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Extended Workforce

Two Years Later…

In some regards, it feels like it was just yesterday. To some of us, it feels like forever ago. On March 11, 2020, the World Health Organization declared the COVID-19 pandemic and began what was (and continues to be) a tumultuous disruption on all things related to both our personal and professional lives.

Do you remember that week? I’m sure you do. The rampant confusion, the anxiety, and the uncertainty? Do you recall the moment it “hit” for you? Was it that week, or was it when your company instituted an immediate work-from-home policy? Was it the moment that your kids were forced to stay home from school?

We all have our own stark reminders and memories of the earliest days of the pandemic. I remember picking up my son’s ride-on truck at a local fix-it shop; the owner, a retired industrial mechanic, asked me to keep a distance and had a surgical mask in his fleece pocket. “I’m closing down the shop for at least the next 30 days,” he told me as I was leaving.

There was a haze over our family that Friday, when the country began to panic-buy items at stores (we certainly remember this, right?). My wife and mother-in-law went to our local Target and came back with $400 in various household staples. The moment it really sunk in, however, was reacting to a robocall from the town’s school superintendent, who stated that the following week’s classes were canceled in lieu of the emerging health crisis. It was only a matter of days before my kids began their first days of remote learning, not to return to a classroom for nearly nine months. And it was only a little a month from then when my uncle, a person whom is ingrained in many of my childhood memories, succumbed to COVID in April 2020. I look back, too, on the day of his funeral, an overcast morning in which limited members of my family would be masked and several feet apart around his grave site, something I know so many of you experienced, as well.

No matter where you were on March 11, 2020, there is no doubt that the pandemic touched your life in some profound manner. When we look back on two years of disruption, transformation, uncertainty, and trauma, there are various ways that we, as humans, have been changed. I’ve often said (many times on the Future of Work Exchange Podcast), that it’s incredibly tough to point to a “silver lining” during a pandemic that has killed over 6 million people across the world. I’d rather think of it this way: we were forced into change, both personally and professionally, and from that, our world was transformed. Think about how many facets of everyday work life have been altered; think of the Future of Work tenets that were rapidly accelerated over the past two years:

  • Diversity, equity, and inclusion (DE&I) becoming the preeminent, non-technological components of the Future of Work coming to bear.
  • Remote and hybrid workplaces not only serving as lifelines for business continuity, but dramatically transforming the way enterprises think about how they get work done.
  • The extended workforce not only rising in size and prominence, but also in strategic value: 82% of businesses in Future of Work Exchange research stated that the non-employee workforce served as a means of flexibility and agility during the most trying times of the past two years.
  • The criticality of “flexibility” in all of its forms permeating throughout the symbiotic world of talent and work.
  • The rise of empathy-led leadership and business leaders integrating more “human” elements into how they manage their workforce.
  • More emphasis on the overall experiences of both candidates and hiring managers as they traverse both a “Great Resignation” and a “Talent Revolution.”
  • The continued importance of digital transformation, especially as the events of 2020 forced businesses to operate without traditional in-person processes in place.
  • “Recruit from anywhere” becoming a viable, trusted, and powerful way for businesses to leverage talent marketplaces, digital staffing, direct sourcing, and enhanced candidate outreach to find, engage, and source top-tier talent.
  • Direct sourcing emerging as perhaps the most innovative, talent-led strategy within the talent acquisition spectrum.
  • Purposeful work becoming a foundation of how workers and professionals plan the next steps of their careers.

In totality, the past two years have been a time of trauma, disruption, and loss. They’ve also sparked a revolution of talent, a reimagining of how work gets done, and new applications for technology and innovation.

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Ardent Partners and the Future of Work Exchange Launch Definitive MSP Report

New Study Evaluates the Leading Managed Service Providers (MSPs) for the Workforce Solutions Market

BOSTON, MA, March 1, 2021 – Ardent Partners, a leading research and advisory firm, along with the Future of Work Exchange, a top destination for executives focused on the evolution of work and talent, announced today that its new 2022 MSP Solution Advisor report, which evaluates the Managed Service Provider (MSP) marketplace, is now available. MSPs, as the most mature offering in the greater workforce management solutions market, are continue to drive innovation in the rapidly shifting labor market and Future of Work landscape and tailor  their services to suit the needs of a dynamic, agile, and extended workforce.

