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In part one of our two-part series exploring the pandemic’s effects on Generation Z in the workplace, several studies revealed Gen Z endured learning challenges and subsequent skills deficiencies. Soft skill inadequacies make it difficult to adjust to today’s workplace demands.
Today, we feature part two, exploring how enterprises can most attract and retain Gen Z employees. Not surprisingly, those strategies are closely tied to offering programs and services associated with the lasting emotional impacts of the pandemic.
Gen Z Represents a Large Talent Pool
As Gen X begins retiring from the workforce, Gen Z is quickly filling those gaps. According to Homebase, Gen Z comprises 30% of the world’s population and is slated to make up 27% of the workforce by 2027.
Based on results of a Paychex report titled, “The Rise of Generation Z: A Paychex Special Report,” Frank Fiorille, vice president of risk, compliance, and data analytics for Paychex, says, “Our data clearly supports the fact that the workforce composition is shifting as more Gen Z members seek full-time and long-term roles, more members of Gen X begin to retire, and Millennials enter their prime earning years,” he said.
“Considering these facts, employers need to develop recruiting and retention strategies that keep Gen Z at the forefront, appealing to their values-based approach and celebrating the unique contributions this group brings to the table.”
Those sentiments were echoed by Adam Smiley Poswolsky, a keynote speaker on fostering belonging and human connection in the workplace, in his Harvard Business Review article “Gen Z Employees Are Feeling Disconnected. Here’s How Employers Can Help.” He writes, “It is imperative that leaders and managers do more to connect and support young employees in these volatile times, not only as a means of engaging the next generation of talent, but as an investment in a collaborative future.”
Recruiting and Engaging Gen Z Workers
When it comes to Gen Z workers, Future of Work tenets, such as empathetic leadership, coaching and mentoring programs, and cultural initiatives, speak strongly to this demographic. Understanding how to attract and retain this growing workforce subset is critical to enterprise competitiveness.
Both the Harvard Business Review article and the Paychex report offered several Gen Z talent strategies. Let’s take a look at some of the more critical ones.
Focus on Mental Health
The pandemic was a life-defining event for Gen Z — they witnessed the deaths of parents and grandparents as a result of COVID-19. It was also life-altering from social and academic perspectives with the overnight move to remote learning and social distancing from friends and family. As Gen Z enters the workplace, HR and business leaders must consider the lasting impacts of those experiences. “A culture built on mental health and wellness goes beyond offering a meditation app; it infuses mental health throughout the organization through policies and programs that take care of your people,” Poswolsky writes.
Mobile Recruitment Strategy
Gen Z was raised on technology. The ability to adopt new technologies and platforms to solve challenges is a skill for many incoming Gen Z workers. For that reason, Paychex advises enterprises to focus on the social and digital aspects of recruiting for this demographic. “Build a strong brand and have mobile-friendly content (e.g., videos) on your website,” the report says.
Onboarding as Community Building
The sense of belonging and community that Gen Z craves should be integrated into the employee onboarding process. For many young employees, onboarding might be their first or second experience ever in a professional setting, says Poswolsky. “It is incredibly important, especially in a remote or hybrid workforce, that onboarding establish a container of mutual support.
Embrace the Entrepreneurial Spirit
The Paychex report revealed that many Gen Zers aspire to own their own business. Having a sense of ownership over a project or initiative can appeal to that entrepreneurial spirit. Look for opportunities to foster those entrepreneurial goals and provide areas of personal growth. While they may be the youngest generation in the workplace, it doesn’t mean Gen Z employees and extended workers can’t make process improvements or contribute to innovative decision-making.
Gen Z enters the workforce with some uncertainty and disconnectedness. Enterprises have an opportunity through coaching/mentoring, team building, and personal recognition to bring workplace balance and a sense of belonging to Gen Z workers. Recruiting contingent and FTE Gen Z talent requires going below the surface level of this workforce demographic to truly understand what drives their interests and motivates them. This is a unique moment in workplace history to blend four generations of workers. Gen Z is poised to take on this moment and deliver at the highest levels.
One of the main tenets of the Future of Work is employee engagement. It sets the tone for how to motivate, influence, and inspire workers to embrace their work and the culture of the enterprise. Since 2022 when the workplace began to normalize after two tumultuous years of the pandemic, employee engagement has become a cornerstone to achieving a productive and competitive organization.
