Contingent Workforce Archives - Page 2 of 3 - The Future of Work Exchange

HR Transforms into FOW Advocate

Business Leadership Contingent Workforce Diversity and Inclusion General Insights HR Procurement Talent Talent Acquisition Uncategorized by John Yuva on 06/26/2023

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.

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Optimize Your Staffing Suppliers

Business Leadership Contingent Workforce Diversity and Inclusion General Insights HR Solution Providers Talent Acquisition by John Yuva on 04/18/2023

The contingent workforce is now an essential component of enterprise execution and competitiveness. For many organizations, direct sourcing or online marketplaces are a primary means of securing non-employee talent. However, enterprises continue to utilize traditional staffing suppliers as well. In some cases, these relationships are based on a long-standing foundation for sourcing contingent workers.

Staffing suppliers, however, come with their own risks and rewards. Ongoing oversight is necessary to ensure these relationships are optimized and the organization’s staffing and workforce goals are met. The following are several considerations when managing staffing suppliers for contingent workforce engagement.

Track supplier performance for greater optimization. There are metrics for a host of business processes; the same should be true of staffing suppliers and their impact on talent management goals. According to Prosperix, a provider of workforce innovation solutions, staffing suppliers are not just meeting a talent need but contributing to a total talent management ecosystem. As such, a service-level agreement (SLA) detailing specific performance metrics must be established with regular tracking to mitigate potential risks.

What performance metrics are critical and specific to staffing suppliers? Prosperix says four KPIs are the most important.

Submissions to Positions
Submissions to Interview
Submissions to Hire
Assignment Completion

“These KPIs measure each staffing supplier’s responsiveness, whether they source an appropriate number of candidates, the quality of those candidates related to open positions, and whether they source reliable hires who successfully complete their assignments. Any staffing vendor that does those well is a worthy partner,” explains Prosperix.

Gain transparency and flexibility with contingent workers. Similar to enterprises being unaware of their supply chain’s second- and third-tier suppliers, many organizations lack adequate HR tracking of the identity and location of their contingent labor. This lack of transparency puts the organization at great risk for fraud, theft, etc. Awareness of potential risks and global compliance issues when engaging with contingent workers are paramount.

Equally important is having flexibility for how and where contingent labor works and resides. Globalization and the technologies to bridge teams from afar only broaden the talent pool — a good thing for organizations and their total talent management objectives. “Increasingly, workers choose how they want to work. Accommodating freelancers, independent contractors, alumni, interns, and project workers for difficult-to-fill positions and establishing a network of suppliers across a larger geography helps expand recruitment pipelines and improves access to qualified talent,” Prosperix says.

Communicate with your staffing suppliers. Signing the contract with a staffing supplier doesn’t mean the relationship goes on autopilot. Quite the opposite. A staffing supplier should receive the same level of due diligence and supplier management as any critical supplier. Often, it requires weeks or months to adequately track performance and determine supplier effectiveness. Thus, it’s imperative to have specific staffing targets identified and communicated.

Communication is a basic tenet of any business relationship. However, with talent management and matching contingent workers with specific positions, a lack of communication between HR and a staffing supplier could mean a significant loss in revenue and training costs. A supplier could lack a quality talent pool of contingent workers or an absence of diversity in its mix of candidates. Today’s skills-based hiring also presents additional challenges for staffing suppliers. Does the enterprise require a specialized niche of skilled labor? If so, can the staffing supplier tap into a large talent pool with those skills? Effective communication can help mitigate potential risks and ensure the organization attracts contingent workers that meet its talent requirements.

Staffing suppliers remain a value channel for sourcing contingent workers. Like any supplier relationship, however, performance and optimization are only achieved if HR and business managers have their staffing needs clearly defined and communicated.