“The world of talent and work has changed tremendously over the past two years, forcing enterprises to reimagine their core talent engagement, talent acquisition, and extended workforce management strategies,” said Christopher J. Dwyer, senior vice president of research, managing director of the Future of Work Exchange, and author of the new MSP Solution Advisor report. “This report will help readers identify the MSP provider that best-fits the needs of their agile workforce and educate them on the different approaches that each provider takes towards key workforce management areas, including direct sourcing, SOW management, services procurement, DE&I, and reporting and analytics.”

The 2022 MSP Solution Advisor is the leading assessment report for MSPs that guides HR, procurement, human capital management, and talent acquisition leaders through a deep solutions landscape by discussing the key functionality, capabilities, competencies, offerings, and performance of the main providers in the MSP industry. The new report highlights dozens of feature-specific offerings and market differentiators from which Ardent and the Future of Work Exchange evaluated the industry’s top MSP solutions.

The Ardent analyst team identified and selected eleven key providers – Atrium, Evaluent, GRI, Guidant Global, KellyOCG, nextSource, Pontoon Solutions, PRO Unlimited, Randstad Sourceright, RightSourcing, and Talent Solutions TAPFIN – in the MSP solutions market for inclusion in this research study.

“Since 2010, Ardent Partners has been a guiding voice for professionals managing their extended workforce management programs and the solutions that they use to drive them,” said Ardent’s Chief Research Officer, Andrew Bartolini. “The new MSP Solution Advisor report is a reflection of this expertise and delivers a clear and insightful report that is a must-read for leaders seeking to optimize their extended workforce.”

Click here to download the new MSP Solution Advisor study (or click on the image below), which will be followed by the VMS Technology Advisor in the spring.

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How Does The MSP Model Fit into The Future of Work?

As solutions, they have been around longer than any other workforce management offering in our industry. As brand names, there may be no bigger logos than those synonymous with some of the largest in our space. And, as the extended workforce continues to grow in size, impact, and scope, they have evolved to meet the dynamic needs of businesses across the globe.

The Managed Service Provider (MSP) model has long been a powerful force across the contingent workforce management and traditional recruitment spectrums, offering an end-to-end, outsourced array of tailored, customized, and global offerings that help businesses tap into key staffing suppliers, standardize extended workforce management operations, and enhance the overall approaches to how talent is engaged and managed.

The non-employee workforce was once less than 20% of the average company’s total talent, as recently as a decade ago. With the stratospheric rise of this labor over the past ten-plus years, we’ve collectively experienced and leveraged a slew of both innovative, consistently-progressive outlets (such as VMS and extended workforce platforms), solutions that are actively capturing the power of direct sourcing, and digital staffing and talent marketplace offerings that enable real-time access to top-tier talent and expertise.

The Future of Work demands that business operations be dynamic, repeatable, and scalable. And, to boot, nearly half of the total global workforce is considered “extended” or “agile” in some manner. For service-oriented solutions like MSPs, the question becomes, “How does this model fit into the Future of Work movement?”

The answer is actually quite simple: an evolved model that blends traditional managed services with technological overlays for various “pieces” of the extended workforce lifecycle, combined with key integrations and partnerships with innovative platforms that address niche areas of talent engagement and talent acquisition.

One just has to look at the current landscape of MSPs ruling the day: some are some of the most mature in our industry and are revolutionizing the way services and technology interact, such as Randstad Sourceright and KellyOCG. RSR is reimagining SOW management and services procurement, as well as its bringing its unique TalentUX tech overlay to areas like direct sourcing. KellyOCG’s digital Helix infrastructure could be a gamechanger.

PRO Unlimited is advancing a “platform approach” that solves every need of the current workforce management program while pushing the criticality of data and intelligence; the solution has made incredible strides within direct sourcing, DE&I, and other key facets of extended workforce management. Talent Solutions TAPFIN is refashioning the market with a fresh approach to SOW management/services procurement and integrated, data-led offerings around workforce advisory and direct sourcing.

