Talent Archives - The Future of Work Exchange

Fractional Executives Filling Critical Leadership Gaps

Business Leadership General Insights Talent Talent Acquisition by John Yuva on 06/17/2024

The Future of Work is shaped by several evolving workplace trends. We’ve spoken about many of them on The Future of Work Exchange and CPO Rising websites. Today, in part one of two, we’re exploring the topic of the fractional executive — a game-changing role for organizations lacking executive expertise.

The fractional executive serves as a flexible and on-demand approach to talent acquisition. Whether it’s a role such as a chief marketing officer (CMO) or chief procurement officer (CPO), businesses now have scalable talent options to execute critical programs and initiatives.

Consider the fractional CPO. Small- to medium-sized enterprises (those with less than $50 million in revenue) that lack a mature or formal procurement department can source the services of a fractional CPO who provides similar expertise as a permanent executive but at a lower cost. Whether it’s a part-time or project-based position, businesses can secure this essential role and its associated insights, making it attainable for any sized organization. A fractional CPO can deliver a variety of benefits, including:

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Introducing a New Subscription Model from the Future of Work Exchange.

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

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Talent Experts on FOWX — The Current and Future State of Direct Sourcing and More

Business Leadership Direct Sourcing Diversity and Inclusion HR Podcast Solution Providers Talent Technology and Innovation by John Yuva on 03/14/2024

Our “Talent Expert Series” on FOWX features podcast excerpts of today’s Future of Work thought leaders who appear on The Future of Work Exchange Podcast. The series continues with an excerpt from Season 7, Episode 15 featuring Christy Forest, CEO and Executive Director at LiveHire, who discussed the current state of direct sourcing, the future of this high-impact strategy, the reality of total talent management, and much more.

Click to listen to the full interview. Note that this excerpt has been edited for readability.

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Introducing a New Subscription Model from the Future of Work Exchange.

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Adopt the Lifelong Learner Mentality

Business Leadership General Insights Talent by John Yuva on 02/01/2024

The early weeks of the new year are an ideal time to reflect, revise, and rejuvenate. What professional goals do I want to accomplish in the new year? Where am I in my career trajectory? Do I have the skills and knowledge to meet my objectives? These are all relevant and important questions when assessing one’s professional future. However, what if you could keep those questions at the forefront all year, every year, throughout your professional life — with goal assessment and attainment a constant? Adopting a lifelong learning mentality makes professional development a daily driver and career advancement a priority.

Adaptability to Shifting Trends

Lifelong learning is a growing aspect of the Future of Work as shifting workplace trends require greater adaptability. As such, workers are taking more control of reskilling and upskilling efforts to remain ahead of the curve. In fact, according to ManpowerGroup’s 2023 Workplace Trends Report, 57% of employees are pursuing training outside of work.

“What’s important to people is that they have the relevancy of skills that are marketable today as the world of work evolves,” says Nimo Shah, director of MyPath and Experis Academy for ManpowerGroup.

Personal Growth, Employee Retention

Becoming a lifelong learner involves making professional development and discovery an ongoing initiative. It can mean dedicating a portion of the week to reading about new technologies or trends online, joining a networking or professional group, or enrolling in a class or certificate/degree program to learn new skills. Whatever the path, it’s about commitment to personal and professional growth. This can pay dividends when growing one’s professional brand and deeper connections within the enterprise.

An article by Georgia Tech’s Professional Education department, states, “As employees’ expectations change, lifelong learning can play an integral role in helping them integrate more deeply into the workplace. …If companies invest in lifelong learning options and advocate for the personal and professional development of their teams, it could help with employee retention.”

Journey Toward Professional Discovery

Need some guidance on your lifelong learning journey? The following are strategies to incorporate (one or all) into your daily, weekly, or monthly self-development regimen.

Maintain stretch goals. Setting goals and achieving them provides a sense of accomplishment. However, having stretch goals provides direction and motivation to go beyond what is already achieved. Typically, stretch goals are difficult to reach, if not impossible, but having more attainable goals that are related to a stretch goal can result in some unexpected and positive results — as well as innovative thinking. A stretch goal on the lifelong learning path could be to read 50 business books in a year when your annual average is five books. But with certain goals in place, you’re able to read 12 books (one per month).

