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Technology and Innovation

Chatbots and Direct Sourcing — A Natural Fit?

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

The dial on artificial intelligence (AI) has been turned up to such a degree that anyone can now experiment with the technology. AI tools from ChatGTP to Lensa are putting the power of AI into the hands of everyday folks — with some stunning results. While the consumer side of AI is gaining attention, it’s important not to overlook the applicability and possibility of the technology for direct sourcing and contingent workforce needs.

Today, there are several providers of AI-based tools for optimizing the direct sourcing of contingent workers. One of the most recognizable and popular tools is chatbots. This technology has evolved significantly over the years from a more scripted application to one of conversational AI realization. Through developments in natural language processing, users have a difficult time recognizing whether it’s a human or a bot they’re interacting with.

How are chatbots contributing to efficiencies in direct sourcing efforts? It’s occurring in several ways, allowing HR, business managers, and recruiters to focus on more strategic aspects of total talent management initiatives.

The rest of this article is available by subscription only.

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Web 3.0 Is Here to Disrupt the Way We Work

Technology and Innovation by Christopher J. Dwyer on

The next generation of digital technology is here. Web 3.0 is on the horizon and it’s poised to have a significant Future of Work impact due to its revolutionary nature. Web 3.0 is defined as the integration of blockchain technology, artificial intelligence, machine learning, the Internet of Things (IoT), and augmented reality, with the convergence of these advanced digital solutions presenting an innovative transformation for the modern business.

The advent of Web 3.0 is not just a natural evolution of the internet at scale, but rather a calling for a new era of decentralization, automation, and intelligence exchange.

A crucial impact area of Web 3.0 is workforce decentralization. By integrating blockchain, professionals will have more control over their personal data, profiles, and accolades, and thus, will be able to monetize their skillsets via decentralized platforms linked by blockchain technology. By being more empowered and autonomous, the non-employee workforce will be enabled with more control, as well as new and more opportunities, for freelance, contract, and gig-based work and positions.

This autonomous, digitally-enabled decentralization would, in essence, catalyze a boundaryless and frictionless stream of work opportunities matching with available talent and expertise…a true Future of Work disruptor that would transform the way we think about recruitment, hiring, and talent acquisition.

Another impact of Web 3.0 on the Future of Work is the automation of tactical and repetitive tasks. With the integration of AI, robotics and other automated systems will be able to perform menial and repetitive activity, freeing up human workers to focus on more creative and strategic work, a boon for efficiency and productivity.

The promise of Web 3.0 also revolves around the idea of transformative data exchange, with IoT concepts driving seamless sharing of critical data between enterprise devices, platforms, and systems. In a remote-work-driven business arena, this is a crucial element in enabling workers, no matter where they may be, to drive decision-making by leveraging real-time enterprise data. Too, this quashes much of the concern of the distributed workforce: giving on-demand, enterprise-grade access to data via Web 3.0 technology convergence means that workers will always be robustly interconnected to their peers, colleagues, and leaders no matter the workplace model.

There are some concerns that these technological advancements may negatively impact the global workforce, displacing some jobs and roles (and even creating income disparity). It will be incumbent on enterprises and government entities to invest the time and resources for reskilling and upskilling initiatives that would ensure that workers are prepared for a new digital age with the proper and aligned skillsets to adapt.

The future of the Future of Work is based on many factors (as we detailed recently). Web 3.0 and its digital experience will prove to be a major disruptor for the world of work and talent.

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Employee Engagement Still Lacks Execution

Business LeadershipContingent WorkforceGeneral InsightsHRTechnology and Innovation by Christopher J. Dwyer 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.

Engagement Strategies

Remote and hybrid work models can pose some challenges to employee engagement strategies. However, Gallop says “…highly skilled managers who set clear expectations, are in touch with each person through meaningful weekly conversations and have high accountability” will be necessary to execute employee engagement in a remote/hybrid work model.

A hybrid model is the most conducive to employee engagement because “…it can provide flexibility that considers several factors simultaneously — the individual’s life situation and strengths, the needs of the team they work on, health concerns, and the organization’s culture and business objectives,” Gallop says.

The following are various employee engagement strategies that can lead to a more motivated and productive workforce.

