I had a wonderful opportunity to join Beeline’s Chief Procurement Officer, Mike Schiappa, on the CPO Open Mic podcast. In what ended up being one of my all-time favorite discussions, Mike and I chatted about “The Great Resignation” (and how it will become “The Great Resettling”), the growth and impact of the extended workforce, why direct sourcing should be top-of-mind, and how business leadership needs to be more human. Tune in!
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.
Back in February, I joined Beeline and HiredScore for an exclusive webcast on demystifying the role of artificial intelligence in hiring and extended workforce management. Beeline’s Colleen Tiner (SVP Strategy), HiredScore’s Athena Karp (CEO & Founder), and I discussed how AI could be leveraged to enhance hiring, drive total talent intelligence, and combat the ramifications of The Great Resignation. If you missed the webcast, we’ve got you covered:
When we take a 30,000-foot purview of what’s happening right now regarding “The Great Resignation,” it looks pretty dire: nearly four-plus million workers have left their positions each month since October of last year. Not counting numbers for March (which have not yet been announced by the Bureau of Labor Statistics), that’s nearly 16 million people who have resigned, quit, etc. over a four-month period.
Economist Arindrajit Dube recently sparked an interesting discussion on why he believes that The Great Resignation is more of a “Great Reshuffling,” given that data points to workers’ resignations concentrated in industries such as retail, restaurants, hospitality, mining and logging, etc. And, interestingly enough, just last week, he tweeted:
There is no Great Resignation … people are not leaving the workforce. Prime-age employment rate is back to 2019 levels! What we have is a Great Reshuffling: workers moving to better paying jobs. That’s what a competitive labor market actually looks like!
So, if we were to agree with Dube, the approach towards what’s happening right now would look something like this: workers, unhappy with wages, left their positions en masse for better compensation, creating a “weird” labor market that is now competitive compared to the disconcerted workforce foundation that we experienced earlier in the pandemic.
I’m not one to disagree with a talented economist who bases his public insights on hard data. However, I’d like to throw some additional thoughts onto the pile to reflect some of the other influences on The Great/Greatest Resignation. For one, Dube’s only miss in his statement is that there’s so much more to resignations than compensation. In fact, we’ve talked about them (at-length!) here at the Future of Work Exchange. Purposeful work, flexibility, remote and hybrid work options, etc.…these are absolutely critical facets that contribute to the ongoing, massive numbers of resignations.
What many pundits seem to be getting at in their messaging is this: why is the labor market so competitive even though 16 million workers (not including those who had done so in March) left their positions voluntarily over the past several months? Is The Great Resignation even real?
Well, yes, it is. We just cannot argue with the fact that millions of people left their roles; the numbers are there to prove that. It’s what’s happening after the resignations that is so vitally important. This is where I feel what is happening is more of a “Great Resettling” rather than a “Great Reshuffling,” as workers who have left their jobs are “resettling” themselves within a different dynamic.
Economist Dean Baker brought up an interesting point in an article from a few weeks ago, stating, “The number of people who reported being self-employed (both incorporated and unincorporated) in March was 618,000 above the average for 2019. The fact that self-employment remains high, even as the labor market has tightened enormously, indicates that self-employment is a choice rather than an act of desperation.” (Future of Work Exchange research discovered this, as well, back in the summer of 2021: 43% of the workforce was considered “non-employee” before the pandemic and increased to over 47% during it.)
The word “choice” in that statement means all of the difference between “reshuffling” and “resettling.” A great reshuffle, at least to me, would mean that workers are moving in vastly different pathways than they were in pre-pandemic times. A great resettlement means that:
Figuratively, the “dust is settling” right now. If the March resignation numbers mimic those of November, December, January, and February, we’re still operating in Greatest Resignation mode, with workers about to rethink their future pathways aiming for a more settled foundation for the second half of 2022.
Actually, today, professionals are settling into positions that satisfy long-desired urges, including flexibility, empathy, and purpose. The Great Resettling seems to be a more on-the-nose phrase to use, since it encapsulates the ways workers are settling into extended/contingent roles, independent positions, and solo-preneur/entrepreneur ventures.
Beeline has long been a pioneer in the world of workforce management technology. The solution and its offerings have evolved to fit the dynamic needs of the global workforce and the enterprises that leverage the platform to find, engage, source, and manage the growing extended workforce. I had the opportunity to chat with Beeline’s Colleen Tiner, a visionary executive specializing in human capital management technology. She leads Beeline’s business, product, and partnership strategy functions to identify, assess, and drive collaborative development of new solutions that create value for every Beeline customer.