Utilize learning channels. Whether it’s online or in-person learning, there are several options to reskill, upskill, or pursue a second career. Udemy, for example, has 57 million users and more than 213,000 courses covering a wide range of categories. LinkedIn Learning (formerly Lynda.com) is another excellent e-learning option boasting more than 22,000 courses. If earning a certificate in a specified area of study is your goal, consider a community college. Certificate programs can be completed within months and provide the essential skills for career advancement.

Recalibrate network strategies. How many of us use LinkedIn mostly to approve or make the occasional connection request, browse posts, and tinker with our profile? Commit to recalibrating our networking strategy (particularly on LinkedIn) to really connect. Use the platform to join groups and engage with members. Like posts and leave comments. Reach out to prolific LinkedIn members and subject matter experts to ask questions and initiate dialogue. Attend LinkedIn live events on topics of interest. LinkedIn is populated with tens of thousands of members who are eager to share their knowledge and provide insight into your journey of lifelong learning.

Chase curiosity and wonder. Simply put, if you’re curious about something, find the answer. What is the potential impact of generative AI on my enterprise and its industry? Start researching and reaching out to subject matter experts on LinkedIn to get insights. Lifelong learning is often about chasing the bigger questions and educating yourself while finding the answers. Create a Top 10 list of topics you want to know more about, then three questions under each topic to explore. Prioritize the topics/questions based on your goals and timetable. Lifelong learning is about the journey.

Document the known and unknown. Create a spreadsheet for topics of curiosity and include valuable links to your findings. Individual sheets within a spreadsheet for different topics. Complement the spreadsheet with a journal documenting your thoughts, wins, and losses of lifelong learning. Often, putting pen to paper (or fingers to keys) can lead to unexpected connections and a-ha moments. It’s why going down this path frequently results in innovative thinking and outcomes. Document your progress for a month and see how it feels. You may be surprised how rewarding and motivating it can be to see tangible progress of your goals.

Build a schedule that integrates one or more of these strategies and track short- and long-term progress. Look for a mentor or coach who can provide supportive accountability and insight into growth areas.

Enterprise Support and Reward

While lifelong learning is more of a personal journey for an employee, it doesn’t mean enterprises can’t be active guides. Managers who take an interest and participate in their employees’ professional development can generate growth and career opportunities while gaining benefits as well.

As part of LinkedIn’s Global Talent Trends report, Stephanie Conway, senior director of talent development at LinkedIn, says employees who set clear career goals are more focused on the skills to attain those objectives.

“An important enabler in my experience is a shift away from looking at specific job titles when helping employees consider their next move. Instead, it is more effective to identify specific skills they want to develop and experiences that might help them do that,” Conway says.

“A first step is to show employees what career development at your company looks like – through any number of programs, like job shadowing, rotations, or sharing internal-mobility stories. This can both further personal career development and start to build organizational resilience and agility,” she adds.

Lifelong learning begins with that spark of curiosity that can open the door to a world of possibilities. Take charge of your personal and professional development to achieve your workplace and longer-term career goals.

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

Business Leadership Contingent Workforce General Insights HR Talent Talent Acquisition Uncategorized by John Yuva on 10/16/2023

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.

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

Business Leadership General Insights HR Talent by John Yuva on 10/09/2023

The global pandemic transformed overnight how work gets done and how employees interact. Enterprises emerged from this tumultuous period with an evolved mindset toward employee flexibility and engagement. As the Future of Work movement emerged, employees from Gen Y to baby boomers recalibrated their work styles — with many adapting to new workforce expectations.

While the multi-generational workforce continues to adjust, newly arrived Gen Z workers (which consist of 20% of the workforce) face several challenges related to their own experiences during the pandemic. Many came through it, not with a new sense of self, but with a feeling of uncertainty and unpreparedness.

The Pandemic and Gen Z — A Retrospective

Most Gen Z workers (representing those born between 1997 and 2012) experienced remote learning (high school and college) during the height of the pandemic. Despite being technologically savvy, online learning and general fears during the pandemic reshaped this generation and its outlook on work and life.

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The Third Thing You Must Know About The Future of Work

Business Leadership Direct Sourcing General Insights Talent Talent Acquisition by John Yuva on 11/01/2022

Over the next five weeks, we’ll be recapping each of the five things discussed during the event.

In our third installment this week, we’ll be exploring the evolution of talent as a Future of Work centerpiece.

Talent and Talent Acquisition Transformed

To begin, the number three must-know about the Future of Work is the evolution of talent as a Future of Work centerpiece. When talking about the evolution of talent as part of the greater definition of the Future of Work, it goes back to how talent and talent acquisition are changing for the better. Major transformations are occurring, but talent helps make the world go round and helps businesses run. It provides a competitive advantage. Talent is the number one competitive differentiator from one organization to another. With the right talent in place, enterprises can do remarkable things.

The fact that talent engagement and talent acquisition have been evolving for some time, speaks volumes for how it has become the centerpiece for the Future of Work. Let’s look at digital staffing, which enables accelerated hiring. Enterprises can find the workers they need very quickly without making a phone call or sending an email to a staffing supplier.

The other link to this evolution is direct sourcing, which has come a long way over the past few years. Direct sourcing is a talent acquisition revolution, but is not a brand-new strategy (the idea of becoming one’s own recruitment agency was spearheaded 10 or 15 years ago). It’s certainly not a new concept, but according to the Future of Work Exchange and Ardent Partners research, it has become one of the number one priorities for businesses today.

Businesses have woken up to the value of direct sourcing. Business leaders enabled with a direct sourcing program and associated technologies have the ability to curate talent into a talent pool or talent community and then segment those workers into tiers by geography, skillset, and compensation, and quickly tap into that community when needed, resulting in true workforce scalability.

Grow the Candidate Experience

Thus, talent communities need to be fostered and nurtured. Businesses need to keep their talent engaged. So much is about the candidate experience, and enterprises should never get away from that. Always touch candidates with value, whether through emails or text messages. Use talent intelligence to know when the best time is to reach out to those in the talent community. This type of end-to-end program helps boost the quality of talent, speeds up talent acquisition and hiring, and improves the way talent is brought into the organization and redeployed in the future.

Again, regardless of the business function, the candidate experience is paramount when sourcing and hiring talent. There needs to be a level of culture-building that extends to clients and candidates and how they perceive the business. Consider how the brand is perceived, down to the colors of the company logo. Are those colors present on the career page and job portal? Do candidates know who the company is and what it stands for? Recognizing and knowing those things goes a long way in building rapport with candidates.

In addition, what is the overall talent experience when applying for a job? Is it easy to apply for a job and is there an assessment? What type of assessment is it? Can it be completed via a mobile app or laptop? Is the assessment aligned with the candidate’s skillsets and the job itself? Does a candidate know if the organization aligns with them from an individual perspective? All those aspects help build up an amazing candidate experience.

Purposeful Work Is Fundamental to the FOW

The other aspect pertaining to the evolution of talent is purposeful work, which will shape the future of the workforce. It is a non-technological component of the Future of Work.

For many, work is a paycheck that puts food on the table for their family, helps pay for their children’s college, and funds vacations and other extra expenses. The concept of purposeful work fits into the idea of what we are doing with our lives. Is there a purpose behind the work that we’re doing? If we’re spending 10 to 12 hours (including commuting) at our places of employment, are we doing something that satisfies us as humans?

Purposeful work has become a crucial way to think about talent and the workforce. People want their work to be purposeful, which causes many to reevaluate where they are in life. They question what they’re doing with their lives. How are they working? Whom are they working for? How do they fit into the Great Resignation, or more appropriately, the Great Resettling? Many workers were either displaced or left voluntarily but will eventually resettle in some way. They may be doing more purposeful work by starting their own business or becoming an entrepreneur. Some become freelancers or contractors to suit a more flexible lifestyle.