  • Invest in the candidate/employee experience. From the moment an enterprise engages with a candidate through that individual’s employment with the organization, the candidate/employee experience should be part of that journey. Communication and illustration of the company’s core values, for example, should be front and center to provide a sense of belonging and set the tone of the culture. Those values are then reinforced by managers and team leaders to create an open and positive work environment.
  • Integrate technology into the employee engagement process. Digital solutions permeate the workforce landscape. Apps to streamline the onboarding of contingent workers, collaboration tools for in-person and remote teams, and others all play a role in employee engagement. Research by Ardent Partners and the Future of Work Exchange says that 73% of businesses plan to utilize AI to measure and track and enhance employee engagement and the candidate experience. According to HR Cloud, “With the use of AI and collaboration tools, employees can become highly engaged since these technologies simplify tasks. Technology today allows efficiency, increases flexibility, and allows employees to work within the allocated time.”
  • Conduct regular workplace assessments. As the enterprise workforce evolves, it’s essential to measure the pulse of the workplace through assessments. Gauge overall feelings about workplace culture, leadership effectiveness, and work/life balance to name a few. Nearly 80% of businesses plan to conduct formal workplace culture assessments by the end of 2023, according to research from Ardent Partners and the Future of Work Exchange. Results will serve as a foundation for any changes to employee engagement initiatives.
  • Communicate, communicate, communicate. Motivate employees by encouraging them to share their thoughts, feelings, and ideas. One-on-one meetings with managers each week creates an emotional connection to the organization. Contingent workers must also be part of these weekly one-on-ones. Gaining their input can lead to productivity insights and improvements, as well as enhance their connection with their team members and colleagues.
  • Promote transparency with the contingent workforce. When it comes to the inner workings of the enterprise, the extended workforce should be part of those discussions. Whether they’re company meetings, employee retreats, or other communication and bonding activities, transparency with contingent workers can lead to greater trust, loyalty, and commitment. The more extended workers know about the organization and what goes on behind the scenes, the more they identify with its objectives and successes.

In his updated Gallup article, Jim Harter, Ph.D., chief scientist for Gallup, succinctly lays out the importance of an engaging workplace coupled with great managers — regardless of the economic climate. “Amid changes in workplaces and the economy, building an engaging workplace with great managers remains centrally important. During tough times, it predicts the resiliency of the workforce,” Harter says. “During recovery times, with lower unemployment, it predicts the retention of star employees. During all times, engaging workplaces with great managers build an organizational reputation and employment brand.”

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The Recession-Ready Enterprise

Business LeadershipContingent WorkforceDirect SourcingGeneral InsightsTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer 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 further into 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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An Ode to the Future of Work

Business LeadershipHRTalentTechnology and Innovation by Andrew Bartolini on

The Future of Work is a topic that has been discussed for by Ardent Partners for many years, particularly with technology rapidly evolving and transforming industries. Today, we offer a poem that takes a creative and fun approach to imagining what the future of how we work might look like.

With rhyming couplets and vivid imagery, we’ve tried to paint a picture of a world where AI machines take on mundane tasks, leaving more time for worker creativity and exploration. The idea of virtual offices and collaboration without borders adds a sense of excitement and wonder to the future of work as we envision a world where the limitations of physical space and language barriers no longer exist. Ultimately, the poem encourages us to embrace the future with open arms, as it holds endless possibilities for growth and innovation.

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What WorkLLama’s $50M Funding Means for the Direct Sourcing Arena

Direct SourcingSolution ProvidersTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

Direct sourcing dominates many of the talent-oriented discussions in our wonderful industry today more so than ever before. Heading into the months before the pandemic began, Ardent Partners and Future of Work Exchange research found that direct sourcing strategies and talent pool development were the top two priorities heading into 2020.

The omniscience of those findings was on point: for the first 18 months or so of the pandemic, direct sourcing exploded due to its ability to drive real workforce scalability (in a time when it was needed most) and improve the candidate and hiring manager experiences. Now that the pandemic is waning and entering an endemic state, direct sourcing is still as vital as ever to businesses that focus on candidate centricity and a talent-led approach to workforce engagement.

Last week, WorkLLama, one of the industry’s leading direct sourcing technology platforms, announced that it had secured $50 million in funding (organized and facilitated by Fairpoint Partners). Now, funding in HR tech is not a rare event, however, within the direct sourcing space, this represents so much more than an innovative solution garnering significant funding.

WorkLLama’s suite of technology does not just fall under the greater “direct sourcing” banner, but rather reflects the “Direct Sourcing 2.0” model that Ardent Partners and the Future of Work Exchange pioneered 18 months ago to reflect the next generation of innovation that has contributed to the future of the direct sourcing technology industry.

“I’ve been lucky to have been involved first-hand since direct sourcing was introduced to the market many years ago,” said Kevin Poll, WorkLLama’s SVP of Strategy and Business Development. “Fast forward to today and seeing the market demand for next-gen direct sourcing technology, it’s exciting and validates the market opportunity and the belief in our innovation and growth. Not only will we help all talent connect to meaningful work, but I’m also personally looking forward to how this investment will allow us to continue advancing the platform to help underrepresented communities.”

WorkLLama has become a leading direct sourcing platform not just because of their overall commitment to the arena, which has been apparent since they entered the enterprise market back in 2016, but rather because the company has leveraged progressive thinking to fuel a new era of direct sourcing, ATS, and end-to-end talent management functionality. The WorkLLama platform, including its unique Sofi bot, offers users with advanced functionality, artificial intelligence, access to superior talent, an enhanced candidate experience, and the enablement of repeatable and scalable direct sourcing processes all contribute to a more advanced direct sourcing program.

“WorkLLama was established in 2016 to solve long-standing challenges within the talent attraction, engagement, nurturing, and retention space,” said Saleem Khaja, COO and co-founder. “Since our inception, we’ve led with the most robust, client-centric, and configurable solution available, with a central mission to provide the highest-level consumer-like experience to talent. This funding is an important milestone in our journey to enable both organizations and talent to become even more successful.”

The massive level of funding here speaks volumes about the direct sourcing technology industry for several reasons:

  • Direct sourcing has moved beyond the “peripheral platform” spectrum within the talent technology ecosystem. Just a few years ago, direct sourcing solutions were considered peripheral technology; that is, platforms that contributed to extended workforce management and talent acquisition without the standing of Vendor Management Systems and HRIS solutions. Today, that has changed. WorkLLama’s funding is a direct reflection of the criticality of these platforms in driving better candidate outcomes and optimizing talent engagement and recruitment.
  • Artificial intelligence is now table-stakes for any technology in the workforce solutions market. One of WorkLLama’s leading-edge innovations is the application of AI and machine learning throughout the platform, which shines in its candidate nurture functionality and particularly its Sofi conversational bot. Sofi harnesses the power of AI to automate and facilitate candidate communication and engagement; the WorkLLama platform also leverages AI to catalyze digital recruitment and referral management, two attributes of direct sourcing that are crucial for programmatic success.
  • The candidate experience and the hiring manager experience are paramount. One of the more interesting developments in the direct sourcing technology arena is the commitment to and focus on “experience-led” aspects of talent acquisition. With a volatile labor market, the candidate experience is, of course, critical (something that WorkLLama achieves through its deep nurture and engagement functionality). What has also become important, however, is the hiring manager experience by arming these professionals (and other talent acquisition leaders) with robust offerings that can facilitate skills assessment, develop deep talent communities, and streamline talent engagement and hiring.

“CEO, CHRO, and CPO leaders face unprecedented challenges as they evaluate new workforce strategies to find and engage talent in today’s market,” said WorkLLama’s CEO and co-founder, Sudhakar Maruvada. “WorkLLama’s growth, especially in direct sourcing, shows that these leaders are invested in innovative solutions to keep up with the changing landscape of work and workers. This investment will allow us to continue to build on our key differentiators and mission of treating candidates like customers.”

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Skills-Based Is the New Workforce Frontier

Business LeadershipDirect SourcingDiversity and InclusionGeneral InsightsHRTalent AcquisitionTechnology and InnovationUncategorized by John Yuva on

We have recently talked about gamification and digital credentials as strategies for greater employee engagement, collaboration, and skills development. As enterprises re-engineer their workforce architectures toward a skills-based organization, these strategies will play a critical role in that initiative.

Why is skills-based the next workforce frontier? Simply put, traditional, antiquated job description-defined roles are ineffective in today’s volatile business landscape. Enterprises require agility and flexibility to respond appropriately to operational and market changes. A skills-based workforce architecture supports that requirement by aligning employee skills with project-focused initiatives. Deploying employees with specific skill sets to solve problems and ensure business continuity is a Future of Work vision.

