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Contingent Workforce Weekly, Episode 603: “Hot Vax Summer” Meets the Delta Variant

Podcast by Christopher J. Dwyer on

An all-new edition of the Contingent Workforce Weekly episode, sponsored by DZConneX, a Yoh company, highlights how summer reopenings and return-to-office plans are currently being derailed by the Delta variant of the coronavirus.

The big ideas around the summer being a time of reopening, celebration, and a return to normalcy have all been thrown into a tailspin, especially knowing that this variant results in more frequent breakthrough cases and can possibly be spread by even the vaccinated population. The question, though, remains: what does it mean for business?

Tune into Episode 603 of Contingent Workforce Weekly below, or subscribe on Apple Music, Spotify, Stitcher, or iHeartRadio.

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Talent Intelligence and the Future of Work: A Conversation With Joe Hanna, Chief Strategy Officer at Workforce Logiq

Contingent WorkforceHRSolution ProvidersTalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

In the world of talent and work, intelligence must be on every executive’s agenda. “Business intelligence” as a pure strategic asset has, for years, been a core objective for many an enterprise leader. In the workforce management arena, however, the realm of business intelligence traverses far beyond simple data and information regarding the organization’s current utilization of talent. The power of artificial intelligence, machine learning, predictive analytics, and other progress forms of business intelligence tools can support enterprises in their ultimate quest for true workforce agility.

Veteran Managed Service Provider (MSP) and Vendor Management System (VMS) provider Workforce Logiq has been one of the industry’s forerunners in regards to talent intelligence through its unique suite of offerings that power deeper workforce visibility. I had the opportunity to chat with the company’s Chief Strategy Officer, Joe Hanna, about the criticality of AI in the Future of Work, the strength of total talent intelligence, and the future of the agile workforce.

Christopher J. Dwyer: Joe, thanks for taking the time to speak with me. The last time you and I were in a public forum together, we were fresh off the heels of Workforce Logiq acquiring ENGAGE Talent. Safe to say that a lot has happened since then!

Joe Hanna: Thank you for having me, Chris. Workforce Logiq has certainly been busy since we last spoke, and we wouldn’t have it any other way! For starters, we’ve rolled out our proprietary Total Talent Intelligence platform® globally to the US, UK, Sweden, India, Germany, and France and have more geographic expansions planned throughout 2021.  And, you should know our platform is powered by the analytics, benchmarks, and insights delivered by what the ENGAGE team developed prior to – and after the acquisition by Workforce Logiq.

We’ve also innovated and developed several new offerings to help employers attract and retain talent during this transformative time for the industry. We launched IQ Talent DiversitySM, an AI-powered tool that enables organizations to build bigger pipelines of diverse talent faster by predicting candidates most likely to have diverse backgrounds. Employers can use the intelligence to drive progress toward their diversity and inclusion (D&I) goals and compare their company’s diversity hiring performance against industry, competitor, and national benchmarks.

To support companies through the shift to remote work and in making return to office decisions, we released our IQ Location Optimizer SM last summer. The solution enables data-driven decisions on the best markets from which to source talent and whether remote arrangements make sense for a given role.

We also recently teamed up with LinkUp to offer the market’s first 360-degree predictive view of both talent supply and demand. We’re very excited about this partnership because the unique picture gives employers deep, strategic insight into the competitiveness of specific markets that they can use to gain a tangible edge, especially as we continue to navigate through this period of ‘Great Resignation.’

Other updates include the release of our IQ Supplier Optimizer SM which marked our sixteenth patent filing, and IQ Rate Optimizer SM which benchmarks how much an organization needs to pay to attract and win contingent and full-time talent based on unique, company-specific factors.

CJD: Workforce Logiq is known for their innovation within the talent intelligence arena, something that is critical in today’s evolving world of work. Why is this such a differentiator?

JH: Today’s labor market is incredibly dynamic – and hyper-uncertain. One day can look drastically different from the next, especially during global shocks like COVID. Proactivity and the ability to make confident, fast, data-based decisions about talent are what sets companies apart and helps them build an optimal workforce to navigate the uncertainty. Leveraging predictive intelligence is what creates that differentiator for organizations so that they stay one – or multiple steps ahead of their competitors.

At Workforce Logiq we’re committed to delivering those advanced and predictive capabilities and continuously innovating to help our clients solve both today and tomorrow’s workforce management challenges. We’re able to do this because of our talented and dedicated data science and talent economist team. This team designed our existing sixteen patented and patent-pending innovations and built our Total Talent Intelligence platform®, which is the most complete, modular, and integrated workforce management technology solution on the market.

CJD: Exciting news about the exclusive data partnership with LinkUp! Tell us a little more about it.

JH: Absolutely! LinkUp’s proprietary demand data and analytics, which are a perfect complement to Workforce Logiq’s patented supply intelligence, now integrate directly into our Total Talent Intelligence® platform. This means that clients get the first 360-degree predictive view of both talent supply and demand within the labor market.

The alliance gives clients deep insight into the competitiveness of specific markets, the full-time and contingent roles competitors are actively looking for, the skills most in-demand, and more. It’s a major development that enables employers to uncover their biggest talent-related risks and opportunities, and equips them with even more data-driven insight to win the talent they need for an optimal workforce.