FOWX Quotable: Leveraging the Non-Employee Workforce

Contingent Workforce Talent Talent Acquisition Uncategorized by Andrew Bartolini on 04/14/2023

The Future of Work is rapidly changing, and organizations that want to thrive must adapt to this new landscape. As companies look to compete in an increasingly complex and unpredictable business environment, the non-employee workforce is emerging as a key source of competitive advantage. The rise of the gig economy, coupled with technological advancements that enable remote work and collaboration, has made it easier than ever before to tap into a vast pool of highly skilled and flexible workers.

By effectively leveraging the non-employee workforce, organizations can gain access to specialized talent and capabilities that may not be available in-house. This can help them stay ahead of the curve in terms of innovation, as well as improve operational efficiency and reduce costs. In today’s fast-paced business environment, where speed and agility are critical, the non-employee workforce can provide the flexibility and adaptability that companies need to stay competitive.

However, in order to effectively harness the power of the non-employee workforce, organizations must have the right tools and strategies in place. This includes everything from robust talent management systems to streamlined procurement processes that enable seamless engagement with external talent. It also requires a shift in mindset, as companies must move away from traditional notions of employment and embrace new models of work that are more flexible, dynamic, and inclusive. Ultimately, those organizations that are able to successfully navigate this new landscape will be the ones that emerge as winners in the future of work.

In sum:

“Tomorrow’s business landscape will be shaped by those organizations that understand the power of leveraging the non-employee workforce as a competitive advantage. The ability to effectively tap into this vast and agile pool of talent will be the key to unlocking innovation, driving growth, and staying ahead of the curve in the ever-evolving Future of Work.”

The Impact of Contingent Workforce Management Analytics

Business Leadership Contingent Workforce General Insights Talent by John Yuva on 04/10/2023

Today’s total talent management strategies rely on analytics to execute workforce objectives. For extended workers who comprise nearly half of enterprises’ entire labor force (49%, according to our research), analytics are even more crucial to developing metrics and optimizing performance. Recent Ardent Partners and Future of Work Exchange research indicates that 81% of organizations cite the improvement of contingent workforce management (CWM) analytics as a priority, highlighting the importance of deeper, more insightful data and analysis.

CWM Analytics for Insights

According to Beeline, a leading contingent workforce solution provider, “For many organizations lacking formal analytics and reporting on their contingent workforce, identifying key metrics can even be challenging.” The focus on analytics goes well beyond hiring, scheduling, and payment data, to include deeper areas of concentration. The following are several analytic subsets imperative to contingent workforce management and performance.

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The Recession-Ready Enterprise

Business Leadership Contingent Workforce Direct Sourcing General Insights Talent Acquisition Technology and Innovation by Christopher J. Dwyer on 04/03/2023

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.

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Diversity’s Measurable Impacts on the Contingent Workforce

Business Leadership Contingent Workforce Direct Sourcing Diversity and Inclusion General Insights Talent by John Yuva on 03/27/2023

Diversity programs continue to evolve, and enterprises must ensure their efforts span the total talent spectrum. Often, diversity initiatives are primarily focused on full-time, permanent employees. However, with contingent talent now comprising more than half of organizations’ entire workforce, diversity should permeate contingent workforce management (CWM) strategies.

In fact, recent Ardent Partners and Future of Work Exchange research indicates 62% of enterprises plan to infuse diversity initiatives into their CWM efforts as part of their workplace goals.

Diversity Is Critical to CWM Results

CWM and the Future of Work movement are aligned in their workforce direction. Extended workers represent a global talent pool where flexibility and a skills-based portfolio are at their core. Equally important, however, are the unique perspectives and outside viewpoints of contingent workers that cater to diverse thinking and enterprise representation.

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Artificial Intelligence Streamlines Contingent Workforce Management Decision-making

Business Leadership Contingent Workforce General Insights Technology and Innovation by John Yuva on 02/02/2023

In today’s labor and economic climate, enterprises cannot afford to make poor hiring decisions. And with 47.5% of an organization’s workforce comprised of contingent workers, per Ardent Partners and Future of Work Exchange research, an extended worker hire is just as critical operationally as a permanent employee. The ramifications of a hiring mistake — whether it’s an extended or permanent role — can cost businesses 30 percent of the employee’s first-year earnings, according to the U.S. Department of Labor. However, artificial intelligence is now shaping the future of contingent workforce management (CWM) to help avoid those employment missteps.