Purpose of Work Redefined

With a nimble and responsive workforce, enterprises can leverage their talent using a more holistic approach while generating a greater sense of work purpose for employees. According to an article in Training magazine, “Skills-based organizations have a more agile and employee-centric approach to work where employees are valued for their skills rather than their job title, level, or educational qualifications.”

“It is a new operating model of work where employees are matched to tasks and projects based on skills, capabilities, and interests. Focusing on skill sets instead of job experience can help organizations optimize their talent pool.”

However, the success of this workforce model depends heavily on the ability to define work within the enterprise. What is the work that can ultimately provide a competitive advantage in the marketplace? Where in the organization does the most critical work reside? What skillsets and capabilities are most valued to accomplish the work required? How does the enterprise capture, structure, and utilize skillset data?

The critical answers to these questions are all part of the foundation of a skills-based structure.

Core Tenets of a Skills-Based Organization

The foundational elements of the skills-based organization revolve around the concepts of rethinking the parallels between talent and work; thus, the very future of the skills-based organization depends on forward-thinking strategies, ideas, and, of course, technology, according to Chris Dwyer, senior vice president of research at Ardent Partners and the managing director of the Future of Work Exchange.

Consider the Future of Work Exchange’s six key elements of skills-based organizations and how they impact the greater business (and its staffing, recruitment, and hiring efforts).

Candidate Centricity

A candidate-centric talent strategy ensures that businesses place the utmost emphasis on the candidate experience and the candidate journey, thus positioning them to attract and engage top-tier skillsets and expertise. Employee development opportunities are essential in retainment and career progression initiatives.

A Shift to Skills-based Hiring

Job-based hiring has long been the foundation of talent acquisition. However, for skills-based organizations, prioritizing expertise as the core of hiring enables a deeper range of total talent. An important part of this strategy is diversity, equity, and inclusion in the hiring process as well. DE&I should be communicated by leadership as an enterprise priority.

A Foundation of AI and Data

Deeper, AI-furled technology allows businesses to execute more effective candidate matching, identify critical skills gaps, and provide leaders with predictive insights into the organization’s future talent. Rather than reactively responding to operational and market changes, AI and data enable a proactive approach to talent identification and deployment.

Expansion of Skills

Hard skills are crucial, but “soft” skills are critical for productive and engaged workers. SBOs expand their candidate searches to prioritize behavioral skills just as much as traditional expertise. The need for strategic problem-solving and collaboration across business units is an inherent characteristic of a skills-based enterprise.

Enhanced Experiences

Skills-based organizations not only prioritize the candidate journey but also the hiring manager experience to ensure that consistent, scalable methods are leveraged to catalyze a frictionless talent acquisition experience.

Omni-Channel Talent Acquisition

Skills-based organizations leverage “omni-channel talent acquisition,” in which hiring strategies revolve around a variety of talent sources, including direct sourcing, talent marketplaces, digital staffing, etc. Cultivating those pipelines with diverse candidates, while also using source prioritization for specific requirements will streamline the talent acquisition process.

A skills-based organization is a major transformation from the traditional approach of job-defined roles and responsibilities. Core to a successful skills-based workforce model is comprehensive talent assessments of existing skillsets, integration of workforce technologies, and structured processes for identifying projects and deploying needed skillsets. And of course, there’s change management that is necessary to make the transformation sustainable, a topic we’ll tackle in a later article.

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Spin for the Win with Gamification

Business LeadershipGeneral InsightsHRTechnology and Innovation by John Yuva on

In an article on the Future of Work Exchange last week, we discussed digital credentials and badges as a means to recruit, verify, and retain talent. This week we’re exploring those concepts further through gamification in the workplace and how the Future of Work can be transformed by its utilization.

Gamification Defined

Gamification is defined by Investopedia as, “the incentivization of people’s engagement in non-game contexts and activities by using game-style mechanics.” First coined in 2002 by game designer Nick Pelling while incorporating game elements into ATM and vending machines, gamification became mainstream by 2009 and has only grown as a strategic approach in HR and business.

With employee engagement and productivity a high priority for enterprises, gamification bridges the employee experience with enterprise needs. It can turn mundane tasks and processes, such as training and upskilling, reviewing corporate and HR policies, rolling out new products and services, and even applying for a job within the organization into engaging activities.

