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How Direct Sourcing Drives Talent Sustainability

Direct SourcingTalent Acquisition by Christopher J. Dwyer on

In today’s dynamic business landscape, the age of “omni-channel talent acquisition” has emerged, providing businesses with diverse options to source and manage their workforce. From digital staffing marketplaces to traditional vendors and staffing suppliers, professional services, talent networks, and social media platforms, the choices are abundant. With this wealth of talent channels, matching project requirements with suitable skillsets has become more accessible than ever. Yet, securing top talent has grown increasingly challenging and competitive. Organizations that effectively harness direct sourcing and talent pools can cultivate a flexible, adaptable workforce, granting them a competitive advantage in a market that values agile, talent-centric responses to evolving business challenges and demands.

When it comes to direct sourcing, even the most basic programs can indeed yield tangible value, yet the stakes are higher than mere cost reduction and talent pipeline expansion. While these remain fundamental aspects, strategic approaches have evolved significantly since the concept’s rapid ascent years ago. In 2024, however, direct sourcing transcends its components; it embodies alignment with current and future business trajectories. Amidst an unsettled labor market and prevailing economic uncertainty, businesses engage in an ongoing battle for talent, confronted by historically low unemployment rates and millions of unfilled job openings. Concurrently, the Future of Work movement necessitates a shift in hiring strategies. Together, these factors present both a challenge and an opportunity for direct sourcing: enabling enterprises to foster a flexible and scalable workforce that sustains genuine talent development…and, more importantly: talent sustainability.

Over the past four years, direct sourcing has emerged as a dominant force in talent and workforce discussions, offering businesses a flexible avenue to engage directly with talent. Its profound impact on candidate experience, referral management, and talent community development has revolutionized how workers interact with potential employers, automated referrals, and cultivated on-demand talent pools. Additionally, direct sourcing leverages AI-driven technologies to enhance talent acquisition processes, streamlining candidate matching, assessment, and engagement, thereby optimizing recruitment outcomes.

As a preferred strategy for achieving genuine scalability and talent sustainability, direct sourcing aligns with organizations’ strategic goals, ensuring long-term prosperity by fostering employee engagement, development, and well-being. In addition, embracing socially responsible and ethical talent management practices further enhances workforce sustainability and equity, benefiting both the organization and its employees.

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Announcing the “2024 VMS Technology Advisor” Report

Contingent WorkforceSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Vendor Management System (VMS) platforms are considered the cornerstone of the workforce solutions market, delivering sophisticated and automated functionality that holistically oversee critical facets of contingent and extended workforce management. Integrated seamlessly with Managed Service Providers (MSPs) in many cases, the VMS model has firmly established itself as a mature and pivotal platform in the ever-advancing realm of workforce management technology.

While early VMS iterations primarily served as automated procurement tools for staffing suppliers, these platforms have metamorphosed into the central “nexus” dictating all aspects of contingent and extended workforce management. Contemporary VMS solutions not only harmonize effortlessly with the principles of the Future of Work movement but also showcase remarkable advancements in navigating the intricacies of the modern workforce. In today’s dynamic, globalized technology market, Vendor Management Systems play a decisive role in charting the course of the “extended workforce.” This term encapsulates the next evolutionary phase, and modern VMS platforms have made substantial leaps in aligning with this progressive paradigm.

Ardent Partners and the Future of Work Exchange are excited to announce the publication of the 2024 edition of its VMS Technology Advisor report, the market-leading guide designed to help procurement, HR, human capital, and talent acquisition executives navigate the complex and mature VMS solutions marketplace. The new report analyzes and assesses the primary VMS solution providers in the marketplace today and offers a variety of strengths, considerations, and market fits for each VMS platform evaluated as part of the rigorous research study.

For procurement, HR, and talent acquisition executives, and especially leaders tasked with managing extended and contingent workforce programs, this is the go-to guidebook for VMS solution selection. Access the report here.