Christopher J. Dwyer: You’ve experienced first-hand how the past two years have played out for businesses regarding their workforce, talent, operations, etc. What has surprised you the most as you look back?
Colleen Tiner: The speed at which companies adapted to change successfully has been remarkable. Some companies, like those in logistics and technology, were faced with unprecedented demands for talent at unprecedented speed. We saw great resilience within our clients because they maximized technology, leveraged their mature supply channels, and implemented new innovative strategies like direct sourcing. The past two years, while a difficult time for many, has also been a catalyst for innovation and business transformation.
The imbalance of demand and supply for skills combined with wage inflation has also been a catalyst for significant bill rate increases. In IT, throughout 2021 we saw supplier bill rates increasing steadily about 2.5% to 3% over the prior year. In light industrial, we saw rates increase by double digits between 11% and 13% over the prior year. This really shines a light on how the processes of building rate card models is outdated. Many clients are examining how to shift to dynamic rate negotiations based on market trends, which makes real-time market rate analytics for bill and pay rates more important than ever.
CJD: We’ve seen so many accelerants over the past two years, from remote and hybrid work to the focus on talent quality. What does this say about the current “state of work”?
CT: Talent acquisition teams, procurement, and their business stakeholders are looking to technology to enable them to “do more with less.” We have not seen this let up. In this new state of work, finding quality talent, bringing them into the organization, and getting them engaged and productive as quickly as possible is the top priority. If you can’t support your business strategy with the talent you need, cost savings is moot. This is giving way to creativity in upskilling and cross-skilling, and to relaxing previously exclusionary requirements like specific degrees and certifications. I see a real “talent-first” approach to contingent workforce programs – of course compliance and cost control are still relevant, but they aren’t the only purpose. HR and procurement leaders have become strategic business partners to their stakeholders.
CJD: A year ago, Beeline introduced its Extended Workforce Management platform; how does it differ from the VMS functionality that the solution is known for?
CT: A typical VMS centers on the requisition, automating workflow and enforcing policy rather than fulfilling the skill needs of the business. Conversely, the extended workforce platform centers on talent and on enabling suppliers, clients, and MSPs to facilitate fulfilling talent needs through a myriad of processes, types of engagements and worker classifications given the skills needs of the business. So, while it does address all the necessary workflows and policy needs, the emphasis is on optimizing the contingent workforce as a strategic asset to the business. That includes providing access to more talent, redeploying proven talent, recommending where to find talent, engaging that talent, and measuring the impact of that talent, including on your DE&I strategies.
We’ve all seen this shift from process automation to talent-centered strategies coming for some time – and we had been evolving to be ready for that shift since 2018. I believe the acceleration of talent scarcity and workforce flexibility needs as an outcome of the pandemic, as well as greater focus on extended workforce diversity, made talent-centered strategies for extended workforce management a reality much sooner than anyone anticipated. The future of work is now.
Beeline’s Extended Workforce Platform solves the complexities of managing the entire extended workforce today, including both assignment-based and shift-based labor, and contemplates the needs of the future by incorporating latest innovation and premier partner products.
From a technology perspective, the platform drives greater ROI through exceptional end user experiences that decrease training time by up to 50% and by enabling efficiency so customers and providers can rapidly scale to contingent workforce demand. For example, one of the platform’s AI-powered features includes the CV/Resume Visualizer, which can make resume screening ten times faster and more accurate by analyzing, comprehending, and highlighting key decision criteria instantly.
CJD: I remember you and I having some wonderful discussions at Beeline’s user conferences over the years. One thing that has always been abundantly clear to me is your passion for the technology side of the industry.
CT: I love the technology side of the industry because technology is the great enabler. When we can use technology to better connect our clients, supplier and MSP partners to talent, everyone wins. You will hear us talk about our vision and mission: every person, given the right opportunity, is capable of greatness. Every business, given the right talent, is capable of superior outcomes. Our trusted platform connects businesses to the remarkable talent within the global extended workforce. Beeline lives this vision and mission. And this is why I’ve been in this industry and with Beeline for more than 17 years.
CJD: Direct sourcing has become one of the hottest topics in our industry. Where do you see this program, and, by extension, the technology, going in the months ahead?