CWM Optimization Through Artificial Intelligence

Through artificial intelligence, enterprises can harness the value of structured and unstructured data to streamline contingent workforce management decision-making. AI also opens the door to new user experiences to better attract, acquire, and retain top-performing talent and improve operational execution — all leading to cost savings. Using prescriptive analytics for CWM optimization is an evolving but critical piece of AI strategy. While artificial intelligence has existed for a decade or more, the wider scope of its capabilities is only now being utilized.

Subsets of AI, such as machine learning (ML), predictive analytics, and natural language processing, coupled with complementary technologies like augmented reality and the metaverse are game changers for contingent workforce management optimization.

Putting Artificial Intelligence to Work

Enterprises and HR executives who are not at least exploring the possibilities of AI’s impact on CWM will find themselves at a competitive disadvantage when sourcing talent and executing extended workforce strategies. Ardent Partners and Future of Work Exchange research cites that 80% of businesses expect AI to transform CWM in the year ahead. These are several ways that AI and associated technologies are getting the job done.

Enhance the candidate matching process. Enterprises are under pressure to not only attract and acquire the right candidates but do so in a short time-to-hire time-frame. The talent need is often immediate, leading to more costs as the vacancy persists. Enter artificial intelligence that can streamline the candidate screening process by matching critical role-specific skills with existing candidates in enterprise talent pipelines (e.g., direct sourcing, talent marketplaces, etc.). AI can narrow the field even further through questionnaires and even simulated exercises to test candidate skill proficiency — all while increasing hiring speed and attaining higher-quality candidates. With 74% of businesses planning to leverage AI to enhance the candidate experience (per Ardent Partners and FOWX research), it’s clear that the potential of the technology is being recognized. This is critical because it means enterprises can use data to understand how and why candidates are choosing our business or leaving/jetting for other companies. It also exposes gaps in the hiring process that must be remedied to enable real-time hiring capabilities. The war for talent is raging…having a process that essentially finds those talent needles in the haystack is the competitive differentiator.
Expand overall total workforce visibility. Much of the value attained by artificial intelligence is more efficient identification, organization, and utilization of data. Prescriptive analytics, for example, provides the optimal use of collected data. When evaluating the total workforce holistically, enterprises need insights into their full-time and contingent employees. What are their skillsets? Which department do they work in? How long have they been contracted with the enterprise? What is their past project or team participation. Answering these questions creates a strategic profile for every full-time and contingent employee. Those total workforce profiles make real-time hiring and seamless succession planning a reality. Transparency into both operational challenges and available talent is a dual threat to lagging competitors.
Leverage predictive analytics and scenario planning. Ultimately, organizations want the ability to use data to predict future scenarios and potential outcomes. As a subset of artificial intelligence, predictive analytics is used in a variety of operational settings, particularly for supply chain planning. However, it is just as valuable for contingent workforce management as a predictor of future talent needs. Predictive analytics takes prescriptive analytics and workforce profiles a step further by combining operational and profile data to identify talent deficiencies and operational weaknesses, while also projecting how talent should be utilized to close those gaps. This is transformative for large-scale enterprises with tens of thousands of employees across the globe. It can also be talent-defining in scenarios where succession planning comes into play. So much of the hiring focus is on the “immediate need” rather than the gaps silently forming with aging workers eyeing their next opportunity post-retirement. Predictive analytics can address workforce scalability related to resignations, retirements, labor movements, etc., and how those will shape the workforce short and long term. In the case of a recession or other economic crisis where scalability becomes an essential strategy, enterprises can leverage internal talent data and combine it with market and labor insights to more effectively understand how operations will be affected. Which skills are required immediately versus long-term CWM planning? The ability to scale the workforce quickly and efficiently cannot be understated.

AI Becomes a Permanent Fixture for Talent Strategy

Artificial intelligence is becoming a permanent fixture as part of today’s enterprise operations and talent management strategies. For the contingent workforce, AI serves as an essential technology to streamline candidate pairings with operational needs, while increasing transparency of available skillsets and workforce contributions. Those insights prove valuable when talent gaps appear, or workforce scaling is necessary. Artificial intelligence will continue to evolve and with it, more CWM opportunities will emerge. Today, leverage the AI capabilities that exist to better plan for tomorrow.

The Recession-Ready Enterprise

Business Leadership Contingent Workforce Direct Sourcing General Insights Talent Acquisition Technology and Innovation by John Yuva on 01/26/2023

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 through the first quarter of 2023, how could a recession impact the extended workforce?

Business As Usual

Digitization Evolution and Workforce Mercenaries

As more enterprises pursue digitization, mission-critical hyper-specific skillsets and expertise are not only preferred but required. Transforming into the digital era means companies are implementing new technologies that leverage artificial intelligence, machine learning, blockchain, and other Industry 4.0 automation. Enterprise integration of these technologies requires specific skill sets and competencies that are often outside the capabilities of existing permanent employees.

Hiring full-time employees for digitization projects and initiatives does not make fiscal sense (particularly during a recession) unless the role is a data analyst or scientist critical to interpreting daily analytical outputs. Otherwise, contingent workers specializing in digital transformation integration and implementation are the ideal choices — aligning contractual agreements with workforce budgets. Hyper-skilled talent is the future for enterprises expanding their product and service offerings through automation.

Supply chain and procurement are fields that employ hyper-skilled talent. Enterprises will hire a chief procurement officer to transform the procurement department through digitization and eliminate manual processes. A timeline may last two years, but once the project is complete, the individual seeks out other organizations with transformation as a critical initiative. These types of workforce mercenaries are much more abundant today than a decade ago. Their sole purpose is the execution of strategically detailed operational initiatives to elevate the enterprise competitively before taking on a new assignment elsewhere.

Sourcing such talent is already available to many organizations through workforce platforms and processes.

The Recession-Ready Enterprise

Direct sourcing and talent marketplaces are now table stakes for enterprise competitiveness. The use of these channels is necessary to source extended workers and hyper-skilled talent with current, specialized competencies. Recent Future of Work Exchange research found that 82% of businesses utilized more extended talent in 2022 than in 2021. During a recession, organizations can specify specific hours for extended workers who are already accustomed to flexible schedules or defined project timelines.

The workforce mercenary is likely to find an abundance of opportunities in a recession with 73% of businesses planning to divert external talent to mission-critical type initiatives and projects over the next six months. This is a clear sign that organizations are taking a more proactive stance against a possible recession than in the past. It appears quite possible that talent acquisition strategies will also shift during a recessionary period as the extended workforce closes critical skill gaps.

Enterprises with the ability to scale their extended workforce before, during, and after a recession are best positioned to weather an economic downturn. Seek workforce mercenaries for those transformational initiatives, while leveraging external talent for skills gap challenges. It’s a critical balance, but one that separates the modern enterprise from those still operating at a tactical level.

Enterprise Agility Through Tribal Teams

Business Leadership Contingent Workforce General Insights by John Yuva on 12/16/2022

Most of us worked remotely during the first year of the COVID-19 pandemic. We adapted quickly to new ways of working and communicating. Often, we had to collaborate differently to gain transparency and complete projects. That usually meant pulling employees from other departments into team meetings or creating more diversified, cross-functional virtual teams —with enterprise agility as the objective. The need for agility since the pandemic began is now embedded within leading enterprises. So, too, is the agile concept of workplace tribes to innovate and solve business challenges.

What Is a Tribe?

Workplace tribes are comprised of 100 or fewer employees who bring interdisciplinary backgrounds to their groups. Rather than focusing on one large business objective, tribes are assigned specific aspects of a project or initiative. For example, an enterprise may be looking for new customer markets. A tribe could have members from procurement, logistics, marketing, finance, and others who are assigned a precise country to explore its viability.

Tribal Structure and Agility

Organizations are realizing the benefits of smaller, diversified teams — where the unique skillsets of the contingent workforce can also be leveraged. The goal behind tribal teams is agility through innovative thinking and diverse perspectives. Callum Sherlock, talent acquisition lead for Cyberfort Group, writes, “In agile, you break up development into smaller increments, adopt DevOps, promote open communication, and ultimately reconfigure your teams so they include people from different departments who are responsive to problems as they arise — not six months down the line.”

The tribal approach is utilized by many companies, including Amazon and Spotify. Amazon CEO Jeff Bezos believes teams and meetings are less productive with more people participating. Instead, he has a unique two-pizza rule. If there are more people than two pizzas can feed, then there are too many people involved. Of Bezos’s philosophy, Richard Brandt at The Wall Street Journal wrote, “[Bezos] wanted a decentralized, even disorganized company where independent ideas would prevail over groupthink.”

The Spotify agile strategy model is extremely comprehensive with several levels and roles. Author Abhishek Mishra breaks it down nicely in his LinkedIn article. It all begins with a Squad of 6-to-12 people who are responsible for a specific area. A Squad takes a start-up business mentality to problem-solving and innovative thinking and functions autonomously.

Each Squad includes an agile coach to keep the team moving forward on its goals. Multiple Squads that work on a related project belong to a Tribe (42-150 people). A tribal leader ensures the Squads have a productive and innovative environment. Beyond the Squad and Tribe are the Chapters and Guilds, followed by the Trio, Alliance, and Chief Architect.

Employees and Enterprises Benefit

While tribal team models can follow various structures, what they achieve is very similar. Sherlock in his LinkedIn piece says enterprises empower their employees to do their best work by removing the bureaucracy that often stifles innovative and creative thinking. “Building stronger, more rounded professionals out of all of your people, because you’re combining people with different knowledge backgrounds, everyone’s career experience is enriched. People are able to see development from different perspectives because of their newfound exposure to departments that perhaps previously, they would have never engaged with,” wrote Sherlock.

The benefits are wide-ranging for both employees and enterprises. Here are several that should make organizations question whether their teams are structured in the most optimal way.

Sense of purpose and belonging. The Future of Work Exchange frequently cites the importance that employees have a sense of purpose in their work. The tribal model does exactly that by recognizing their unique skillsets and how their perspective can add value to the team. That feeling of belonging can have a significant impact on the enterprise culture.
Cost and quality control. With smaller teams, everyone takes accountability for quality. And when issues arise, they can be solved quicker with fewer bottlenecks — leading to cost savings. Through different perspectives and knowledge, team members can bring unique solutions to business challenges.
Greater efficiency and transparency. An interdisciplinary team yields transparency that may not exist with siloed groups. As a tribal team working toward a shared goal, information sharing provides enhanced clarity for what needs to be accomplished and improved efficiency for how to achieve it.
Autonomy to deliver results. A tribal team approach respects the talent on the team and provides the autonomy to forge a path toward a solution. Embracing this new team structure may not come easily for some enterprises. However, empowerment can yield outcomes that lead to additional revenue streams or customer segments.

The tribal team concept is not revolutionary. However, in today’s volatile business landscape where agility, flexibility, and resiliency are essential, tribal teams are critical to enterprise competitiveness. One can think of them as dream teams where unique skillsets are leveraged across the organization. The Future of Work is about innovative workplace strategy and tribal teams deliver at both the enterprise and employee levels.

For a deep dive into tribal models, check out the SAFe Agile Release Train and Spotify’s squad/tribe model. Both are considered leading-edge approaches to agile teams.

The Second Thing You Must Know About The Future of Work

Business Leadership Contingent Workforce Diversity and Inclusion General Insights HR Talent Technology and Innovation by John Yuva on 10/25/2022

The Future of Work Exchange (FOWX) and Ardent Partners recently hosted their complimentary webinar, The Five Things You MUST KNOW About the Future of Work, which discussed the critical capabilities that enterprises can unlock to truly optimize the way they address talent acquisition, extended workforce management, and, most importantly, work optimization. Over the next five weeks, we’ll be recapping each of the five things discussed during the event.

In our second installment this week, we’ll be diving into the “first-mover advantage” and what that means for innovation and resiliency.

Adoption of Future of Work Accelerants

The number two must-know about the Future of Work is that the first-mover advantage (in this case, early adopters of Future of Work-era strategies and solutions) translates into urgency for innovation. During the scary early days of the pandemic, businesses were either struggling for survival…or were thriving. When we think about where we are today, let’s look at the organizations that adopted some of these Future of Work accelerants: they tapped into remote work, became more diverse and inclusive with their workforce and in their workplace, while also improving their workplace culture and overall work optimization strategies.

Businesses also embraced aspects like artificial intelligence and used their technology more expansively. For example, a Vendor Management System (VMS) wasn’t used just for requisitions, but also to build scenarios and leverage predictive analytics to scale the workforce and understand what could happen tomorrow based on today’s numbers. Doing so could lead to smarter and more educated and intelligent-led talent decisions. Thus, there is an urgency for innovation.

This is not simply about thriving, but surviving as well. Those businesses that have adopted some of these accelerants, whether they’re strategic or technology-led, are much more likely to thrive in the months ahead. The first-mover advantage sets these organizations up very nicely for the future.

Thrive Through Understanding and Embracement

The Future of Work Exchange’s architect, Christopher J. Dwyer, highlighted a discussion he had with a director of talent acquisition, who said it was easy for her company to transition to a remote workforce because it was already a hybrid workplace. The company took what it learned in pre-pandemic times over so many years that it was fairly simple to transition to remote work. It already leveraged both HR and contingent workforce technology and had those systems integrated, so it knew where its workers were across the globe — a company with approximately 300 global locations. She said the company had the capability to know who was working on what projects, where they were located, when their assignments ended, and what locations were being hit hard by a COVID-19 surge, which allowed them to react in real time. Speaking with her months later, said Dwyer, the company was thriving because of the lessons learned and its embrace of Future of Work accelerants during the early days of the pandemic.

This is not to say that a business struggling in 2020 couldn’t be thriving today. The first-mover advantage means that enterprises shouldn’t sit back and watch others pass them by in terms of what they’re adopting and embracing from Future of Work, innovation, and progression perspectives. What else is happening out there? What are their peers and competitors adopting from a technology perspective? How are their business leaders managing the workforce? How are they treating their workforce? Why are they losing talent to other organizations? Why are they getting hit harder by The Great Resignation than others?

The next economic recession will be unique because of existing inflation; however, many industries are doing well and thriving because of lessons learned and the collective trauma experienced over the last three years from the pandemic. During the next downturn, companies are likely to weather the storm much better because of the technology they’ve adopted and the new strategies they’ve embraced. The innovative thinking that comes from those decisions makes companies better suited to handle the challenges of today.

Flexibility Cannot be Underestimated

What does this mean for the workplace? In many respects, hybrid is the ideal workplace model because of the flexibility that workers crave. Obviously, many workers are unable to work remotely because of their job description. And, some businesses look at remote and hybrid work models with concerns about productivity and workforce control. However, time and time again, workers have proved that avoiding a 90-minute commute to and from work allows them to be more productive each day.

It also speaks to the flexibility of taking care of life events. The ability to go to the dentist or pick up a sick child from daycare or school can mean a great deal to workers. Workers are humans, not just numbers on a spreadsheet. It doesn’t matter if you’re a contractor that worked 4.5 hours or an employee who has been with the company for 40 years. These are not faceless workers. We are humans and humans crave flexibility. We want the ability to feel connected to the organization.

A famous CEO of the world’s largest search engine said that “the Future of Work is flexibility.” We’ve been saying this for a long time on FOWX and it’s true: the Future of Work is built on flexibility.