Technology plays a significant role in gamification initiatives either through mobile apps, learning management systems, or custom-designed solutions with specific objectives at the core. Gamifying the mundane means incorporating game elements that spur friendly competition, performance, and recognition. According to a TalentLMS 2019 gamification survey, the five most motivating gamification elements include:

  • Rewards
  • Badges
  • Points
  • Leaderboards
  • Levels.

Leverage Gamification for Engagement and Change Management

Using these game elements, HR is in a position to drive change management and influence the enterprise culture through gamification. In an interview, Kenneth W. Wheeler, vice president — human resources (L&D) at LogiNext Solutions, identifies several workplace attributes where gamification can play a significant role.

  • The essence of belonging: It has been said many times on the Future of Work Exchange that a sense of purpose is a driving force for many employees. What better way to bring employees together than through gamified activities? According to Wheeler, “Gamification can be designed to ensure that all employees recognize that they are a part of something big, that their individual contribution really matters to the business, and they truly belong.”
  • Creativity and feedback: Enterprises face volatile markets and supply challenges requiring frequent problem-solving. As the focus grows on skills-based hiring, employees bring with them a variety of competencies that organizations can and should leverage. Gamification through simulation and role-playing can bring visibility to untapped expertise and innovative thinking. Wheeler remarks “…one can observe how the best performers deliver and can get instant feedback and coaching for improvement on their own capabilities.”
  • Motivation and accomplishment: Much of employee engagement revolves around motivation. Through motivation, employees are more willing to participate in new initiatives and team-based activities. Gamification provides that feeling of accomplishment that can help sustain inspiration and excitement. Wheeler says to consider a team or group format where executing different activities earns points, resulting in a top-ranked team winner. “…all this flourishes healthy internal competition fueled by motivation and an emotional feeling of accomplishment, thus invariably promoting a culture of positive engagement.”
  • Peer influence and recognition: Gamification is not just about competition but recognition as well. Through activities and collaboration, enterprises should encourage workers to nominate and formally recognize those employees who serve as leaders and role models. “To be recognized and appreciated as a core human expectation by virtue of gamification plays a great role in how employees feel and evaluate their own self-worth at work,” Wheeler says.

Compelling Gamification Statistics and Examples

Despite the possibilities that gamification can bring enterprises and their workforce, the TalentLMS survey revealed that 44% of organizations have yet to introduce gamification into their operations.

However, for those that have made gamification a part of the organizational fabric, the statistics are telling:

  • Employees say gamification makes them feel more productive (89%) and happier (88%) at work.
  • 61% of the respondents receive training with gamification.
  • 83% of those who receive gamified training feel motivated, while 61% of those who receive non-gamified training feel bored and unproductive.
  • 78% of the respondents say that gamification in the recruiting process would make a company more desirable.

What are some examples of how organizations are utilizing gamification in their workforce strategies?

Recruiting. Use simulation or group role-playing as part of the hiring process, with rewards given to the winning individual or team. If that individual accepts a job offer, he or she is rewarded with a digital company badge.

Onboarding. Many enterprises rely on digitization for their onboarding processes — offer perks (gift cards, etc.) for new hires who complete their onboarding the quickest.

Professional development. Continuous training modules can feel tedious to complete. However, instituting a leaderboard and point system based on completion and testing scores takes professional development to a new level.

Performance and career management. Skill-based hires and promotions give HR an opportunity to identify specific roles and promotion paths that employees can strive toward. Using gamification, digital badges and leaderboards motivate workers to reach their goals and clearly see their progression as new skills or competencies are obtained.

Gamification is fast becoming an ideal complement to Future of Work strategies. In fact, consider A/B testing where a more traditional training approach is compared to a gamified version to determine potential differences in engagement. While the investment in gamification varies widely depending on the technology and degree of implementation, it can lead to critical workforce insights as well as expand recruitment initiatives. Roll the dice.