CT: Direct sourcing is in an exciting growth stage fueled by the demand for skills and the technology that enables directly engaging extended workers. Direct sourcing enables you to supplement your trusted supplier lists with a direct channel to talent attracted to your brand. We’ve seen clients in pharma, banking, and high-tech realize tremendous success using a technology-enabled direct sourcing strategy. Probably the most notable benefit has been significant time savings, reducing time to fill by about 7 days.
What I see next is an opportunity to enable clients’ trusted suppliers with the technology and advantages that have enabled direct sourcing success. This gives them an easier way to interact with their worker populations, ultimately allowing them to bring in more of the right talent quickly. We can help them cut time and cost out of the process and everyone wins.
CJD: If there’s one big thing we’re not thinking of right now regarding the Future of Work, what is it?
CT: We need to dig deeper on the talent scarcity assertion. Is it really that talent and skills are scarce – or are the skills and talent there and we are just not opening our minds and processes to meet them where they are? Are the strategies being used to find, attract, and evaluate talent outdated? Do you treat your connections and channels to talent as “lead sources” or do you treat them as one-and-done processes? When you have 50 candidates for any position, do you choose one and let the others fall back to the competition or do you explore connections to other needs? Are the processes we use for communicating opportunities, interviewing, and engaging talent making companies clients of choice? Are your requirements for skills speaking the same language as the talent you are seeking or are you alienating great talent by having outdated requirements?
Connect with Colleen on LinkedIn and visit www.beeline.com for more information on Beeline’s solutions.
Over a decade ago, I developed one of the staffing and HR industry’s first full-scale research studies on total talent management (TTM), the programmatic concept that entails blending HR, procurement, and talent acquisition competencies under a single umbrella to find, source, engage, and manage both FTE and non-employee talent. Total talent management, by definition, requires this functional convergence on top of integrations between core workforce management systems and solutions, like VMS, ATS, RPO, and HRIS.
While total talent management has long sounded ideal on paper, its adoption has never really taken off in the 10+ years I’ve been writing and researching the program and its innerworkings. In any given year from 2012 up until late 2021, less than 15% of organizations had some semblance of total talent-like capabilities, which include consistent procurement and HR/talent acquisition collaboration, some integrations between HR and workforce systems, and converged talent intelligence (a miniscule percentage, perhaps less than 2%, have a fully-fledged program that has been in place for multiple years).
The typical knock on total talent management is that the two sides of the talent coin (FTEs and non-employees) represent two very different sets of guidelines and strategies. A standard criticism is that an organization would never apply core human capital approaches such as learning management and succession planning to its contingent workforce, nor would they cross any lines that would violate federal and regulatory policies concerning relationships with independent contractors and freelance talent.
At this point, nearly a third of the way through 2022, shouldn’t we be ready to take on total talent management given the vast transformations across the world of talent and work?
Last year, the Future of Work Exchange highlighted how total talent intelligence was an excellent “gateway” into the realm of total talent management:
“Thinking about integrations, cross-functional coordination, blending core HR and contingent workforce management competencies, etc. can be maddening, for sure. This is why, especially in today’s strange business world, enterprises should consider taking a much more streamlined path and prioritize total talent intelligence as an initial cornerstone for what could blossom into full-blown total talent management in the months and years to come. In essence, total talent intelligence gleans valuable worker-based insights from both FTEs and non-employees by harnessing collective data from Human Resources Information Systems (HRIS), Vendor Management Systems (VMS), time and attendance solutions, Applicant Tracking Systems (ATS), Freelancer Management System (FMS), and similar platforms to gain the deepest possible view into an organization’s total talent pool.”
If total talent intelligence remained a viable “first step” into total talent management given the transformation of work and talent, shouldn’t the next logical step entail working closer to developing a true TTM program? Consider that:
Total talent management has long been a concept that bordered on the theoretical. In years past, there was an industry-wide acceptance that the many intricacies of the program could not effectively work together; however, in the past two years, the world of work and talent has been transformed. Total talent management should be considered a viable and powerful way to merge the contingent workforce, HR, and talent acquisition competencies, capabilities, and technologies required to attract and retain talent, as well as manage that talent effectively on a global and remote scale.
“Transformation” has become a common theme in the world of talent and work. Businesses are grappling with how to effectively manage a consistently-shifting labor market that has become volatile in the wake of The Great Resignation. A major by-product of the ongoing “Talent Revolution” is that more and more talented professionals are choosing a more flexible career path; with this influx of new extended talent, businesses must balance critical attributes such as contractor compliance, adherence to federal and regulatory and labor laws, and, of course, talent visibility.