What is the result when a lack of employee engagement exists? Two employee behaviors — “quiet quitting” and “loud quitting” — become prevalent. Current workforce statistics indicate that disengagement is more prominent than management probably realizes.
Quiet Quitting Proliferates
In early 2022, a term emerged describing workers who are disengaged from the workplace and generally apply the minimal amount of work necessary to complete their job — quiet quitters. When compared to the overall workforce, quiet quitters represent the majority of workers today, with most struggling with stress and burnout.
According to Gallup’s State of the Workplace 2023 report, 52% of US/Canadian workplace employees fall within the “disengaged” (quiet quitter) category. It also represents the largest group that HR and business managers can actively engage with positive results by listening to employee concerns and issues.
What changes are quiet quitters most looking for to thrive in the workplace?
- (41%) Engagement/Culture — Providing a sense of purpose and an empathetic environment can go a long way with quiet quitters who feel ignored and undervalued.
- (28%) Pay and Benefits — Enterprises are often trying to achieve more with less and workers want compensation for the stress experienced and extra hours required to achieve business objectives.
- (16%) Well-being — Stress levels remain at all-time highs and organizations that actively work toward reducing stress and anxiety by offering mental health programs and wellness initiatives are positive steps toward better engagement and a healthy work climate.
Loud Quitting a Silent Toxin
On the opposite end of the disengaged spectrum are employees who identify as loud quitters —who account for approximately 17% of the US/Canadian workforce according to Gallup. Where quiet quitters are often looking for better engagement to change their outlook on work, loud quitters are “employees (who) take actions that directly harm the organization, undercutting its goals and opposing its leaders,” says Gallup.
Trust has been irrevocably broken between these employees and their business managers and leadership team, leading to purposeful actions to disrupt productivity. Loud quitting is a far more concerning issue because of the negative intent involved. As enterprises strive toward greater competitiveness through digital transformation and other significant initiatives, loud quitters are the arch nemesis of change management.
True Cost of Disengagement
According to the Gallup report, disengaged employees — the combination of quiet quitting and loud quitting — cost the global economy $8.8 trillion or 9% of global GDP. What this indicates is that 1) quiet and loud quitting must be addressed as a serious workplace issue, 2) HR and management need to elevate employee engagement as a workplace imperative or risk further erosion in productivity, and 3) evaluate the hiring process to ensure the enterprise is attracting candidates with the appropriate skillsets and desire to bring their best to the workplace.
Workplace Behavioral Definitions
The following are terms and buzzwords describing employee and enterprise behaviors that can have negative consequences on workplace productivity.
Quiet Quitting:
An informal term for the practice of reducing the amount of effort one devotes to one’s job, such as by stopping the completion of any tasks not explicitly stated in the job description. The term implies that this is done secretly or without notifying one’s boss or manager. Quiet quitting doesn’t actually refer to quitting a job. The term is used in varying ways that refer to different methods of reducing productivity or the amount of work one performs.
Loud Quitting:
“Loud quitting” is a workplace trend that involves an employee making a scene or openly expressing perceived negative aspects of their working experience before or during resignation. This phenomenon grew out of The Great Resignation, similar to quiet quitting.
Quiet Hiring:
An informal term for the practice in which an employer fills workforce gaps in ways other than hiring new full-time employees, such as by training and/or shifting existing employees into different roles or using independent contractors to cover certain roles and responsibilities. The term implies that this is done secretly or simply without being explicit about the intent behind such changes. The practice is often interpreted as a way for the employer to reduce or avoid costs.
Quiet Firing:
An informal term for the practice in which employers make workplace conditions worse for employees with the intent of driving some of them to quit. The term implies that this is done secretly or at least subtly enough to make it appear unintentional. The practice is thought to be done to avoid the financial and legal costs that an employer can incur when firing an employee.
Bare Minimum Monday:
“Bare minimum Mondays” are workplace trends where employees do the least possible work on Mondays to avoid burnout during the remaining workdays. Examples of these practices include attending only important meetings, starting Monday with a self-care routine, and taking a break from checking emails.
Calibrated Contributing:
Jim Detert, Ph.D., John L. Colley Professor of Business Administration at the University of Virginia, coined the term “calibrated contributing” as a more accurate definition for employees described as “quiet quitters.” According to Detert, “Calibrated contributing starts from the premise that what we’re seeing might be a very rational response to one’s work situation. If managers can acknowledge that calibrated contributing is, in many cases, rational behavior in response to the terms of employment they’re offering, then they can start to own the responsibility to do something productive about it.”