Solutions like GRI offer near-unrivaled, powerful, and self-service analytic modules that help clients design better business outcomes (GRI is also a robust provider of Managed Direct Sourcing (MDS) solutions).

Organizations like Atrium and nextSource are transforming how diversity, direct sourcing, and tech-led approaches can help the mid-market thrive. RightSourcing is actively helping a struggling industry (healthcare) take advantage of an evolving labor market whilst offering wide-scale support for those medical facilities that need it coming out of the latest COVID surge.

Pontoon continues to lead with its innovative service delivery models and technological foundations, while Guidant Global is building on its vast expertise, global reach, and progressive direct sourcing offerings. Even newer solutions, like Evaluent, are proving that there’s incredible room for innovation in our industry.

Tomorrow, Ardent Partners and the Future of Work Exchange will unveil the 2022 MSP Solution Advisor, an industry guidebook that will serve as the definitive guide for businesses seeking new insights on the mature MSP solutions market, allow them access to the necessary information to guide solution selection journeys, and enable contingent workforce program leaders to better understand how each MSP offering differentiates itself from the competition.

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Direct Sourcing 2.0 Is Here to Combat “The Great Resignation”

Today, the stakes for finding, attracting, and hiring the right talent are higher still, and a literal talent “frenzy” has hiring managers in all industries and geographies struggling to fill key positions. And that was before “The Great Resignation” of 2021-2022 took hold. Now, more than ever, these leaders need to take control of their talent destinies. As a result, direct sourcing has become one of the hottest topics in the world of talent and work.

With an ever-increasing number of talent channels, including digital staffing marketplaces, traditional staffing vendors, professional services, talent networks, and social media platforms, the ability to match project requirements with available skillsets has never been easier. It has also never been more competitive or difficult to hire top candidates.  Businesses that harness the power of direct sourcing and talent pools have the ability to develop an agile, extended workforce which can be the key to truly thriving in these evolving times.

In 2021, Ardent Partners and Future of Work Exchange research found that 82% of all businesses felt the challenging times of the past two years increased the demand for extended and non-employee talent. This number reinforces the idea that workforce flexibility (and scalability) are essential links to economic progress in the now-chaotic, hyper-competitive global marketplace. And, in many ways, operationalizing that flexibility/scalability has become a driving force in enabling overall workforce agility. To do so, enterprises can tap into talent pools, marketplaces, clouds, and communities to enhance the work done by the trusted full-time staff; they can also leverage a range of services and other recruiting streams to build a dynamic talent acquisition process that can support crucial enterprise initiatives.

This is why direct sourcing has become such a powerful tool for business leaders today.

Truth be told, even basic direct sourcing programs can drive value through a combination of on-demand, plug-and-play talent, and hard-cost savings. But the pandemic’s impact on the workforce has dramatically accelerated market shifts. Today, talent is scarce and comes at a premium. As a result, workers are demanding greater flexibility from their employers. They are more focused on work-life balance, while also desiring greater independence. Among many things, the “Talent Revolution” indicates a seismic shift in power towards the worker and away from the employer…meaning that businesses require a more powerful, more flexible, and more scalable version of direct sourcing. Enter “Direct Sourcing 2.0.”

Now is the time for “Direct Sourcing 2.0,” the next generation of sourcing strategies that blend innovative solutions with a renewed focus on the candidate experience and an ability to use talent pools to populate the key projects and roles that require expertise and experience. Today’s business climate has accelerated the need for a reimagined approach to candidate engagement. As the market for talent continues to tighten amidst the lingering pandemic and a surging number of resignations, businesses find themselves in a new kind of “war for talent,” one that is far more extensive and complicated than anything experienced pre-pandemic.

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Let’s Demystify AI in Hiring

Artificial intelligence (AI) is one of the premier technologies under the Future of Work spectrum. Along with machine learning, AI has transformed the way businesses think about data and insights, adding an additional layer of depth that was previously out of grasp. As AI became more prominent within the business stratosphere, it quickly moved from merely augmenting existing “Big Data” strategies to becoming a means of transforming both tactical and strategic enterprise operations.