I had the opportunity to chat with Jason Posel, CEO and founder of GreenLight, a leading technology platform focused on workforce management, global freelancer payments, worker classification, and regulatory compliance, about the Future of Work, the extended workforce, and more:
Christopher J. Dwyer: Jason, it’s great to chat with you. Tell us a little bit about yourself.
Jason Posel: I’m originally from London, but have spent the majority of my career in the United States – split between Palo Alto and Miami. I’m what they call an industry veteran within the staffing industry. I led a company that did what we do at GreenLight with legacy technology for big names and managed over one billion dollars in spend for them.
CJD: You’ve been in the workforce management technology space for a number of years. If anything, the past two years have brought about incredibly change in the world of talent and work. From your vantage point, what has been the biggest transformation?
JP: I think one of the biggest changes is the worker’s mindset. They want to be independent. In most cases, that’s not possible; labor laws make things complicated and there simply isn’t the infrastructure to make operating as an independent contractor easy. No one who decides to take control of their own careers wants to have to deal with taxes, benefits, invoicing, timekeeping, insurance, etc. That’s why we are focused on fixing this infrastructure gap: by connecting onboarding and risk management with the tools and benefits that people need to be independent.
CJD: The extended workforce is drawing ever closer to encompassing half of all global talent within the enterprise realm. As GreenLight focuses so much on compliance and visibility, what’s the best pathway forward for businesses that want to tap into this growing, agile workforce?
JP: They need to make sure they offer a great experience to their extended workforce – as close as it could get to being an employee. Great HR support, great benefits. You want your extended workforce to be flexible, but you still need to make an attractive offer to make sure they don’t leave before you capture the ROIs of onboarding them. The post-hire experience for contractors is so laggard, especially compared to the innovation focused on finding talent. It shouldn’t be…and we are changing that.
CJD: One of the most impressive attributes of the GreenLight platform is its dynamic slew of functionality that is tailored for the modern workforce.
JP: Yes – the people that take advantage of the extended workforce that goes through GreenLight are educated buyers. Unlike SMEs or startups, they care a lot about risk and work with us to make sure they get exactly what they need. GreenLight’s value proposition goes beyond paying payroll with one click; our platform needs to be ready to accommodate the needs of each of our clients. We’ve been an incredibly intuitive platform with a huge focus on the user experience. We built features specific to managing the unique needs of the contingent workforce, and we made it all accessible through APIs, so we can easily integrate with any type of talent matching technology – direct sourcing, VMS, ATS, and marketplaces. We also offer AI-powered worker classification, integrations with partners like Checkr for background checks, and Berxi for business insurance.
CJD: I’d like to chat a bit about the evolution of talent and how so many more organizations are leveraging talent marketplaces, digital staffing, and human cloud offerings. How does GreenLight provide its users with real-time visibility into these talent sources?
JP: Large enterprises don’t want to have to use another platform, so we bridge the technology gap by integrating with the tools companies already use to source talent. The data that our clients need is then easily accessible either through our UI or via API.
CJD: It’s obvious by now that the average enterprise has experienced a very sharp uptick in the utilization of global, remote freelancers. How does this affect the impact of global payments technology?
JP: This uptick you mention has made apparent the need for new infrastructure that allows companies like us to send and receive payments in a seamless way, with great reporting tools, and with APIs.
CJD: What’s a Future of Work prediction you have for the second half of 2022?
JP: Lots of niche talent marketplaces that focus on one single job function will be born. Those who land big clients that care about risk will need to use platforms like GreenLight to grow. We’ve met platforms that believe they don’t need to care about everything that happens after the job match-makings they facilitate, but come back after a few months to us when they are ready to scale.
Connect with Jason on LinkedIn and visit www.greenlight.ai for more information about GreenLight and its technology.
The path to Direct Sourcing 2.0 is rooted in the idea that data should drive talent-led decision-making. Most next-generation direct sourcing programs leverage AI-driven functionality to enable a more robust picture of available skillsets, improve the matching of available skills with open positions and project requirements, streamline the assessment of candidate skills and expertise, and enhance worker intelligence. The majority of businesses see AI and advanced analytics as a catalyst for Direct Sourcing 2.0 over the next two years, as discovered by Ardent Partners and the Future of Work Exchange.