The Future of Work Exchange Podcast welcomes Dave McGonegal, VP of Strategic Client Solutions at ManpowerGroup Solutions, to discuss the implications of artificial intelligence in talent acquisition and workforce management, the evolution of the extended workforce, what’s ahead for the Future of Work movement, and much more.
This week’s all-new episode also highlights why a cooling labor market is beneficial for the overall sustainability of the workforce.
Happy Labor Day from all of us at Ardent Partners and the Future of Work Exchange. We’ll be back tomorrow with all-new content.
The term “digital staffing” has become a ubiquitous catch-all phrase in the realm of talent and work, encompassing technology that enables the discovery, engagement, and sourcing of workers. According to Ardent Partners and the Future of Work Exchange (“FOWX”), digital staffing technology comprises solutions that empower enterprises to hire freelance, independent, and contingent talent independently of Vendor Management Systems (VMS) or other workforce platforms (as well as traditional staffing suppliers). These solutions also manage various end-to-end processes integral to extended workforce management, including project oversight, worker tracking, classification, compliance, and risk mitigation.
The 2023 Digital Staffing Technology Advisor report serves as an evaluation of the global market for talent marketplaces, expert networks, digital staffing outlets, and encompasses direct sourcing platforms within its broader definition. In the current landscape, digital staffing technology represents far more than simple online talent portals for talent acquisition. Today’s digital staffing platforms resemble workforce management automation tools that not only facilitate candidate engagement but also streamline talent community development, talent pool creation, candidate experience management, and other innovative facets of extended workforce management.
Ardent and FOWX’s research underscores the significant evolution of digital staffing technology. The utilization of digital staffing solutions has surged by almost 800% over the past five years. This statistic serves as a testament to the profound impact these platforms wield within the Future of Work movement and the broader spheres of work and talent.
As we delve into the multifaceted landscape of digital staffing, it’s crucial to recognize the transformative role these technologies play. Beyond the surface-level notion of connecting talent with opportunities, digital staffing platforms now function as intricate orchestrators of the entire talent lifecycle. Their influence extends far beyond mere talent acquisition—they catalyze a paradigm shift in how enterprises interact with and manage their extended workforce.
Consider the dynamic functionalities that define today’s digital staffing platforms. They not only facilitate seamless candidate engagement but also cultivate thriving talent communities and dynamic talent pools. This speaks to a shift from transactional relationships to engagement models founded on genuine interaction and value exchange. Furthermore, the concept of candidate experience management takes center stage, reflecting the growing realization that each touchpoint with potential and existing talent shapes organizational perceptions and success.
What’s evident from the surging adoption of digital staffing solutions is their potential to reshape the way we work. These platforms empower businesses to navigate the intricate landscape of the extended workforce with agility, efficiency, and innovation. Their impact reverberates across industries, allowing enterprises to adapt and thrive in the rapidly evolving world of work.
As we navigate the evolving landscape of digital staffing, it’s imperative for organizations to grasp the holistic potential these technologies offer. Beyond their instrumental role in talent acquisition, they serve as catalysts for holistic workforce strategies. The interplay of talent acquisition, talent engagement, and talent management within these platforms creates a unified ecosystem that’s uniquely poised to drive success in the Future of Work.
To learn more, download the new Digital Staffing Technology Advisor report.
Years ago, the powerful strategy now known as “direct sourcing” persisted as a reliable, yet overlooked, element of talent acquisition. Initially known as “contingent RPO,” a concept wherein Recruitment Process Outsourcing principles were extended to encompass the engagement of the extended workforce, this approach has now evolved into a cornerstone of contemporary workforce programs. Ardent Partners and Future of Work Exchange research in 2023 reveals that the significance of direct sourcing as an effective talent acquisition and workforce strategy is finally being recognized and embraced within the post-pandemic business landscape.