The partnership is mutually beneficial. LinkUp’s insights enhance our algorithms and enable our clients to make impactful and cost-effective talent decisions. LinkUp’s financial and capital market customers get special access to our anonymized volatility, job, skills, and company-level data which are based on one billion data points, 40,000 sources, and analytics on over 19 million global companies. This puts them in an even better position to drive forward their environmental, social, and governance (ESG) strategies.

We chose to partner with LinkUp because their mission around predictive intelligence aligns very well with our own, and unlike other job search engines, LinkUp is the only to index jobs solely posted by companies on their own websites. This makes LinkUp the highest quality index of global job postings on the market.

CJD: “Workforce agility” has become paramount, especially in a business world that relies on on-demand data to make more educated, real-time talent decisions. How can Workforce Logiq clients tap into your multiple intelligence-led offerings to become more agile?

JH: All our offerings are built to give employers the real-time and forward-looking insight they need to be agile. Having predictive data and insights at your fingertips is key for making smart decisions quickly and acting confidently under pressure.

Consider the current ‘Great Resignation’ trend that is impacting all sectors. Navigating this dramatic increase in resignations means quickly winning over external candidates who are eager to make a move, while simultaneously identifying and getting out in front of internal retention issues.

From a talent acquisition perspective, our predictive tools identify the best markets to look for new talent and competitors’ employees open to jumping jobs so that employers can sustain a strong talent pipeline and fill future skills gaps. On the retention side, our algorithms surface insight on employees most at risk of quitting and why they might be inclined to resign by identifying the workplace attributes most important to these workers. This enables employers to proactively address attrition before it impacts the business.

This is just one powerful example of how technology can help organizations be agile, resilient, and equipped with an optimal workforce.

CJD: Do you feel that the LinkUp partnership is a seismic event for our industry? The Managed Service Provider (MSP) model has evolved so much over the past few years.

JH: Yes, we consider this partnership a significant industry development. The truly unique combination of predictive talent supply and demand intelligence gives Workforce Logiq expert advisors even better and more strategic insights to help clients with their recruitment and retention strategies.

The MSP-client relationship is significantly evolving. Providers are increasingly stepping up to help clients through the fundamentally changing talent landscape. Workforce Logiq is committed to developing our technology and service offerings in the ways that best support our global clients and help them meet their goals, whether that’s navigating the hybrid work transition, building rich and diverse talent pipelines, optimizing candidate searches, or another strategic imperative.

CJD: What does the Future of Work look like over the second half of 2021? What’s in store for the greater world of talent and work?

JH: We expect more workers to be receptive to changing jobs and unsolicited recruiting calls well into the Fall. Data from our recent benchmark flash report shows a nearly 70% quarterly increase in volatility (i.e., workers interested in exploring other job opportunities or unsolicited recruiting messages in the next 60-to-90 days) across the top 35 job categories that we track.

This high number isn’t surprising. Employees are actively looking for more flexibility, work/life balance, money, and career advancement opportunities. As talent continues to rethink job and career choices, employers also need to adapt and hone their workforce strategies, processes, and technology infrastructure to effectively attract and retain talent and foster appealing work environments.

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Contingent Workforce Weekly, Episode 602: The Link Between the Future of the Workforce and the Future of the Workplace

Podcast by Christopher J. Dwyer on

An all-new edition of the Contingent Workforce Weekly episode, sponsored by DZConneX, a Yoh company, features a discussion around the “future of the workforce” and its link to the “future of the workplace.” As more and more businesses plan a return to the office, an even larger number of workers are seeking flexibility, empathy, and agility. While a silent labor epidemic rages (the United States has never recorded so many resignations and jobs quit in a single month before this past May), business leaders must leverage the next several months to better understand the proper work model for both productive enterprises outcomes and its workforce.

Tune into Episode 602 of Contingent Workforce Weekly below, or subscribe on Apple Music, Spotify, Stitcher, or iHeartRadio.

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Preparing for Tomorrow’s Workforce

Contingent WorkforceHRTalent by Featured Contributor on

[Editor’s Note: Today’s article is a guest contribution from Neha Goel, Vice President of Marketing at Utmost.]

Tomorrow’s workforce is changing at a pace we have not experienced in past decades. The pandemic expedited what was already happening in the market: emerging technologies leading to automation and digital transformations; the desire for flexibility in how and where people work; a focus on diversity, equity, and inclusion (DE&I); and globalization. It’s become clear organizations require a shift in how they think about and manage their entire workforce.

The Future of Work, which Ardent Partners defines as work optimization via the transformation of business operations, talent usage, seamless and comprehensive workforce management solutions, and flexible enterprise thinking, requires a change in how companies are tracking, managing, accessing, engaging, and reporting (i.e., spend, worker type, performance) on talent at an enterprise level.

Disparate systems make it difficult for companies to have visibility into their entire workforce. Even if an organization has a vendor management system (VMS) to track their contingent labor, they support as little as 10% of the total external workforce, which is now made up of project-based workers, freelancers, independent contractors, gig workers, and outsourced resources not captured in a VMS.

The Time is Now

As the non-employee utilization rate nears half of the total workforce (nearly 47% of the total workforce, according to Ardent), and more than 80% of large corporations planning on substantially increasing their use of a flexible workforce in the coming years, the time to prepare is now. The fastest-growing part of the workforce is the one that is currently not being tracked, which poses huge challenges for organizations.