An employer’s brand can be a catalyst for talent transformation because it can be used to attract talent and maintain an allure as non-FTE workers shift in and out of enterprise projects. Direct Sourcing 2.0 builds on brand concepts and pushes them to a higher level by using AI and analytics on candidate data to improve messaging, increase support for diversity initiatives, and gain a clearer picture of the worker expertise available in the market. Our research shows that:
Vendor Management System (VMS) technology, along with Managed Service Providers (MSP), are typically considered the two most traditional and widely-used solutions in the greater workforce management technology market. Rightfully so: each of these on their own drive services-based (MSP) and end-to-end automation (VMS) for their clients in such a way that there may never be a time when Best-in-Class organizations aren’t utilizing one of the two (or, in many cases, both) to gain visibility and control, and, of course, optimize, the way extended talent is brought into the organization and ultimately managed.
Today, the landscape looks much different than it did even a couple of years ago. The pandemic brought about revolutionary change in how executive leaders perceive their operating structures, finances, technology utilization, and, critically, their workforce. The talent acquisition arena has been permanently altered, with enterprises finding that there is so much more to engaging top-tier talent than simply filling out a job requisition and expecting candidates to flock to open roles.
“To remain competitive, businesses must brace for more dramatic changes than ever before,” said Sunil Bagai, CEO of Prosperix. “The rapidly-evolving landscape requires new solutions and ways of thinking that allow businesses to become more agile, resilient, and more capable of meeting the seemingly endless demands today’s business landscape presents.”
When we examine the talent technology market today, there are many variables that have accelerated just as quickly as those Future of Work attributes (such as remote work, hybrid workplaces, etc.) that were quickened due to the pandemic’s far-reaching grasp. Talent marketplaces and digital staffing platforms enable users with on-demand and real-time access to pre-vetted, top-tier talent that align with dozens of project- and role-based perquisites.
Direct sourcing solutions actively assist enterprises with the ability to curate known and new talent into talent communities, nurture those communities with relevant and engaging content, and ensure that all recruitment streams leverage these talent pools. “Direct Sourcing 2.0,” a concept heralded by the Future of Work Exchange as the next iteration of direct sourcing, involves the application of artificial intelligence, machine learning, and other innovative functionality to drive repeatability and scalability of core direct sourcing mechanisms.
Within 2022’s evolving world of work and talent, San Jose-based Prosperix is taking all of the above into consideration as it launches its new “VMS Network” offering. Prosperix’s core VMS solution is not just a standalone VMS platform, but rather an extended workforce management tool that enables a dynamic connection between enterprises and talent via a robust, on-demand network of suppliers, candidates, and businesses.
“When we built our VMS Network solution, we understood that providing exponentially greater access to talent would be a game changer. And that’s proving to be the case,” Sunil said. “Clients become a node in an open, connected network where their jobs are matched to a network of suppliers and talent pools. This network effect enables jobs to be filled in record time, with amazing quality, and at lower costs. Additionally, the interconnectedness of the network allows us to leverage data and algorithms in ways that were not possible with siloed VMS systems. This is revolutionary for the industry, and we are excited to be the first to bring this compelling new technology to market.”
The Prosperix VMS Network is unique in the sense that it effectively blends a fully-digital talent network (akin to what most talent marketplaces offer) with a powerful, end-to-end series of functionality that leverages modernized reporting, analytics, and intelligence that drive better business outcomes and better matches between candidates and open positions/projects.
And, on top of those features, Prosperix leverages a candidate-centric approach that provides, among other things, candidates with their own career dashboard where they can apply to matched jobs across an ecosystem of clients and stay up-up-to-date on their job applications. This is aligned with the company’s overall purpose as a technology platform: to fuel human, workforce, and business prosperity.
As we wrote about the solution in 2021 upon its rebranding: “Prosperix’s messaging is incredibly unique in today’s workforce solutions market, leading with an edge that differentiates the company from others in the space. Understanding that it is the convergence between the “human” and “technology” elements of workforce management that will help both candidates and businesses prosper in the face of continued evolution across the greater world of talent and work.”
“I don’t think any business is standing still today. Most are adapting just to survive, and those that embrace change as the norm have the potential to thrive. Our VMS Network makes it possible for businesses to achieve greater scalability, agility and resilience, so they can more easily manage the expected while being better-prepared for the unexpected. And they can do all of this while attaining extraordinary hiring outcomes,” Sunil said.