Stepping back to the cusp of 2020, before the world was compelled to retreat into shelter due to a global health crisis, “direct sourcing strategies” and “talent pools” had emerged as the top two priorities for businesses seeking to fortify their contingent workforce and talent acquisition initiatives. At that juncture, the concept of direct sourcing remained relatively niche, taking root in fewer than 10% of organizations. Fast forward to today, and the landscape has transformed. Nearly 30% of businesses across the globe have harnessed the power of a genuine direct sourcing program, with a noteworthy 17% of these enterprises entering the realm of “maturity” in terms of program duration (longer than two years). In a parallel vein, close to 10% of organizations have integrated direct sourcing into their strategies within the past two years. These statistics validate that the anticipation and momentum surrounding direct sourcing in 2020 were not mere hyperbole, but rather indicative of a seismic shift in talent acquisition that has overturned traditional candidate engagement and sourcing paradigms.
However, the story is even more nuanced. A compelling 52% of today’s businesses incorporate facets of direct sourcing into their larger talent-led initiatives without establishing full-fledged programs. This translates to a strategic embrace of specific components of direct sourcing, like talent curation or the development of talent pools, even before embarking on complete end-to-end programs that encompass all phases of the sourcing cycle. This incremental adoption signals a positive trend—a growing number of enterprises are recognizing the tangible value and manifold benefits of direct sourcing. This realization serves as a harbinger, pointing toward the full-scale implementation of comprehensive programs in the not-so-distant future.
The insights gleaned from Ardent and the Future of Work Exchange‘s Direct Sourcing 2023: Scalable Processes, Sustainable Talent research study resonate with a resounding chord: the dynamics of direct sourcing and its accompanying technologies have taken center stage in the evolving Future of Work landscape. As organizations steer through the challenges and opportunities posed by the contemporary business environment, the transformational potential of direct sourcing becomes increasingly apparent. This isn’t just about talent acquisition; it’s about a fundamental redefinition of how businesses access, engage, and nurture talent—propelling them forward into a new era of workforce strategies.
In essence, what started as an offshoot of contingent workforce management has now emerged as a powerful beacon illuminating the path forward for talent acquisition and workforce management. Direct sourcing isn’t just a strategy; it’s a paradigm shift, reshaping the very foundations of how businesses navigate the intricate world of talent acquisition. As this evolution continues, businesses that embrace direct sourcing stand poised to harness its potential to its fullest, driving their own transformation and thriving within the dynamic landscape of the Future of Work.
Today concludes our three-part series exploring several contingent and workforce strategies to achieve a recession-proof enterprise.
We’re now two months into the second half of 2023 and economically speaking, things are looking positive. The Bureau of Economic Analysis reports that GDP grew 2.4% in the second quarter of 2023. The labor market remains tight with unemployment at 3.6%, a rate not witnessed in decades. However, according to the U.S. Bureau of Labor Statistics, the tight labor market provides the Federal Reserve with the flexibility to continue raising interest rates to fight inflation. Currently, inflation rests at 3%, a percentage point higher than the Federal Reserve’s longer-run goal of 2%.
Does the state of the current U.S. economy equate to a “soft landing” and the evasion of a recession? Maybe, maybe not. Due to the expectation of continued interest rate increases and the potential ramifications, uncertainty remains among executives and their enterprises. Thus, many are considering strategies over the next six to 12 months to recession-proof their critical workforce and their organizations.
Let’s begin part three by exploring employee engagement and how that dovetails into workplace visibility and intelligence and better workforce decision-making.
Prioritize Employee Engagement and Experience
Enterprises successful with total talent management initiatives credit prioritizing employee engagement and experience. Engagement and experience begin at the first touchpoint between job candidates and the organization. Candidates gain an understanding of the workplace culture and workforce priorities. This only carries through as an employee where communication, collaboration, DE&I, flexible scheduling, and wellness programs are emphasized and implemented. When workers understand the criticality of contingent to permanent employee engagement, instituting surveys, focus groups, and other feedback mechanisms for data gathering and workforce improvement are accepted and valued. Those analytics enhance the employee experience and provide strategic insights for enterprise operations.
Enhance Workforce Visibility and Intelligence
Implementing employee surveys and leveraging HR systems and similar technologies are essential to gaining greater workforce visibility and intelligence. The process should begin with three main focal areas. First, define the goals and metrics the organization wants to achieve. Is it attracting more skills-based candidates? Improving workforce productivity? Reducing turnover rates? Optimizing workforce resources? With those metrics defined, KPIs can be established to measure progress and achievement.
Second, ensure that data collection occurs in a centralized system for ease of analysis and interpretation. Data is likely to come from several disparate systems that when analyzed together reveal unknown insights. HR data combined with performance metrics can show correlations between training and productivity, for example.
Third, today’s integration of artificial intelligence and machine learning technologies is integral to sifting through volumes of data for meaningful insights and patterns. Use these analytic tools and similar platforms to streamline data synthesis and transparency.
Utilize Workforce Data and Intelligence for Better Decision-Making
With data residing in a centralized data warehouse, HR and business managers can leverage such data and intelligence to enhance employee engagement programs and optimize enterprise workforce operations. Talent strategies around recruitment, acquisition, and retention are prime areas where optimization can occur. How is the enterprise projecting itself in the marketplace to attract candidates? Is direct sourcing driving a large percentage of the acquisition strategy? If so, what channels are being underutilized? Are there strategies to keep valuable employees engaged?
Most importantly, use workforce intelligence for better planning and resource allocation. Combining historical data with market trends, enterprises can better predict future staffing needs. It provides a proactive approach to addressing skill shortages or overages and optimizes resource allocation to meet business demands efficiently.
While economic uncertainty remains, enterprises can better prepare their workforce for the unexpected with strategies that foster agility, resiliency, and flexibility. Recessions are not a matter of if but when. Strengthen your workforce today for any disruption — economic or otherwise — that may occur tomorrow.
One of blockchain’s chief benefits is the ability to authenticate and protect information. With today’s decentralized workforces, there is a variety of information possibly at risk, including payroll, insurance, health, and personnel data. Similarly, HR and enterprise recruiters want assurance that potential job candidates and their résumés are authentic and accurate. Blockchain technology has the potential to provide the necessary verification and protection of such sensitive workplace data.
Here are three Future of Work areas where blockchain technology could provide critical verifications and safeguards, particularly for the contingent and gig workforce — from the recruitment to the contracting and payment process.
Recruitment
As direct sourcing becomes more ubiquitous, the need for data verification grows because of the sheer volume of candidate information entering job portals. It can be time intensive for HR and enterprise recruiters to verify qualifications and references. Blockchain can help in the recruitment process.
- A candidate’s digital identity on a personal blockchain can save tremendous time authenticating a résumé and associated work experience. It serves as a single source of truth for that individual.
- Colleges and universities are now issuing digital degrees through blockchain that candidates can provide a direct link to on their résumés. This same concept of virtual credentials can apply to training certificates and performance reviews for future authentication.
- Reduce opportunities for fraudulent candidate information while providing greater confidence in using search engines and other aggregate technologies to automate candidate recommendations and selection.
In a Datatechvibe article, the author states another reason to embrace blockchain for recruitment purposes, “HR managers may become more predictive in anticipating HRM developments by embracing blockchain. They can replace vacant positions faster because the technology cuts the time it takes by leaps and bounds, and they can also improve the data’s legitimacy and dependability.
“Furthermore, they can scale quickly, resulting in a larger candidate pool and a larger data repository to collect data.”
Smart Contracts
When selection of job candidates for contracted or temporary work occurs, an enterprise can institute a smart contract on a blockchain. IBM describes smart contracts: “Smart contracts work by following simple ‘if/when…then…’ statements that are written into code on a blockchain. A network of computers executes the actions when predetermined conditions are met and verified.
“These actions could include releasing funds to the appropriate parties, registering a vehicle, sending notifications, or issuing a ticket. The blockchain is then updated when the transaction is completed. That means the transaction cannot be changed, and only parties who have been granted permission can see the results.”
Such employment contracts provide transparency and immutability for all parties and enable greater enforcement of their terms, conditions, and penalties. With a growing percentage of contingent labor, enterprises can initiate a smoother and more immediate payment system while also benefiting from a paperless process.
Payroll
With smart contracts in place, payroll is where blockchain can add immense value. Much of an enterprise’s most sensitive data resides in payroll — tax documents, pay stubs, benefits information, etc. Blockchain can protect these sensitive records from potential fraud and cybersecurity threats.
In terms of the payment process for contingent and gig workers, enterprises can establish a secure peer-to-peer network and use blockchain for near-instantaneous payment without the involvement of financial institutions. Thus, they can receive instant payment once their contractual obligations are met — without waiting for a pay period or invoice processing.
Blockchain is even more critical for international contractors and gig workers. The Future of Work is a global paradigm with accessible talent worldwide. However, some professionals cannot set up a bank account in their country. Blockchain and peer-to-peer networks solve that issue. In an article for Tech Target, Pam Baker, a technology and blockchain expert, says that with cross-border payments, “Traditional electronic payments (to the receiving country) can be stymied by local regulations and IT security schemes that blockchain payroll systems can overcome.”
Implementing blockchain technology into Future of Work processes will not occur overnight. Enterprises need to work with financial institutions, managed service providers, and other partners to adopt the technology and establish protocols. However, blockchain holds great promise as more organizations pursue digital transformations. The foundation exists to bring blockchain into HR process design. Like many things in business, communication and collaboration will be essential to blockchain’s implementation and realization.
Human resources as a function is experiencing a transformation as the Future of Work paradigm extends into more enterprises. Previously a benefits-focused department, HR is now regarded as a strategic partner in attaining business goals and objectives. Chief human resources officers are now tasked with leading total talent management efforts across the organization, ensuring the right talent is at the right place at the right time.
Growing Priorities, Balancing Demands
The Future of Work includes many tenets from flexible works models (remote and hybrid) to work/life balance considerations to diversity, equity, and inclusion (DE&I) programs. HR must now balance those priorities, along with talent acquisition and talent management demands that align with the current and future needs of the enterprise. That’s no small feat!
With contingent labor comprising nearly 40% of the total workforce, according to Future of Work Exchange research, HR must collaborate cross-functionally to not only understand staffing needs but the skillsets behind those roles. HR has evolved where partnerships with business managers and executive leadership are essential to the future competitiveness of the enterprise. In many ways, HR is now becoming the central role for both workplace and enterprise strategy execution.
In an article for Forbes, Joey Price, CEO for Jumpstart: HR, writes: “What’s the secret behind high-performing organizations? They are most keenly aware of the critical role that their organization’s human resources function plays in activating its overall success. If you think human resources is just a support system (*cough* “back office” *cough*) for your business, it’s time to reimagine your relationship.”
HR Impacts on FOW
HR’s impact on the Future of Work cannot be understated. It holds the keys to the execution success of Future of Work strategies. With that in mind, let’s look at several FOW areas where HR has a growing influence.
1) Human Capital Initiatives
Human resources is a human capital-intensive function. As such, building initiatives that increase employee engagement and promote a positive work culture are critical responsibilities for HR managers and executives. At the forefront of those efforts are diversity, equity, and inclusion (DE&I) initiatives. With more employees working remotely or in a hybrid work model, enterprises are attracting candidates on a global scale. Thus, the workforce today is a melting pot of different cultures, backgrounds, and lifestyles. Leveraging such diversity means developing DE&I initiatives that provide a sense of belonging and community — leading to an engaged and supportive workforce culture.
2) Work Model Influencers
The COVID-19 pandemic ushered in remote work and transformed how and where work gets done. In the last year, however, several large corporations reversed their remote work policies and asked those employees to return to the office. HR leaders are in a position to influence and advocate for remote and hybrid work models, understanding their importance to work/life balance and inclusion issues. The essence of the Future of Work is a workplace that incorporates a variety of work models to meet the needs of a talented and global workforce. Driving such policies and using data to support remote and hybrid work models is at the core of HR.
3) Talent-Centric Mentality
How and why HR sources candidates are evolving — leading to a focus on skills-based hiring. The mentality is shifting from filling a job vacancy as if it’s a commodity to truly choosing candidates based on specific skillsets that align with the strategic growth of the business. The expanding extended workforce also places more emphasis on skills and competencies than ever before. The gig economy is an ever-increasing talent pool for HR to leverage for their organization. Thus, contingent workforce management is essential to building the appropriate talent pipeline that attracts contingent candidates and retains them for ongoing strategic initiatives.
4) Balance Through Total Talent Management
As enterprises transition to skills-based hiring, it’s a natural progression toward total talent management. HR’s workforce partnerships with cross-functional business managers must encompass the totality of a department’s budget. Partnering with procurement on talent acquisition and contingent workforce management helps ensure personnel budgets remain within scope. Understanding talent spend to truly optimize the hiring of contingent labor is critical. Total talent management brings transparency to all the elements of what goes into talent acquisition. It ultimately prevents going over budget on a hire, while ensuring the enterprise achieves its talent needs.
Human resources is now much more than an administrative department focused on benefits pricing and offerings and filling vacant positions. Rather, it’s a strategic function building partnerships enterprise-wide to better achieve workplace and organizational goals while advancing and advocating Future of Work initiatives.