This impacts activities like on/offboarding, classification, tenure, performance, payment, and reporting if only a portion of your total workforce is captured in your current ERP, VMS, and project-management tools. More importantly, it becomes impossible to assess and engage your total workforce in a scalable way without a single system of truth.

The Workforce is Changing

By 2025, 75% of the workforce will be made up of millennials — the most diverse group in American history, with 44.2% identifying as “non-white.” This should be a wake-up call for organizations who are not putting their DE&I initiatives at the top of their priority list. Having a platform that allows organizations to easily access, attract, retain, and report on diversity measures to meet their goals is crucial.

Millennials are also the first “digitally-native generation,” according to Pew Research, which means they expect to interact with work in the same way they interact in other aspects of their lives like ordering meals, rides, movies, and other services. They are demanding flexibility, engagement, diversity, career advancement, and a cultural fit regardless of how they are employed — be it full-time or contingent.

Future-Proof Technology

Together, all of these factors require organizations implement a technology platform built for the extended workforce. This can mean anything from connecting to new sourcing channels in an agile way to configurable back-end processes to managing distributed teams in a worker-centric way.

Utmost helps organizations fully engage and optimize their entire extended workforce. Built as a native application on the Workday Cloud Platform, Utmost provides a seamless experience for Workday customers to gain full visibility into their changing workforce composition, quality, and spend in an agile and scalable manner.

We believe the Future of Work is getting “the most from your all,” meaning the enterprise is getting the most out of its workforce, and talent has all the tools in place from their employer to bring their best selves to work. We believe this combination will set organizations, and their most significant competitive advantage, their talent, up for success.

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With the Workforce at a Breaking Point, What is the Role of Agile Talent?

Contingent WorkforceTalent by Christopher J. Dwyer on

The United States is at an interesting crossroads in relation to its total workforce: after historic unemployment and severe staffing disruption at a year ago at this time, most labor rates concerning FTEs would (typically) indicate that business is as close to a normal state. However, according to The Atlantic and stats from the Bureau of Labor Statistics, “more Americans quit in May than any other month on record going back to the beginning of the century.”

A choice to move away from a steady, paying job in the midst of a global pandemic may not seem like the best of moves. Back in the earliest days of the crisis, I remember telling some close friends (as well as a family member) that were unhappy in their current roles to look past the undesirable aspects of their positions until there was more clarity regarding the continued effects of the pandemic on the global workforce. (Please note: in any other circumstance, I would never offer this once-in-a-lifetime sage advice, namely because I’m a proponent of the talent experience, employee engagement, and both contingent and full-time workers enjoying a positive familiarity with their roles and where they fit into their current organizations rather than gutting out and trudging along in a business that leaves them and their skillsets unfulfilled.)

The US is in an enviable state when compared to the rest of the world. The vast, vast majority of the country has removed coronavirus restrictions, dropped mask mandates (minus medical and specific facilities, as well as public transportation), and generally celebrating a return to normalcy (even though there are still hundreds of deaths daily and an average of ~10,000 new cases a day, but I digress). The culmination of 16 months’ worth of workforce evolution (not all of it positive) has left workers at an odd tipping point: they are not afraid to leave behind less-than-desirable roles anymore.

There are clear delineations in the overall perspectives of today’s workers that could have major ramifications in the months ahead. First off, the majority of businesses are slowly figuring out the best approach (be it hybrid, fully remote, etc.) for its workplace environment. This will surely affect how businesses view corporate real estate, and, to a larger extent, how they strategize around which modes of work result in the most productive business outcomes. Businesses are at a tipping point regarding the value of new work models; no one executive fully knows what is best for its organization after a year of uncertainty. These leaders must experiment and leverage various models until the one, screaming best result is there…and then adopt it for good.

One of the major reasons why the workforce is facing a “quitting crisis” is because so many workers became accustomed to a workplace culture that fostered empathy, flexibility, and evolving ways of measuring productivity. Going back to a 9-to-5 grind, including brutal commutes on both ends, isn’t going to cut it for those workers that thrived during the pandemic and know that their top-tier skills are in-demand. Furthermore, business leaders cannot suddenly shift their emotional attitudes from “supportive” to “drill sergeant” just because it’s safer to welcome workers back to office.

A major fallout from these aspects could be a “reawakening” to the value of the extended workforce vis a vie the realization that workers don’t need to be in the corporation’s backyard to have a critical impact, nor do talented workers have to stay put in an environment that they do not desire. Simply put: the move to remote work (and additional workplace flexibility) opened many doors for non-employee talent and its influence on how work gets done. Take direct sourcing, for example; more and more businesses were willing to invite larger numbers of candidates into their talent pools for the sheer purpose of planning for a future when things were better. When economic conditions recovered, hiring managers could scale up their workforce by tapping into talent communities or talent pools.

Agile talent will play a critical role in the future of the global workforce. Labor market data may look promising on the surface, however, digging deeper only uncovers the fact more and more workers will choose flexibility and independence over a return to pre-pandemic workplace culture. Contingent labor has always been a strategic asset, and, as it continued to evolve into a truly dynamic means of getting work done, the post-pandemic workforce will shine as a direct result of an increased reliance on agile talent.

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The World is Nearing Normalcy, But Will the Workforce Ever Be the Same?

Business LeadershipTalentTalent Acquisition by Christopher J. Dwyer on

In mid-June, CNN’s collaboration with Moody Analytics (the “Back-to-Normal Index”) indicated that the United States economy is “90% of the way back to where it was before the pandemic began over a year ago,” a stark contrast to the heartbreaking days of last spring and summer. Air travel and transportation are actively reaching pre-pandemic levels, while some markets indicate that the global economy could mirror February 2020 by the very end of the year.

Consumers are certainly taking advantage of the COVID-19 vaccine boom, spending more and more of their funds on the goods and services that were mainly out of the question less than a year ago. This activity, perhaps, is the strongest indicator that we are, albeit slowly, getting things back to some level of what we could call “normalcy.”

However, the pandemic and its ramifications left an indelible mark on the workforce; the below shifts represent the fact that even though some elements of the world and businesses may return to normal, the workforce will never be the same:

  • The next mass exodus of women from the workforce is happening right now. Back in March on the Contingent Workforce Weekly podcast, The Mom Project’s co-founder and COO, Greg Robinson, predicted that we may see another mass exodus of caretakers from the workforce, especially moms. And a Washington Post article found that after the early COVID shutdowns, nearly 11.3 million jobs held by women “vanished almost immediately, as women are over-represented in the retail, restaurant, travel and hospitality sectors.” Add in the need to be home without proper, in-person schooling, and this is a recipe for disaster for women in the workforce…something that could take upwards of two-to-three years to return to pre-pandemic levels. Companies like The Mom Project are certainly helping to alleviate this issue (check out our conversation this past week with the solution’s Donna Yelmokas), and the advent of digital staffing solutions and talent marketplaces are enabling moms and other caretakers access to roles that fit within their schedules. However, it is also incumbent on today’s business leaders to cultivate a culture that is founded on flexibility and empathy to get back to those pre-pandemic points even faster and allow women, moms, and caretakers to bring their incredibly valuable skills back to the workplace.
  • And, speaking of flexibility and empathy, business leadership will never be the same. As the world evolves into a “new normal” (or whatever you want to call it), both longtime FTEs and extended/contingent workers are going to place evermore emphasis on the overall “talent experience,” a concept borne from an application of employee engagement and employee experience attributes applied to both employee and non-employee workers. Aspects like remote work, flexible hours, and an inclusive culture are all critical concepts for talented individuals seeking their next role (be it a full-time or contingent project). Business leaders must look to a “culture of flexibility” as the foundation to how they lead. Ardent’s upcoming State of Contingent Workforce Management 2021 research study also finds that 82% of businesses will provide more flexibility regarding worker lifestyle issues, including childcare/daycare, schooling, etc., in the year ahead.
  • “Alternative” channels of talent become primary means of talent engagement. Even though direct sourcing and talent pools were high-priority strategies going into 2020 (and before a worldwide pandemic), they became even more crucial when traditional means of talent acquisition (such as proper interviewing) weren’t possible. Today, direct sourcing represents an ideal means of converging top-tier skillsets and expertise and on-demand talent engagement in the same package, allowing businesses to funnel the best-of-the-best into segmented talent pools and talent communities. Too, the talent nurture aspects of direct sourcing enable businesses to foster strong communication with their candidates, ensuring a positive candidate experience even before these workers are engaged for a particular role or project. The “next normal” will see an exponential rise in the utilization of direct sourcing, for sure.
  • New and evolved work models form the foundation of the Future of Work movement. This all-encapsulating concept brings together the brightest of innovation from learnings over the past year, and the approach is multi-pronged: 1) understand which modes of talent engagement are best for the business based on the levels of skillsets required, 2) apply an analysis that can determine whether positions, roles, and entire divisions should be distributed/remote, 3) innovate around how productivity will be measured (with an edge towards outcomes rather than hours worked), 4) implement whichever new safety and health precautions that are required (which, yes, includes whether or not COVID-19 vaccinations are mandatory), 5) foster and cultivate a workplace environment of flexibility and empathy, and, finally, 6) determine the best possible alignment between digitization and human-led processes.
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What Does 2021 Hold for the Agile Workforce and the Future of Work? (Part II)

Contingent WorkforceTalent by Christopher J. Dwyer on

Last week, we discussed the many tenets of the Future of Work that will play invaluable roles in 2021, including diversity and inclusion, direct sourcing, new talent channels, the depth of transformational business thinking, flexibility- and empathy-led leadership, and the overall impact of new technology and innovative solutions.

I once again spoke with several contingent workforce, HR, and talent acquisition technology leaders over the past week to gain their perspectives on what’s in store for the Future of Work and the agile/extended workforce in the months ahead:

Murali Mazhavanchery, VP of Product, Utmost

“The Future of Work is here. Clearly, we now know that new business models and workforce dynamics are needed – and that means almost all of what we know is not useful. Agility in all dimensions is the only certainty – and that starts with the talent to run these businesses. What is the talent profile I need, how much, when, and where do I need them, and what do they cost? The organizations that thrive in 2021 and beyond will be the ones that embrace flexibility in talent – using a mix of employees and extended workforce, direct employment, direct sourcing, staff augmentation, and strategic services – and have extreme elasticity in logistics such as location, hours, and qualifications. This requires enterprises to define a continuous, always-on process that involves multiple channels, pipelines, and worker scenarios. To enable this transformation, there’s an acute need right now for modern, purpose-built technology that manages large ecosystems of workers and worker channels that each look and act very differently.”