As talent became even more of a competitive differentiator over the years (especially in these evolving times), businesses realized that they required additional support in executing more educated talent-based decisions. Today, AI is prevalent in both full-time/traditional talent acquisition and within the extended workforce arena. Ardent Partners and Future of Work Exchange research finds that nearly 60% of organizations are effectively “blending” AI and human-led processes into the current hiring initiatives, with another 34% expected to do the same over the next 12-to-24 months.

I am excited to join Beeline and HiredScore next Thursday, February 24 (11am ET) for an exclusive webcast on demystifying the role of artificial intelligence in hiring and extended workforce management. I’ll be joined by Beeline’s Colleen Tiner (SVP Strategy) and HiredScore’s Athena Karp (CEO & Founder). We’ll tackle (and answer!) such questions as:

  • Can AI really help my program hire the best talent?
  • What will my legal team say?
  • How can we use AI safely without bias?
  • Are there laws regulating the use of AI for employment decisions that I need to know about?
  • How do I get started on this journey?

Click here or on the image below to register for next week’s event. Looking forward to seeing you there!

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Digital Staffing, Talent Marketplaces, and the “Elastic Workforce”

It’s no great secret that the many layers of talent acquisition and talent engagement have been transformed over the past two years. Businesses, dealing with both a “Talent Revolution” and “The Great Resignation,” continue wage war for skillsets and expertise in an on-demand economy that demands agility and flexibility.

Digital staffing solutions and talent marketplaces have been augmenting talent engagement for a number of years. Ardent Partners and Future of Work Exchange research have been covering, evaluating, and following these platforms for nearly a decade; we have discovered that adoption of these solutions has increased nearly 725% since 2015, a surefire marker of the high-impact, top-tier benefits of these platforms.

There’s a reason why talent marketplaces have become such critical pieces of the Future of Work puzzle: they drive true workforce agility, scalability, and flexibility. Future of Work Exchange research found that, in 2021, nearly 84% of digital staffing and talent marketplace users stated that their extended workforce drove true scalability and flexibility in the face of challenging times. Being able to plug-and-play talent as the market dictates is a powerful competency that can empower enterprises of all sizes with an ability to engage with many of the best and brightest minds in an on-demand manner. Throughout the toughest days of 2020 when uncertainty reigned, companies were constantly reshuffling their workforce strategies.

In 2021, those businesses that could effectively harness the power of a scalable workforce were the ones that entered 2022 with the ability to thrive during evolving labor market conditions. Best-in-Class organizations are 32% more likely to tap into digital staffing outlets for talent acquisition needs. These offerings are often considered enterprise-grade solutions that facilitate real-time and on-demand talent engagement with independent, freelance, or contract workers via a web-based network or portal. Talent marketplaces typically offer “white-glove” or high-touch talent management services (akin to Managed Service Providers) to help their clients source the best-fit talent for their project requirements as well as the automation of core workforce management processes (such as requisition management, talent pool development, and back-end financial operations).

I encourage you to join Bluecrew, Ardent Partners, and the Future of Work Exchange on Thursday, February 24 at 1pm CT for an exclusive webcast on the advantages of the talent marketplace model, its impact on building an “elastic workforce,” and the core workforce strategies required for successful extended workforce management. Click here on or on the image below to register.

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The Industry Is At A Crossroads

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

We are interconnected in all aspects of our lives, and work is no exception. We have become global citizens, and organizations are utilizing talent outside traditional full-time employees in record numbers. In fact, a company’s workforce is becoming inherently external, made up of episodic, variable, and dynamic engagements.

People are choosing careers that are no longer hierarchical or linear, and demanding flexibility in how and where they work. Similarly, companies want to capitalize on collaborating with a talent ecosystem that can deliver speed and value with highly-skilled, hyper-specialized workers.

Today, this looks like a large and complex network of extended global workers, spanning staff augmentation contractors, Statement of Work (SOW) project-based workers, independent consultants, freelancers, gig workers, and consultants. Now, it’s up to the enterprise to determine how best to capitalize on this new world of work.

Many companies are doing just that. New data from LinkedIn (via Forbes) finds there has been a 60% increase in “future of work” job titles and a 304% increase in titles where “hybrid work” has been included in the past two years. The job title Head of Future of Work was listed as one of the most in-demand job titles available today.

Once you have the people in place, leadership also must get on board with how all talent wants to be engaged. Today’s market “requires leaders to develop a much deeper empathy for what employees are going through and to pair that empathy with the compassion—and determination—to act and change,” said a recent McKinsey article on the role leaders play in understanding attrition. “Only then can employers properly reexamine the wants and needs of their employees—together with those employees—and begin to provide the flexibility, connectivity, and sense of unity and purpose that people crave.” Our findings support this to be true.

Finally, the next challenge becomes finding a technology that can support the risk, size, and complexity of today’s workforce. This must be done in a way that makes it easier to find, engage, and attract top talent while meeting them how and where they want to work.

As I’ve said before, it’s not just about managing suppliers and vendors and merely augmenting a contingent workforce management agenda on the world of talent, but rather looking at how to manage the workforce effectively in optimizing how work gets done.

Whether you believe in acquisition and consolidation of the VMS/EWS market to expand functionality or are skeptical of the “FrankenSuite” approach and believe a purpose-built system is favorable, many organizations find themselves at a crossroads now that almost half their workforce is made up of non-employee labor with no seamless, scalable way of managing it.

As companies compete for greater access to on-demand, agile, highly specialized talent at better rates, faster access to information and analytics, and the ability to meet today’s workers where and how they want to work is imperative.

Whatever companies decide, it’s clear workers need to be redeployed faster, have agency over their information (with PII and diversity top of mind for all parties), and have a positive user experience that makes it easy to come in and out of companies and projects with ease. This is the new world of work, and if companies don’t embrace the changes quickly, they may be left behind when it comes to finding talent that ensures their success in the market.

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“The Great Resignation” Is a Problem for All Businesses

I know, I know. We’re all getting sick of the phrase. It’s one of the main reasons why we need to look farther and deeper for why “The Great Resignation” is happening instead of pointing at the big, headline-inducing numbers. While we all wait with bated breath for the Bureau of Labor Statistics’ next report on resignations (the last one, which covered November 2021, showed a then-record 4.5 million quits in the United States), let’s take a moment to remember this:

The “talent revolution” is happening across all sectors and industries. I’ve heard conversations in which point to specific verticals as being more prone to quits than others, particularly areas like hospitality, restaurants, retail, travel, etc., considering that employees within these industries are more likely to desire flexibility, better pay, safer working conditions, better work-life integration, clearer career pathways, etc.

However, this discussion leaves so much more out of the equation. Take, for instance, this now-weeks-old article from The New York Times. It talks of the low-income sector’s turnover rates as a big reason why The Great Resignation was continuing to shatter monthly records consistently. But then we have this piece from my hometown Boston Globe, which finds that a booming local market (biotech, perhaps the “hottest” of industries at the moment) faces the same issues as other industries:

“About 16.5 percent of life sciences employees in Massachusetts voluntarily quit their jobs last year, a recent survey from research firm Radford found, up from 13 percent in 2018. Both figures are high enough to affect a company’s effort to grow.”

Massachusetts has become a hotbed of biotech giants and startups alike. It’s home to one of only two companies that offer an FDA-approved COVID-19 vaccine (Moderna). And it’s now facing the same staff shortages and turnover rates that other industries have been experiencing for nearly a year.

One critical, yet overlooked, reason why The Great Resignation continues to be an annoying issue is no business leader wants to believe it’ll happen to his or her industry…until it actually does, and by then, the numbers will point to the fact that it’s been happening for quite some time, right under their noses. All the more important, then, that enterprises attack this problem right at its foundation: talent.

Look at the media/relations/advertising industry (or industries): this fantastic article at AdAge is FILLED with quotes from leading ad execs that all state a common refrain. They understand that the market is shifting, that talent acquisition must change (and change quickly), and that Future of Work attributes, especially the extended workforce, are a means to success during these strange times:

“One potential upside that Ad Age reported on last year was that ad industry turnover isn’t a true “brain drain”—employees might not be qualifying for W-2s, but because contract work is thriving again, many are leaving staff jobs for freelance. In fact, an estimated 50% of the ad industry could be freelance within the next decade.

“We see the hybrid workforce as a win/win,” says Brett Channer, founder and CEO of Mass Minority. “As we grow across North America, this gives us access to a wider range of talent representing the market we serve.” For anyone who might see an increase in various state income tax requirements as a deterrent to freelance or location-agnostic hiring, Channer notes that though “it does add cost to our payroll operation, those costs are lower than the overhead to office these people.””

Purpose is a big contributor to the Talent Revolution. Flexibility is a core ideal, as well. Remote and hybrid work are non-negotiable at this point. These are the foundational aspects of what talent wants, what talent needs, and what talent will not sacrifice in 2022 and beyond. The Great Resignation is not just an issue for specific industries or verticals, but rather all enterprises within corporate America. If businesses can welcome the transformation of talent, harness the power of Future of Work strategies and tools, and truly embrace the workforce shifts happening today, there is hope that The Great Resignation will be looked back on as a watershed moment for workers in these progressive times of the past two years.

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Digital Workspace Leader Citrix Acquired for $16.5B in Private Equity Deal

If there’s anything the business world has learned over the past two years, it’s this: the very concept of “work” is an evolving, organic idea. It’s a living, breathing entity that is actively founded on the principles of market progression, the dynamics of talent and the workforce, and, most importantly, the very way “work” itself is optimized for better business outcomes.

The Future of Work has been defined as many things, but its core definition is as follows: modern business can be transformed for the sake of efficiency and effectiveness through the evolution of new talent-based strategies (particularly the extended workforce), the advent of disruptive technology and innovative tools, and the overall reimagination of business thinking and mindsets.

The COVID-19 pandemic had many, many ramifications on the world of work, however, none greater than the remote work awakening. Future of Work Exchange research has found that, during pre-pandemic times, nearly 21% of the average enterprise’s total talent base (FTEs and extended talent) was operating in a remote or hybrid environment. Going into 2022, that number has more than doubled; 43% of all enterprise talent are currently working remotely or in a hybrid work infrastructure.

Citrix has long been a forerunner of the “digital workspace” industry since its founding in 1989. Today, the tech behemoth is a staple of unified communications and automation, providing virtual desktop technology to nearly 400,000 customers across the world, including 98% of the Fortune 500.

Yesterday, news broke that private equity firms Vista Equity Partners and Evergreen Coast Capital had acquired Citrix for $16.5 billion in an all-cash deal. The plan is to match and merge Citrix’s wide range of digital workspace and unified communications tech with TIBCO, a Vista portfolio company that seamlessly integrates applications and data across the enterprise technology infrastructure.

“The combination of TIBCO with Citrix will be a game changer. Over the past three decades, Citrix has established itself as the leader in remote work, providing secure and reliable access to all the applications and information employees need to get work done, wherever it needs to get done,” said Tim Minahan, Executive Vice President of Business Strategy, Citrix. “With the addition of TIBCO’s connected intelligence capabilities and solutions, we can enhance our digital workspace platform and the results we help our customers to achieve.”

The essence of this acquisition is a straight Future of Work play: Citrix will have additional technological support to expand its virtual desktop platform with the necessary arsenal to provide real-time intelligence, seamless integrations, and enterprise-grade security in a digital working environment.

A source close to the deal confirmed this vision. “[The acquisition] is certainly a testament to the overall strengths of the [Citrix] platform and the executive team’s long-term vision of where the product can go during these evolving times,” the source said, adding that “this is a “proof of delivery” of the remote work work model.”

This is a Future of Work gamechanger, for sure. The acquisition, and subsequent merger, means that Citrix’s incredible breadth of workspace technology can be buoyed by TIBCO’s cloud-fueled integrations and real-time data and intelligence. These two facets, in a convergence unseen in the enterprise solutions market, is a transformative shift towards a more secure, more flexible, and, most importantly, a more agile, hybrid cloud infrastructure for businesses across the world.

Additional Future of Work Exchange analysis:

  • One of the biggest “knocks” on the digital workspace/remote work environment is its lack of enterprise-level data security. TIBCO’s robust strengths in this critical attribute will help Citrix expand its overall reach to include those organizations that were once trigger-shy when it came to a hybrid workplace due to concerns over security of financial data, intellectual property, etc.
  • The concept of “better business outcomes” has long been a core Future of Work mindset. The Citrix/TIBCO merger translates into the ability to “blend” virtual workspace technology with agile analytics and intelligence….meaning that, no matter where a professional is located, they can make more educated business decisions by tapping into the same stout data that is available when tethered to an in-person IT infrastructure.
  • With the extended workforce expected to comprise half of the average company’s total talent pool by the end of the year, this deal reinforces another Future of Work shift, one that relies heavily on non-employee remote workers that require access to enterprise systems, IP, data, and other critical assets in order to get work done effectively.
  • This deal, which taking into account the combined Citrix/TIBCO solution, is the largest ($25 billion) private equity deal in enterprise tech history. The move displays a level of utmost confidence in Citrix’s current and future ability to deliver on its greater Future of Work vision.
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The Extended Workforce is a Cornerstone of the Future of Work

Over the past several months, I have been focused on (amongst many other research findings) a key statistic in Future of Work Exchange research: 47% of the average organization’s total workforce is considered “extended” or “non-employee.” This means that nearly half of the staff surrounding you (or, of course, working remotely) is comprised of temporary staff, SOW-based labor or professional services, gig workers, independent contractors, freelancers, etc.

Back in 2014, based on the trajectory of the growth of the contingent workforce, Ardent Partners had boldly predicted that it was a matter of when, not if, this workforce comprised half of the average company’s total staff. “Accelerants” along the way, particularly the growth of digital staffing, advanced Vendor Management Systems, Managed Service Providers expanding their breadth of offerings, and direct sourcing, all played vital roles in pushing the extended workforce to where it is today.

Of course, the pandemic played a role, too, in that more and more businesses found that the best way to be agile, and the best way to scale their workforce up and down as the market dictated, was to heavily-involve extended talent into their organizations. Future of Work Exchange research found that 82% of enterprises derived true workforce scalability and flexibility from extended talent throughout 2020 and 2021, with another 70% of businesses stating that the extended workforce assisted them with “business continuity” initiatives in the face of uncertain economic times.

That’s right: the extended workforce wasn’t just a way for businesses to leverage on-demand talent when and where they needed it…it was a way for enterprises to survive and thrive when the world was in utter chaos.

There are other critical aspects related to work optimization that were accelerated due to pandemic times, including remote and hybrid work becoming table stakes, DE&I becoming more integrated into core talent acquisition initiatives, and the rise of the empathy-led, inclusive workplace. These are all crucial attributes of the Future of Work that have been, since this site launched, significant conversation pieces around how enterprises effectively get work done.

Think about it: the Future of Work movement has always followed, amongst other key focal areas, a considerably powerful mantra. Optimize how work is done. In both the good times and the bad, non-employee talent has been there to help businesses maintain continuity, support resiliency efforts, and, most importantly, serve as a talent-fueled boost to true workforce scalability. Getting work done today means tapping into the very strategies that support Best-in-Class extended workforce management, including:

  • Boosting candidate experience and hiring manager experience efforts with “Direct Sourcing 2.0” technology and approaches.
  • Applying the next-generation functionality and purpose-driven technology of today’s extended workforce platforms to both tactical and strategic elements of extended workforce management.
  • Deriving value from integrated workforce management systems that can play “platform” roles in managing all facets of the extended workforce, from direct sourcing and SOW management to DE&I.
  • Providing upskilling and reskilling opportunities to talent pool candidates as a way to enhance talent redeployment efforts.
  • Developing true talent sustainability that can blend total talent intelligence with talent nurture processes to ensure that all networked workers are amiable and open to reengagement for new and/or continued projects and initiatives.

The extended workforce will soon comprise half of the total global workforce. As enterprises continue to optimize how work is done, this workforce will continue to be a crucial cornerstone for the Future of Work movement.

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