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“Balance” in the Future of Work: Harmonizing Human Centricity and Digital Evolution

Business LeadershipTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

It can be tough to strategize around the best-fit approach for optimizing how we get work done. Digital-focused plans have been top-of-mind for the past several years, with the concept of “digital transformation” a rightly-hyped strategy that prioritizes automation, linkage of enterprise systems, scalability of core processes, and (most importantly) real-time convergence and access of insights and data.

However, the “digital enterprise” cannot survive on technology alone. Innovation does not occur in a vacuum, regardless of just how advanced businesses software (and hardware) is across the greater organization. “Human centricity” should be heralded as a proactive and forward-thinking approach that places not just people in the center of work optimization, but the skillsets inherent within the human workforce.

From here, the old adage of what’s “better” for the business: people or technology? Digitization or humanization? Which is the best path forward, especially during what could be a rollercoaster, frenetic 2024?

First, though, there is the caveat of automation being different than digitization, which is different than innovation. All three are inherently linked, however, there is a vast separation between automating menial tasks and truly innovating around an enterprise’s core products and offerings.

Innovation is the key here, because, frankly, innovation only happens when there is a balance between human-centric strategies that prioritize skillsets and expertise and digital-focused initiatives that aim to harness the power of next-generation technology and platforms (a la artificial intelligence) to blaze a path ahead.

Innovation, thus, is not confined to technological advancements or next-generation platforms or solutions alone; it thrives when human creativity collaborates with cutting-edge tools. A true, innovation-ready mindset encompasses a culture that encourages collaboration, experimentation, and the continuous development of skills.

Organizations need to foster an environment that values and invests in the growth of their human capital, recognizing that the synergy between technology and human inventiveness is the recipe for transformative breakthroughs, and, consequently, sustained success during an era of globalized competition.

How is this “balance” achieved, then? Harmonizing digitization and humanization sounds simple on the surface, but more difficult to truly execute:

  • Prioritize the adoption, and more importantly, understanding of artificial intelligence and how it can augment, enhance, and power core businesses processes.
  • Invest in a skills-based hiring strategy that supersedes traditional talent acquisition approaches and instead places skillsets/expertise at the core of talent engagement initiatives.
  • Capitalize on the flexibility and agility inherent within today’s extended talent-heavy workforce and leverage expertise from non-employee workers to drive complex projects that require advanced skillsets.
  • Cultivate an environment that values and invests in the growth of the human workforce.
  • Recognize that the synergistic harmony between people and technology is the key to unlocking innovation and sustained organizational success.

In the pursuit of an optimal path forward, businesses must strive for a symbiotic approach that aligns technological investments and next-generation automation with the cultivation of a skilled and adaptable (and agile) workforce. The success of the modern enterprise in 2024 hinges on its ability to integrate digital advancements with a human-centric focus to foster innovation.

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Big Trends and Predictions for 2024 (Upcoming Webinar)

Uncategorized by Christopher J. Dwyer on

The procurement function plays a critical role within the Future of Work movement. This business unit, in addition to their typical, operational prowess in optimizing spend management and supply management, also holds responsibility for influencing extended and contingent workforce management and its many links to the ways enterprises drive value from their non-employee talent. Ardent Partners and the Future of Work Exchange, in partnership with Beeline and iValua, are excited to host an exclusive webcast tomorrow focused on the big trends and predictions that will shape 2024 for this crucial enterprise function.

Andrew Bartolini (Ardent’s Chief Research Officer), Brian Hoffmeyer (SVP of Market Strategies at Beeline), and Vishal Patel (iValua’s VP of Marketing) will join me for a spirited discussion on hot-button topics such as inflation, economic conditions, the talent wars, extended workforce growth, direct sourcing, and the 2024 impact of artificial intelligence on business operations. Join us tomorrow (Thursday, February 1) at 10am ET. You won’t want to miss this event!

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What’s the Proper Way to Structure a “Year of Efficiency”?

Business LeadershipContingent Workforce by Christopher J. Dwyer on

Last year, Meta CEO Mark Zuckerberg boldly proclaimed 2023 to be the company’s “Year of Efficiency” after a whirlwind three years in a post-pandemic business landscape. The efforts to shed roles, cut costs, and downsize expenses, in addition to maintaining innovation and improving its financial resilience, paid off: the company’s $966.60 billion market cap is edging ever-so-closer to the much-desired $1 trillion mark.

A major foundational cornerstone to Meta’s year of efficiency wasn’t just a commitment to driving down expenses and improving spend management; the social media giant shed over 20,000 jobs in 2023 alone in a sector (technology) that saw the loss of over 262,000 positions in the calendar year (and nearly 11,000 in 2024 thus far). While the tech market as a whole hit a rough patch due to less-than-favorable economic conditions and retribution from pandemic-era over-hiring, 2024 promises to be a positive, exciting, and, more importantly, something year for those in the tech world.

Companies across all sectors may consider Meta’s 2023 efforts as some sort of blueprint for how to achieve their goals: cut costs, slash jobs, maintain innovation. Seems easy, right? Nope. The push for “AI everything!” means that businesses cannot just slice-and-dice their workforce at-will as a cost-cutting measure; the skillsets required to leverage AI models, integrate AI technology, and actually use these tools are not just waiting in the backyard.

There’s nothing inherently wrong with wanting to downsize and make operations more efficient; the issue that one of the world’s largest companies touted job reductions as an anchor for their push for efficiency and the danger is that copycat enterprises will believe that they could easily do the same.

For businesses that truly want to buy into 2024 as a “year of efficiency,” there are much more effective means of doing so without disrupting the fabric of their talent base, nor trying to mimic a unicorn-like company that has never truly struggled like so many other organizations. Here’s how contemporary businesses can push a “year of efficiency” agenda in more streamlined, effective, and innovative manner:

(And yes, we get it: layoffs and workforce-downsizing are an accepted aspect of the modern business world and are sometimes necessary when enterprises are faced with economic challenges or other issues that threaten their survival. The point of this article is not to say that companies should avoid layoffs at all costs, but rather take a holistic view of their operations, optimize their application of skillsets, and prioritize innovation.)

  • Align AI wants with AI needs and develop a long-term skills roadmap that supports this strategy. We all know the deal by now: artificial intelligence is a requirement in 2024 (and beyond). The trick here, though, is to figure out exactly how to leverage AI without sacrificing resources, overhead, and sanity (and talent!); many companies today are unfortunately prioritizing AI in the wrong manner by over-dedicating at the expense of other, just-as-critical enterprise initiatives. Businesses must configure their artificial intelligence strategy, understand the skills requirements needed to execute on it, and put the plan in motion with the help of talent acquisition leaders and the human capital team. Specific skillsets, such as data management, applied science, and generative AI, should be centerpieces of a skills-based roadmap from which executive leaders can prioritize from a resource perspective.
  • Optimize the utilization of the extended workforce. There’s a reason why the contingent workforce has nearly eclipsed half of the average company’s total talent base: the inherent cost control, agility, flexibility, and skillsets of the extended workforce provide organizations with a new level of expertise in a rapidly-evolving world. In navigating this paradigm shift, organizations must not only recognize the strategic advantages embedded in the extended workforce but also cultivate a dynamic ecosystem that harnesses the diverse talents and perspectives within it. Innovative programs and solutions, such as direct sourcing, digital staffing, and the continued power of progressive workforce management automation, are key levers in maximizing the efficiency gains driven from the utilization of non-employee talent.
  • Prioritize talent retention initiatives. While we’re very much not in a “Great Resignation” world anymore, there are still many opportunities for talented workers that feel underappreciated, underpaid, and out-of-tune with company or workplace culture to bring their expertise to other organizations. “Skillset bleed” is a real phenomenon in enterprises that do little to improve morale, lack humanity, and fail to lead with empathy and understanding. The cost to replace a highly-skilled worker, especially in light of the new focus on adopting and implementing AI, pales in comparison to the outlays for ensuring top talent is comfortable, appreciated, and feels at-home in an inclusive, diverse workplace environment. Talent retention is not merely a countermeasure against the negative consequences of layoffs; it is a proactive strategy that contributes significantly to an organization’s long-term success.
  • Prioritize “innovation” but balance “efficiency.” Easier said than done, I know. In an increasingly-globalized, frenetic, and volatile business arena, focusing too much on one strategy can result in doom for other critical tactics. Welcoming novel concepts, cutting-edge technologies, and innovative processes has the potential to drive an enterprise towards success, expansion, and distinctiveness. Innovation serves as a catalyst for creativity, unlocking new and exciting revenue streams, as well as positioning the company as a differentiator in crowded verticals. The trick, though, is to create a harmonious balance between being progressive and maintaining organizational effectiveness in regards to costs, expenses, and resources. Specific strategies, such as “customer-centric innovation,” can help businesses home in on what really matters for revenue improvement, while focusing on internal process and workforce optimization will augment the pathways towards efficiency.
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Upwork’s VMS Partnership Strategy and the Future of Digital Staffing

Contingent WorkforceSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

The realm of digital staffing has been quite robust over the past several years, with Ardent Partners and Future of Work Exchange research pegging the growth of these solutions (which includes talent marketplaces and freelancer networks) at 700% since 2017. And it’s easy to see why: businesses must leverage dynamic talent solutions (and sources!) to engage top-tier candidates in real-time to succeed and thrive in an increasingly competitive and frenetic global business environment.

The concept of “omni-channel talent acquisition” has become table stakes for businesses seeking to thrive in these uneven economic times that are compounded by fierce, global competition from enterprises across the world. No longer do traditional staffing strategies drive enough value for those organizations seeking top-tier talent; the very underlying attributes of omni-channel talent acquisition are threaded within a larger, more expansive approach towards talent engagement that traverses beyond archaic measures.

Platforms such as direct sourcing solutions, talent marketplaces, freelancer networks, and digital staffing outlets are the very foundation of omni-channel talent acquisition. However, leveraging these sources on top of everyday talent engagement methods is just one piece of a larger, more dynamic puzzle; in order for businesses to truly derive next-generation value from expanded talent sources, they require connections between both omni-channel sources and their core systems of record.

Work marketplace market leader Upwork, oft-considered the largest provider of digital staffing technology, recently announced two unique partnerships with major VMS players.

“We’re thrilled to have announced the first of many partnerships with leading VMS and MSPs, with the initial two being SAP Fieldglass and FlexTrack,” said Matt Ryan, Upwork’s VP of Enterprise Solutions. “The partnerships are truly strategic and offer significant advantages to our enterprise customers. Our integration with VMS ensures a highly efficient and effective hiring process and enables businesses to manage on-demand talent effortlessly within their existing workforce structures.”

The new collaborations with SAP Fieldglass and FlexTrack offer a holistic solution for seamlessly sourcing and hiring expert independent talent, and, by integrating Upwork’s global network of skilled professionals with these cutting-edge VMS platforms, enterprise customers can directly access a talent pool spanning over 10,000 skills in more than 180 countries. This integration centralizes workforce management, onboarding, and payments, simplifying processes within existing workflows. Furthermore, the VMS partnerships mitigate risks associated with hiring outside established procurement processes, providing comprehensive control and reducing redundant approvals and hiring workflows.

“Our customers and many leaders recognize the challenges and importance of navigating an intricate web of diverse tools and platforms. Our goal is to help them further engineer an agile, dynamic workforce strategy, providing an end-to-end solution to seamlessly integrate diverse talent, optimize operations, and stay ahead in today’s environment,” said Ryan.

The innovation behind Upwork’s partnerships (and integrations) with SAP Fieldglass and FlexTrack represent the veritable future of not just digital staffing, but talent acquisition, as well. As the extended workforce continues to grow in both size and prominence (Ardent Partners and Future of Work Exchange research peg the penetration of this labor at 49.5% of the overall workforce), enterprises will require real-time, dynamic tools to enhance the overall lifecycle of talent management.

“Navigating the path to enterprise success has become increasingly intricate, and the imperative to grow the top and bottom lines while keeping pace on the competitive landscape remains as urgent as ever,” said Zoë Diamadi, Upwork’s general manager of Enterprise. “This is just the beginning of the partnerships and powerful integration capabilities we plan to introduce, and we remain dedicated to providing solutions that our customers and businesses need in navigating the ever-evolving landscape of work.”

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FOWX Notes, December 1 Edition

Business LeadershipSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

News and happenings from around the greater world of work and talent:

  • Industrial staffing platform Employbridge hires Chris Campbell as its new Chief Product Officer. The trailblazing workforce solution, which is powered by leading digital staffing platform Bluecrew, hired the former Angi and Workhuman executive as its latest high-profile addition. Campbell will oversee the company’s continued growth and evolution. “The HCM platform ecosystem has traditionally been considered the exclusive realm of pure-play technology companies, and we’re on a quest to turn that notion on its head,” Campbell told the Future of Work Exchange. “With the acquisition and integration of Bluecrew, and a Best-in-Class software engineering and product management team working together to advance our purpose, we have a massive opportunity to not only unlock potential for every constituency that we serve but also to redefine the future of work in a way that works for everyone. What happens when you combine thirty years of deeply entrenched and locally-led expertise, national scale and influence, and a fully extensible SaaS platform that materially improves the lives of talent and clients? Let’s find out.”
  • Extended workforce platform Beeline announces its innovative “Beeline Supplier Network.” The new offering is a forward-thinking solution designed to enhance collaboration, efficiency, and visibility in managing contingent labor across organizations, and was developed to serve as a marketplace and resource hub, providing tools for suppliers to showcase their capabilities, promote differentiators, and access valuable business tools, ultimately facilitating easier consideration for inclusion in extended workforce programs. “I am incredibly excited about the recent launch of our Supplier Network,” said Brian Hoffmeyer, the company’s SVP of Market Strategies. “It is a direct reflection of Beeline’s extended workforce platform strategy and will help buyers and suppliers better connect and collaborate to find and engage top-tier, high-quality talent.”
  • Multifaceted workforce management solution Ceipal adds new Chief Marketing Officer, Andy Weiss, to its team. The total talent management platform, which blends ATS, CRM, VMS, and DE&I functionality under a seamless umbrella of offerings, recently added Weiss to its executive team. “I’m thrilled to bring Ceipal’s innovative staffing and recruiting technology to our valued clients and potential customers,” said Weiss. “Our mission from the start has been simplifying the work of recruiters, staffing experts, system integrators, and MSPs. Now, we’re taking it a step further. Our AI isn’t just an add-on; it’s embedded into daily workflows, making routine tasks better, faster, and smarter. Ceipal is growing fast. I can’t wait to see what we bring to the market next.”
  • ServiceNow and AWS announce a strategic partnership to integrate artificial intelligence (AI) capabilities into business applications. This collaboration aims to leverage AWS’s machine learning services to enhance ServiceNow’s platform, offering users advanced AI-driven functionalities for improved business processes.
  • Former Paychex CFO Efrain Rivera joins Magnit’s Board of Directors. With his extensive experience in finance and strategic leadership, Rivera is expected to contribute significantly to Magnit’s growth and development initiatives as the industry giant continues to innovate around its array of extended workforce solutions.
  • While jobless claims increased slightly by 7,000 to 218,000 last week, the overall number of individuals in the U.S. collecting unemployment benefits reached its highest level in two years. Totaling 1.93 million in the week ending Nov. 18, the stat is the highest it has been since late 2021. The rise in continuing unemployment claims may indicate challenges for those already unemployed in finding new work, signaling some softness in the otherwise resilient labor market amid slowing hiring and fewer job openings.
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The Future of Work 2024

Events by Christopher J. Dwyer on

It’s that time of year when we begin to reflect on the year that was and look ahead. For the Future of Work movement, that means we have the opportunity to chat about some of the hard-hitting concepts that have revolutionized the ways we think about work…while anticipating the transformative trends that will shape 2024.

The Future of Work Exchange is incredibly excited to host our final webcast of the year, The Future of Work 2024: Transformative Trends That Will Shape The Year Ahead, featuring an all-star lineup of panelists. I’ll be joined by Lori Hock (CEO of Opptly), Teresa Creech (Chief Corporate Development Officer at Beeline), and Amy Doyle (Global Leader, SVP at Talent Solutions TAPFIN) for a fun and engaging discussion on the technologies, solutions, strategies, and innovations that impacted 2023 and how concepts such as direct sourcing, DE&I, artificial intelligence, digital recruitment, and extended workforce management will impact how businesses optimize talent and work in 2024 (and beyond).

Register for the December 12 webinar below; we look forward to seeing you there!

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Talent Sustainability and Workforce Scalability: The Hallmarks of Direct Sourcing

Direct Sourcing by Christopher J. Dwyer on

When we think of “sustainability,” it often brings to mind the idea of businesses operating in a way that benefits the environment, the broader community, and society at large. However, in the realm of the workforce, sustainability takes on a different meaning. It’s about a business’s capacity to maintain a self-sustaining ecosystem of talent by adeptly tapping into dynamic talent sources and channels. Direct sourcing, with its multifaceted intricacies, plays a pivotal role in this concept of talent sustainability.

Through the strategic application of direct sourcing methods and technology, along with the continuous upkeep of internal talent communities and talent pools, companies can construct a seamless pathway towards talent sustainability. By harnessing workforce solutions like extended workforce technology and Vendor Management Systems (VMS), by optimizing direct sourcing avenues, by tapping into next-generation innovations like artificial intelligence, and by fostering both private and public talent communities, organizations can establish self-replenishing reservoirs of talent that serve several critical purposes:

  • Adapt to the ever-changing skill requirements across the enterprise, in alignment with product development and the evolving needs of the organization.
  • Reflect the existing expertise and skill sets within the enterprise that can be harnessed for real-time deployment.
  • Empower hiring managers and other talent-focused leaders to employ nurturing and candidate experience strategies, ensuring that all networked workers remain open to reengagement for new or ongoing projects and initiatives.

In scenarios where significant skills gaps or a shortage of high-impact expertise occur, the concept of talent sustainability becomes a crucial ally for organizations. It enables them to create self-sustaining ecosystems of candidates who can be flexibly and promptly mobilized to address the ever-evolving demands of the global business landscape.

Scalability, much like sustainability, is a coveted objective for modern enterprise functions, offering businesses substantial rewards when they can expand their processes and strategies. In the realm of talent acquisition and human capital management, scalability assumes fresh importance, particularly in the wake of a global health crisis that thrust many organizations into the uncharted waters of aligning workforce depth with the unpredictable fluctuations of the market.

Within the context of direct sourcing, scalability encapsulates two distinct concepts:

  • Optimizing direct sourcing processes. This involves enhancing direct sourcing processes through seamless internal integration and end-to-end automation, allowing the strategy to be seamlessly applied to hiring initiatives across the entire organization.
  • Extending the value of direct sourcing. It also entails harnessing the undeniable value of direct sourcing to dynamically scale the workforce in response to internal and external factors.

When executed effectively, direct sourcing influences both FTE nd non-employee hiring. This means that enterprises can capitalize on talent communities, talent pools, and robust talent nurturing capabilities to swiftly expand their workforce in alignment with their specific needs…something is incredibly desired in today’s frenetic and evolving business landscape.

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New Kids on the Block — Gen Z in the Workplace (Part Two)

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTalent AcquisitionUncategorized by John Yuva on

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.

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