Geoff Dubiski, Chief Solutions Officer, Workforce Logiq

“Leveraging a unified brand, remote and agile work engagements, and the prospect of a boundary-less talent pool – Contingent, FT, and Gig – allows organizations to challenge traditional hiring mindsets; the benefits of total talent acquisition is closer than you think.”

Sunil Bagai, CEO, Crowdstaffing

“We are seeing trends that businesses are increasing their use of direct sourcing to take advantage of their existing talent pools like their Career Website, ATS, Alumni and Referral Networks, and Silver Medalists, as well as extend their reach into additional talent pools like online marketplaces, job boards and other digital sources to more effectively search for the right candidates across a variety of available talent pools. Not only does direct sourcing improve hiring outcomes, but it provides tangible cost savings.”

Mike Wachholz, CEO, Geometric Results, Inc. (GRI)

“As organizations wrestle with the “post-pandemic” work paradigm, those companies that are best positioned to bring relevant jobs at the right moment to candidates will win the competition for top talent. In addition to flexibility in work location, and perhaps more importantly, is how organizations find, engage, vet, and attract the right talent. By leveraging a Direct Sourcing model and proactively developing and cultivating private talent pools, companies will be on the front foot in 2021 when it comes to talent engagement.”

Chris Johnson, Director of Industry Strategy, Checkr

“Jeff Bezos once said, “Customers are always beautifully, wonderfully dissatisfied. Even when they don’t yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf.”

This intense focus and desire to meet our growing consumer expectations has conditioned the world to expect access to instant data driven results in the palm of their hands.  The most successful retailers have sophisticated systems that enable real time access to availability, pricing, peer reviews, and additional product recommendations that give us insights that simply can’t be had in the brick-and-mortar experience. 

This expectation has become table stakes for all of us in almost everything we do from ordering food to finding a vacation rental.  Think about names like Uber, Amazon, and AirBnB…now think about how integrated these brands are in our daily life.  We “Uber” to work, we “Prime” a red dress, and we stay at an “AirBnB” on vacation.

You can use any of these services with just a few clicks and in less time than it takes to order a coffee.  They have compressed processes that took multiple steps and people into ones that take minutes and are now self-service – This is the “Sign up Culture” and what the modern candidate expects.

Staffing agencies are now adapting to this world of dissatisfied consumers. The growth of signup culture combined with the unprecedented digital shift of 2020 has changed the job market forever. Agencies that want to keep up need to understand what has changed and how it impacts them. You have a split second to capture a candidate’s interest. That means staffing recruiters have to think like marketers.”

Tim Meehan, Global Head, Innovation Lab at Pontoon Solutions

“When it comes to talent pools or, Talent Rivers, as we call them at Pontoon, finding talent with a just-in-time approach is the most effective way to proactively establish, develop and maintain a selection of screened, pre-selected candidates for our clients. Talent Rivers incorporate workforce demand, D&I targets and strategic routes to new candidate markets.”

Joey Frasier, Co-Founder and CEO, Shortlist

“Shortlist has always been a family-first organization out of necessity but also believe that in order for our talent to bring the best to our customers they first needed to be ‘whole’ themselves – mentally and physically. The challenges of 2020 demonstrated more than ever that getting the best out of people isn’t about balancing work and life but instead integrating our family into our work. The pandemic, economic crisis, social injustice debates have made it clearer than ever that organizations can’t treat people as ‘just workers’ but need to focus on talent as whole individuals. I feel confident that the organizations that will be most successful in the year(s) ahead will be those that decide that a family-first culture, where health is the top priority, and that is a manager’s top focus day-to-day.”

“The past year has unfortunately shown us how “at risk” contingent labor can be as most organizations made quick cuts to contractors as they were the easiest line item in the budget to reduce spend in. That said, there is a new recognition that global health crises, global social unrest and related or unrelated global economic disruptions can all affect businesses and their supply chains more rapidly than ever before. Therefore, in the year(s) ahead, I believe that organizations are going to be more focused on improving their Capital Workforce Agility – or simply stated, the amount of total talent spend that is flexible and agile (contingent) vs fixed (full-time employees) is going to continue to increase in favour of flexibility and agility. This isn’t a negative but a positive for talent. Organizations will need to enhance their focus on improving how they engage with this non-full-time workforce and how they ensure mutually beneficial relationships with this talent as they’ll want to be the “first choice” or talent when multiple opportunities come up. Workforce capital agility and overall workforce capital efficiency will be a top C-Suite priority across all functions with a priority place on HR and finance.”

Taylor Ramchandani, Product Manager, VectorVMS

“Something we have been asked more frequently about by our clients is how to move from having diverse suppliers to having a more diverse candidate base. I foresee over the next year increasingly more interest in tracking and measuring diversity and inclusion in the contingent workforce and using that data to identify gaps in not only engagement but attraction of candidates.”

“We have seen organizations work in interesting ways over the past year to keep up with the changes that have been thrown at us. We have seen our clients turn to talent pools to help them manage furloughed staff, create pools of pre-credentialed healthcare staff, and bring back alumni talent to reduce ramp-up time and save cost.”

Bernie Caputo, President of Contingent Workforce Solutions, Atrium

“Imagine the strength of talent acquisition when you connect our dedicated recruiters to your brand influence and existing resources to rapidly fill temporary roles — without additional overhead, but with significant cost savings.”

Kelly Couto, Vice President of Enterprise Solutions, Atrium

“As the rise of remote work removes sourcing barriers, and social responsibility shifts corporate mindsets from value streams to valuing the people who influence them, the possibilities of a flexible workforce are boundless.”

Marlon Rosenzweig, CEO and Co-Founder, WorkGenius

“Digital staffing and traditional staffing models are converging. Talent is working remotely and online platforms process W2s just as well these days. Finding the right talent is key and while humans may have an edge at it, that edge is declining as technology gets better and better. Hybrid models of humans and machines provide for a smooth transition in the meantime.”

“Fractional employment requires new models for mortgage underwriting, health insurance pricing and more. While some of this will be taken care of by the free market, governments should ensure not to get in the way of providing freelancers with the freedom they sought in the first place when becoming freelancers.”

Jan Alexander Jedlinski, Founder and CEO, Gustav

“The staffing agency and recruiter market will see a massive digital transformation. Staffing agencies and their talent supply will become more accessible online through deployment platforms. Staffing agencies and recruiters who will adapt to this shift will look more like talent curators and use technology to provide faster access to available talent for their end clients.”

“Staffing agencies and recruiters will have a massive opportunity to put millions of people back to work. You will see technology and services around the traditional staffing agency model evolve. The agency will become a talent curator and technology platforms and services like EOR will play a dominant role driving the operations for the agency in the background.”

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What Does 2021 Hold for the Agile Workforce and the Future of Work? (Part I)

Contingent WorkforceTalent by Christopher J. Dwyer on

If you caught last week’s Contingent Workforce Weekly podcast, we chatted about several distinct attributes of the world of work and talent that will be transformed in the year ahead. In the span of just under 30 minutes, we just barely scratched the surface of the vast possibilities that the Future of Work movement will have on businesses across the globe over the next 12 months, given the many “accelerants” that contributed to work optimization in 2020.

There are many tenets of the Future of Work that will play invaluable roles in 2021, including diversity and inclusion, direct sourcing, new talent channels, the depth of transformational business thinking, flexibility- and empathy-led leadership, and the overall impact of new technology and innovative solutions.

I spoke with several contingent workforce, HR, and talent acquisition technology leaders over the past week to gain their perspectives on what’s in store for the Future of Work and the agile/extended workforce in the months ahead:

Brian Hoffmeyer, SVP of Market Strategies, Beeline

“The events of 2020 make me a bit reticent to make any predictions for 2021, but I’ll try! As the pandemic comes to an end due to a combination of vaccine distribution and herd immunity, I think we’ll see companies adopt a blended in office and remote work strategy for their entire workforces. Some jobs will be 100% in the office and others will be 100% remote but, for a large number of professional workers, we’ll see a mix where key activities return to being in person. At the same time, specifically as it relates to the extended workforce, companies will continue to engage workers in locations where they don’t have a physical presence as they’ve learned that they can grow their talent pools and drive down both time-to-fill and costs by doing so.”

William T. Rolack, Sr., VP of Diversity and Inclusion, Workforce Logiq

“With real incentives for tangible results, D&I leaders are in a better position to move beyond tracking diverse supply chain expenditures to drive real impact on overall employee representation. And, those often overlooked contingent workers must be a part of the diversity dialogue. With the call for workplace equity, regardless of worker type, and because contingent workers are strong talent pool for full time positions, organizations risk missing the mark if they focus their D&I efforts solely on their full-time workforce.”

“Diversity and inclusion isn’t a “program.” Too many organizations today treat it as an ad-hoc initiative. Employers that have fostered real cultures of belonging understand D&I needs to permeate the organization at the core, and be a lens through which senior leaders invest, act, and make decisions.  Real progress can only occur when employers understand this interconnectivity and link D&I initiatives with their larger business objectives.”

Allison Robinson, CEO and Founder, The Mom Project

“We are seeing more and more companies turn to The Mom Project for help building diverse talent communities. That signals to me that, while there’s a real commitment and willingness to invest in diversity and inclusion, many companies are still trying to identify the right partners that will actually help them move the needle. We developed our Diverse Talent Cloud offering to connect our partners and customers with the best talent communities of diverse candidates.  I think you’ll see more companies look for solutions like The Mom Project as they get serious and strategic about converting their diversity objectives into impact.”

“Forty percent of our community of 400,000 working parents are women of color. When I see stats saying approximately 60 percent of the jobs eliminated the first months of the pandemic were held by women and that women of color were disproportionately affected, I am reminded that our mission of finding moms jobs is more important than ever. One of the things we’re doing beyond connecting diverse talent with flexible, professional work is funding initiatives like RISE, an upskilling and opportunity-creation program for women and families. It’s a virtuous circle that bolsters the program and the mission benefiting everyone involved.”

Kevin Akeroyd, CEO, PRO Unlimited

“A world where more than 50% of the workforce is not FTE is not too far into the distant future. In fact, the contingent workforce landscape is growing at an unprecedented rate – with approximately over 40% of all skilled workers being contingent vs. full-time. As employers begin to augment their human capital strategies to accommodate for this shift in the market, many leading organizations are supplementing traditional sourcing channels by creating private talent pools of known (alumni, silver medalists, referrals, retirees) and unknown (brand-attracted) talent. Done correctly, direct sourcing powers significant cost savings, improved talent quality and faster time to fill. However, some organizations are finding the execution of direct-sourcing programs more difficult than anticipated and struggling to realize the full benefits. Often, the use of multiple vendors is the culprit, creating bottlenecks, discontinuity and inefficiencies. When powered by cutting-edge technology and human expertise, a single direct-sourcing platform eliminates disjointed communication between parties, reduces confusion and inefficiency created by overlapping responsibilities, and aligns all interactions to one service team.”

Jim McCoy, SVP of Talent Solutions, ManpowerGroup

“Increasing DE&I in existing markets where local demographics do not align with targeted skill sets has limited success unless remote sourcing is leveraged properly. Increasing candidate diversity is best achieved in markets where diverse candidates actually reside. 52% of school age children are learning remotely at least part-time and 1/3 of children under 12 years old lack adult supervision. To attract diverse candidates, accommodating the priority needs of workers, such as childcare, is increasingly critical.”

“In 2020, many employers had to contend with employees who had to log off or step away from their jobs for 10-to-14 days at a time, requiring them to reallocate skills to their remaining workforce or assign managers to take on additional responsibilities. The willingness of workers to take on dual roles is a short-term reality as competitors seek to hire singular skills, increasing risk and rate of turnover, and the trend of overperformers taking on extra work will not continue indefinitely.”

In industries such as IT, where the demand for talent increased due to COVID-19, competitive pay has been critical. There was little to no unemployment for IT workers, who shouldered essential responsibilities of helping companies deploy most of their employees to work from home while also maintaining the highest levels of cyber security. As long as IT workers are receiving appropriate compensation, they are less inclined to switch jobs and move to a new company where they will have less tenure.”

Saleem Khaja, COO and Co-Founder, WorkLLama

“While the usual priorities around cost optimization and DEI will stay top of mind, there will be an increased focus on talent wellbeing and tools that will contribute towards that, e.g., tools that maximize efficiency while minimizing stress in the new way of doing work, tools that predict outcomes towards achieving this objective both from a talent and organizational perspective, etc.”

Vanessa Janus, Vice President, Enterprise Solutions, DZConneX (A Yoh Company)

“Direct sourcing and proactive talent pools have quickly become a critical component to a total talent strategy as organizations seek ways to provide a unified high level candidate experience and strong employee value proposition regardless of labor type. Direct Sourcing, as part of a holistic vision of your talent acquisition program, is more important than ever in order to attract the most qualified and diverse talent faster and more cost effectively.”

“The challenge going forward will be to ensure a company’s diversity, equity and inclusion efforts are happening for all labor types and talent acquisition streams. Thus, the rise in direct sourcing and total talent management to help not only increase visibility but to also unify and maximize D&I efforts.”

Dave Putt, SVP Sales and Marketing Strategies, ELEVATE

“We see the adoption of direct talent sourcing has been slow and steady. More importantly, there is an on-going appetite from customers and partners to include talent pooling and other direct sourcing capabilities into our ELEVATE VMS.”

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What’s the Next Big Thing in Contingent Workforce Management?

Contingent WorkforceTalent by Christopher J. Dwyer on

When I started my industry analyst career (way back in 2006; please, don’t make me feel old!), the contingent workforce was one of several high-profile “complex spend categories,” ones that typically fell under the purview of the procurement or purchasing function but kept their own specific and unique attributes (i.e., marketing spend management necessitated much different sourcing techniques than business travel, facilities management was miles away from typical procurement processes, etc.). In short: there were some stark differentiators that proved it was a growing, distinctive area of corporate spend, however, at the time, it was just that: another area of spend.

What I describe as the “perfect storm” occurred during the Great Recession of 2008-2009: rough economic times forced businesses to reimagine their staffing strategies. Two key things happened: 1) enterprises realized that non-employee labor could be a gamechanger in terms of expertise and skills-related value (in addition to the cost benefits), and 2) the individuals that were forced (or chose) to adopt a flexible workstyle ended up finding that this setup was more productive and an overall better choice for their careers.

Over the years, the results of this “perfect storm” paid incredible dividends, so much so that the contingent workforce was no longer an augmentative talent strategy for businesses across the world, but a true value-driver that brought unique skillsets and top-tier expertise to mission critical projects and initiatives. And, as we all know, the years that passed resulted in this swath of talent evolving into the “agile workforce” that now allows businesses the workforce scalability from cost and skill perspectives.