Ardent Partners and the Future of Work Exchange believe that there is still much, much more change ahead for the world of talent and work. As “The Great Resignation” continues its rampage and the “Talent Revolution” becomes a foundational element of the Future of Work movement, solutions like Prosperix will be a guiding light for enterprises that not only want to tap into the power of the extended workforce, but also leverage next-generation technology to drive workforce prosperity.
The Future of Work is many things: technology, transformation, work optimization, innovation, collaboration, and, of course, talent. Depending on who you’re talking to, the Future of Work movement’s nexus could be defined as any of those previous attributes, and rightfully so: technology and innovation drive the optimization of how work is done, while the transformation of business leadership translates into an enhanced ability to retain top talent while attracting new skillsets and expertise.
The extended workforce has long been a critical realm within the concept of the Future of Work, fueling a strategic approach towards talent management that has a variety of key benefits ranging from shorter-term engagement, more focused projects and initiatives, access to the world’s deepest skillsets, and the traditional cost savings that have long been associated with this type of labor.
And, speaking of the “traditional” aspects of the extended workforce: the Future of Work Exchange defines this talent as the natural evolution of the contingent workforce, meaning that, at its core, this workforce is still comprised of non-employee talent, however, its impact, value, flexibility, purpose, and accessibility have all progressed to become key elements of the Future of Work movement (even more so than ever before).
There has been so much transformation over the past two-plus years regarding the way work is done, from the absolute domination of remote and hybrid work to massive changes within the realm of business and executive leadership. We’re now two years deep into a pandemic that is finally (hopefully?) just beginning its escape from its “emergency” phase into one that is, again, hopefully more livable. Other aspects of the Future of Work, specifically changes in leadership and the realm of innovation and new tech, have clear pathways ahead of them.
The question remains, then: where does the extended workforce go from here?
The extended workforce of 2022 and beyond is a force that will continue to grow in size, scope, impact, and value. Future of Work Exchange research pegs contingent labor at 47% of the average company’s total workforce, a statistic that is only expected to grow in the months and years ahead. When we’re talking about nearly half of all talent that is found, engaged, and sourced via this realm, we’re essentially discussing a critical piece of the Future of Work puzzle that should be considered the contemporary nexus of all things related to how work is addressed and done.
Consider that business leaders are experiencing the most volatile labor market of their careers, with a dearth of options for filling critical positions as The Great Resignation continues its rampage. And, too, the Talent Revolution is becoming more of a reality for enterprises as workers fight for better conditions, more flexibility, and enhanced benefits. The extended workforce already sits within the crucial inner-workings of the Future of Work movement and will continue to drive value if enterprises:
Perhaps the most interesting facet of today’s extended workforce is the fact that technology and innovation are abound: only several years ago, the technology landscape for managing the contingent workforce focused more on the tactical elements of this realm of talent. Today, it’s a much different story.
Platforms like Utmost are bringing a Future of Work-first focus to how business leverage their non-employee workforce to get work done. Beeline continues to progress its technology to match the evolving needs of HR, procurement, and talent acquisition practitioners. PRO Unlimited (who just made another major move this week) continues to expand its innovative platform philosophy. Prosperix just unveiled its VMS Network solution, which seamlessly connects businesses, talent suppliers, and job candidates together in its unique ecosystem. VMS solutions like Eqip, VectorVMS, FlexTrack, Pixid, and ELEVATE are also offering technological differentiators to the extended workforce solutions marketplace.
WorkSuite has a powerful engine from its Shortlist days (and a business outcome-focused variety of technology), while once-traditional talent marketplaces such as Upwork, Toptal, Bluecrew, and Talmix offer enterprise-grade innovations that represent the fluidity, flexibility, and long-range strengths of the extended workforce and freelance talent.
Ardent Partners and Future of Work Exchange research finds that nearly 80% of leading organizations are currently leveraging digital staffing channels and talent marketplaces to fuel their talent acquisition strategies. And in today’s hyper-competitive, Great Resignation-led labor market, enterprises require on-demand solutions that not only align with their talent-based needs, but also support greater extended workforce management processes, operations, and programs.
Last month, the Future of Work Exchange partnered with Bluecrew for an exclusive webcast focused on the role and impact of talent marketplaces and digital staffing within the Future of Work movement. If you missed the event, now’s your chance to check it out: