. The independence and empowerment that also came with remote work were welcomed by many introverts. Like a Freaky Friday moment, suddenly extroverts lacked dominance within the new solitary, virtual environment.

Even as companies transition back to the office, the adoption of full-time remote or hybrid work models is now giving introverts options that were not available pre-pandemic. Today’s Future of Work paradigm supports introverts and their workplace dynamic. However, introversion remains misunderstood by many.

Introversion Demystified  

Despite the expanding workplace options for introverted employees, the term “introvert” is often associated with inaccurate characteristics and conditions. For example, an introvert is not someone who:

  • Cannot collaborate with colleagues.
  • Suffers from shyness or social anxiety.
  • Fears verbal communication.
  • Wants to be left alone.
  • Is unable to think strategically.

How introverts process and communicate information is much different from extroverts. In a group setting, extroverts thrive in the stimulus of the moment. They’re often quick to offer opinions and share ideas, feeding off the reactions and responses.

Introverts are quite the opposite. Many find the extrovert’s ideal environment overstimulating. Instead, introverts remain quiet while processing information and formulating an appropriate response. Only when they feel that their opinion can provide value to the conversation, do introverts voice their ideas. Introverts avoid competition for dominance in a conversation.

I can relate to these differences on a personal level. As an introvert myself, I faced difficulties contributing to large group discussions early in my career. During my tenure at an organization where I spent 18 years, there was an annual meeting to discuss the next year’s editorial content. Senior executives and managers from several departments participated in the four-hour meeting. Led by our editorial team, I remained virtually silent for the first two years that I attended.

However, in year three my voice broke through the chatter. The room grew silent at either hearing my voice for the first time or realizing that I was present. The floor was mine and I seized the occasion to share my insights and industry knowledge. It was simultaneously terrifying and exhilarating. That moment of courage set me on the path to future leadership opportunities and promotions with the organization. I quickly learned how to make my presence known as an introvert while appreciating my differences from more outgoing colleagues.

Michael Segovia, the senior consultant at The Myers-Briggs Company and TEDx speaker, states this fact well, “We need to honor our preference for Introversion, but that’s not what we tend to do. Don’t apologize for who you are and don’t be embarrassed to ask for help.”

Strategies for Future of Work Introversion

How can enterprises best support and utilize workplace introversion? Here are some important strategies for organizations to ensure that introverts are embraced and heard:

  • Understand the importance of remote and hybrid work models for introverted employees. Identify those employees who would benefit from remote/hybrid options, especially those requesting it on their own. Consider this part of the wellness effort in your organization. Knowing that certain employees are more productive and healthier as a remote or hybrid worker, is the essence of an effective wellness program.
  • Allow breaks in meetings to process information. There can be such a rush to begin and end meetings that appropriately processing information is forgotten. Introverts would be well-served by a short break following extensive discussions to gather their own thoughts and responses. Any questions can be followed up directly between the speaker and the employee before the meeting resumes. A meeting break considers the differences in how people process information, strategize, and communicate their ideas.
  • Check on introverted team members. As a manager or business leader, communication with all team members is critical. However, ensure you’re not overlooking crucial opinions and ideas from those employees with introverted personalities. Introverts thrive in one-on-one and small group discussions. It should be a strategic imperative to gain feedback and maintain an ongoing dialog with employees who are more introverted. When an introvert speaks, listen.
  • Examine how the office is designed? Introverts enjoy working in their own space that offers privacy and quiet. Several years ago, organizations were promoting an open office design with the belief it would spur more collaboration and strategic thinking. However, the removal of office cubicles for open spaces did little to achieve the desired results. While the Future of Work relies heavily on collaboration between employees and departments, ensure there are areas for one-on-one discussions and quiet concentration.

Introversion is not something to be mocked or ignored. Embrace introverts in the workplace and understand their unique ways of solving business challenges. Often, introverts can provide that unique perspective that is missing from group think. The Future of Work is about capturing the skillsets and values of all employees, a tenet of DE&I programs. Introverts now have a voice — it’s time to listen.

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