With a full year living a pandemic environment that has caused disruptions to both personal and business worlds, however, a key question remains: what’s the next big thing in contingent workforce management? Well, there are actually several key “things” instead of just one…

The “Platform Approach” to Extended Workforce Management Technology

The contingent workforce has seen a consistent stream of progression over the past 15 years. With this type of talent firmly ensconced in the “agile workforce” or “extended workforce” mold, it’s not enough for businesses to have a condensed technological approach. As initiatives around direct sourcing, talent pools, diversity and inclusion, total talent management, and other crucial elements of talent acquisition and talent management become more entwined within CWM, it will be incredibly important for businesses to have the proper technology stack (or a single platform with these modules) to execute on these strategies, whether it’s via a deep ecosystem of “peripheral” providers (such as direct sourcing platforms or digital staffing marketplaces) or in-system offerings that can address more than “core” (i.e., requisition management) aspects of contingent workforce management.

And, as total talent management becomes more of a reality in 2021, businesses will require a deeper technological approach to ensure that they are deriving the richest possible total talent data via interconnected systems and platforms.

The Impact of Non-Tech Attributes of the Future of Work Movement

On the Contingent Workforce Weekly podcast, I’ve frequently discussed the “non-technological” components of the Future of Work movement, which range from the transformation of business thinking to the value of flexibility-led workforce strategies. In the face of a business environment which is actively struggling to return to normal (and with factors like burnout, fatigue, and mental health as common workforce issues), technology isn’t the top cure. Strategies such as empathy-led leadership will transform the talent experience and ensure that the workforce is engaged, while diversity, equity, and inclusion initiatives will bring innovative voices into the business as it seeks deeper and unique skillsets and expertise.

“Workforce Agility” Becomes Table Stakes…For Real

The agile workforce. The extended workforce. Business agility. These are all hot-button phrases that can sometimes mean different things to different executives. However, the crux of these terms is so very simple: harness the relative on-demand nature of today’s talent to develop the most dynamic responses possible to enterprise needs and requirements.

If there’s one thing that 2020 taught us, it’s that workforce scalability is essentially linked to economic survival in the now-chaotic world of business. Taking that scalability one step forward is the very root of workforce agility, from which businesses can tap into talent pools, talent marketplaces, talent clouds, talent communities, their own trusted FTE workers, and a range of services and other recruitment streams to build, in real time, a dynamic response to a crucial enterprise initiative.

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The Next Evolution of the Agile Workforce

Contingent WorkforceTalent by Christopher J. Dwyer on

The concept of business agility is not a new ideal, but in fact an evolving set of attributes that describe a company’s overall dynamic responses to real-world pressures and barriers of all sizes and types (economic, supply chain, internal, etc.). Business agility, in essence, translates into the modern business’ overall ability to react in real-time to the challenges that they face on a daily basis. And, in 2020, the very notion of agility is something that has been embraced by enterprises across the world as a key facilitator of survival in these strange times.

Just a few years ago, the contingent workforce was (still) in the midst of its years-long trajectory of growth and impact, as it continues to be today (Ardent Partners research finds that 43% of the average workforce is considered contingent/non-employee, including temporary workers, gig workers, freelancers, independent contractors, and professional services). As the reliance on non-employee labor continued to increase, so did its link to true business agility. Thus, the natural evolution of the contingent workforce was its transformation into the agile workforce.

The agile workforce can be described by its four key benefits: 1) natural cost flexibility, 2) speed-to-hire and speed of engagement), 3) adaptability of expertise, and 4) its productivity gains. However, during the current business climate, there is one attribute of the agile workforce that represents its next natural evolution: its progressive skillsets and how they fit into the ongoing transformation of the modern business.

The next evolution of the agile workforce will help businesses build:

  • A more dynamic talent acquisition strategy that focuses on skills and expertise gaps. The number one reason for leveraging agile talent today aren’t the cost savings that long were associated with this workforce, but rather the depth of skillsets and expertise it brings to the average organization. Businesses can build talent acquisition strategies that are enhanced with skillset-led tactics to develop the best-aligned, deepest bench of workers.
  • A workforce that does not have to account for traditional barriers in engaging new talent. The remote work angle has always been a piece of contemporary businesses, however, in 2020, it’s become the norm. Eschewing location and traditional barriers will allow businesses to expand their relative talent pools, expand active and passive recruitment, and promote expertise ahead of “where” a potential candidate is located. Too, harnessing the power of artificial intelligence and predictive analytics will enable contingent workforce, HR, and talent acquisition leaders with the ability to develop more expansive recruitment marketing strategies that are not limited by traditional barriers.
  • A more diverse workforce that will spark innovation and new ideas. Diversity and inclusion initiatives are an idealistic means for businesses to bring in new and fresh voices to its functional units as a way to spark innovation across key enterprise strategies. A truly agile mindset towards talent acquisition and contingent workforce management translates into the ability to find, engage, and source talent that can bring more dynamic ideas into the greater organization.
  • A way to shift resources as both market conditions and corporate competition evolve. “Adaptability” has become a common refrain, especially nearly seven months into a global pandemic that has caused economic and business disruptions across the world. A truly agile workforce and skillset-led talent management strategies will allow businesses to “shift” their workers based on current market conditions, as well as enable them to position necessary expertise to where it is needed as products and services evolve. Talent pools can be further segmented, while both FTEs and non-employee workers can align their unique expertise to the functional areas that need them based on how the business progresses in regards to market, economic, and competitive factors.
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