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FOWX Notes, March 3 Edition

Solution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Some picked-up pieces, news, and insights from across the evolving world of talent and work:

  • Direct sourcing and workforce solutions platform WorkLLama announced a series of $50M strategic investments. The new funds will enable the innovative tool with a variety of advantages, including possible acquisitions, a continued commitment to direct sourcing innovation, etc. This level of investment translates into the ability for WorkLLama to continue its long track record of progressive automation in the digital recruitment and total talent management arena.
  • Opptly announced that it is has completed its the integration of its platform with major extended workforce and VMS solutions provider Beeline. The integration with Beeline’s direct sourcing API suite will deliver an advanced, seamless means of connecting enterprises with the best-aligned, best-fit talent via Opptly’s industry-leading AI-fueled functionality.
  • Talent management platform LiveHire announced its acquisition of Arrived Workforce Connections, Inc. Arrived’s shift management and mobile-led matching application will be powerful addition to LiveHire’s already-robust suite of offerings. In corresponding news, Arrived’s CEO, Jennifer Byrne, will join LiveHire as its Global Chief Product and Technology Officer. Antonluigi “Gigi” Gozzi, LiveHire’s co-founder, Executive Director, and Chief Product and Technology Officer, will transition out of his executive role.
  • The Fed’s record rate hikes have done little to cool the hot job market, as unemployment claims dropped once again. A seventh straight week of claims under 200,000 means that unemployment has remained at a level not experienced since 1969.
  • Thoma Bravo, a Chicago-based software investment firm, has officially completed its acquisition of business spend management (BSM) platform Coupa Software. Announced back in September, Thoma Bravo has finalized the massive $8B transaction. Coupa’s wide range of spend management offerings includes Coupa Contingent Workforce, its dedicated VMS tool for the extended workforce industry.
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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.

Engagement Strategies

Remote and hybrid work models can pose some challenges to employee engagement strategies. However, Gallop says “…highly skilled managers who set clear expectations, are in touch with each person through meaningful weekly conversations and have high accountability” will be necessary to execute employee engagement in a remote/hybrid work model.

A hybrid model is the most conducive to employee engagement because “…it can provide flexibility that considers several factors simultaneously — the individual’s life situation and strengths, the needs of the team they work on, health concerns, and the organization’s culture and business objectives,” Gallop says.

The following are various employee engagement strategies that can lead to a more motivated and productive workforce.

  • Invest in the candidate/employee experience. From the moment an enterprise engages with a candidate through that individual’s employment with the organization, the candidate/employee experience should be part of that journey. Communication and illustration of the company’s core values, for example, should be front and center to provide a sense of belonging and set the tone of the culture. Those values are then reinforced by managers and team leaders to create an open and positive work environment.
  • Integrate technology into the employee engagement process. Digital solutions permeate the workforce landscape. Apps to streamline the onboarding of contingent workers, collaboration tools for in-person and remote teams, and others all play a role in employee engagement. Research by Ardent Partners and the Future of Work Exchange says that 73% of businesses plan to utilize AI to measure and track and enhance employee engagement and the candidate experience. According to HR Cloud, “With the use of AI and collaboration tools, employees can become highly engaged since these technologies simplify tasks. Technology today allows efficiency, increases flexibility, and allows employees to work within the allocated time.”
  • Conduct regular workplace assessments. As the enterprise workforce evolves, it’s essential to measure the pulse of the workplace through assessments. Gauge overall feelings about workplace culture, leadership effectiveness, and work/life balance to name a few. Nearly 80% of businesses plan to conduct formal workplace culture assessments by the end of 2023, according to research from Ardent Partners and the Future of Work Exchange. Results will serve as a foundation for any changes to employee engagement initiatives.
  • Communicate, communicate, communicate. Motivate employees by encouraging them to share their thoughts, feelings, and ideas. One-on-one meetings with managers each week creates an emotional connection to the organization. Contingent workers must also be part of these weekly one-on-ones. Gaining their input can lead to productivity insights and improvements, as well as enhance their connection with their team members and colleagues.
  • Promote transparency with the contingent workforce. When it comes to the inner workings of the enterprise, the extended workforce should be part of those discussions. Whether they’re company meetings, employee retreats, or other communication and bonding activities, transparency with contingent workers can lead to greater trust, loyalty, and commitment. The more extended workers know about the organization and what goes on behind the scenes, the more they identify with its objectives and successes.

In his updated Gallup article, Jim Harter, Ph.D., chief scientist for Gallup, succinctly lays out the importance of an engaging workplace coupled with great managers — regardless of the economic climate. “Amid changes in workplaces and the economy, building an engaging workplace with great managers remains centrally important. During tough times, it predicts the resiliency of the workforce,” Harter says. “During recovery times, with lower unemployment, it predicts the retention of star employees. During all times, engaging workplaces with great managers build an organizational reputation and employment brand.”

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