Whatever the reason, purposeful work is going to shape the future of the workforce. This is an area that the Future of Work Exchange will always remain incredibly bullish on because it is a fundamental piece as humans to want to have a purpose in how we work.

The First Thing You Must Know About the Future of Work

Business Leadership Contingent Workforce Direct Sourcing Events General Insights Talent Talent Acquisition Technology and Innovation by John Yuva on 10/17/2022

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

The Evolution of Talent and Talent Acquisition

When it comes to the Future of Work, one of the first things to know is the evolution of talent and talent acquisition. And this idea of the “evolution of talent” can be ambiguous. Talent is always evolving and has been for a long time. The way that businesses perceive their talent is also evolving. And, the way that those businesses get connected to talent, and vice versa, continues to evolve. It’s also being innovated through technology and new strategies and new programs.

The fact is nearly half of our workforce today is comprised of extended workers or contingent workers. We have aspects like direct sourcing and digital staffing that are making it much easier for businesses to find the talent they need to get work done to address those mission-critical projects and fill the appropriate roles. FOWX and Ardent research has been focused historically on the extended workforce and contingent workforce, but we’re talking about all types of talent.

Thus, talent acquisition as a function and as a series of processes has also progressed. We need to consider aspects like the candidate experience, and the way that our culture and our brand attract new talent into our organization. Many business leaders think of the Future of Work as being centered around technology, revolving around the idea that technology drives the Future of Work. And we wouldn’t necessarily disagree with that; technology is a critical piece. And for some aspects and attributes of the Future of Work, technology and innovation are the nexus of those areas.

Technology is a Future of Work Centerpiece

Talent and the growth of the extended workforce represent the first leg of the stool with such things as diversity and candidate experience, but also digital staffing, direct sourcing, online talent marketplaces, and core workforce management solutions (such as MSPs and VMS platforms) These technologies are helping us to redefine the way we think about work. We’re living in a world where even though we don’t want to hear the word “pandemic” anymore, the pandemic really did shape what we think about the Future of Work.

It’s really critical to think about aspects like remote work and the technologies that support a hybrid workplace and how we leverage digital workspaces, digitization, and the idea of the digital enterprise, all rolling up into this notion of digital transformation. New technology and innovation are not the totality of the Future of Work, but certainly a centerpiece of it. And when we look at the transformation of business leadership, we often juxtapose this with business transformation or business leadership transformation, as well. It is leadership that dictates strategy, it dictates vision, and it dictates culture. And by proxy, we transform the way business leadership manages itself, manages its workforce, and how it expands its power and control over the organization.

Thus, the transparent transformation of business leadership is really critical, and honestly has nothing to do with technology. It all revolves around aspects like conscious leadership, empathetic leadership, empathy at work, and flexibility — thinking about how we lead in very new and different ways. It’s turning on its head the idea that “the boss” is always this very strict person who’s known for rigidity in how he or she perceives and manages the workforce. Business leaders are transitioning to be more flexible in their thinking. When you combine all these aspects together, that’s the future of work and the view of the Future of Work Exchange and Ardent Partners as well.

Ever-Present Future of Work

Thus, the “Future of Work” phrase is ever-present. It’s everywhere. Back when our FOWX architect, Christopher J. Dwyer, started using this phrase in 2013/2014, there weren’t many others using it. Today, we see so many conferences named “The Future of Work” as well as many websites and research studies. But unlike a lot of phrases that are hot today, it’s anything but hype. It really is this idea of permanence. Much of the change that we’ve gone through as people, as leaders, as workers, and as businesses, it’s not hype…nor is it a fad. The Future of Work is permanence. It’s not going to fade from view.

Future of Work “accelerants” that were once seedlings to the world of work and talent are now table stakes. Remote work, for example, is not new. Many of us have been working in a remote or hybrid workplace for most of our careers. And there are many others who have done so, as well. But for some business leaders and workers, it’s a very new aspect of their daily work lives.

The “Future of Work” phrase is ubiquitous. It’s an omnipresent way of looking at the current and future state of work. We are now focused on how we can improve the way we get work done, the way we manage talent, the way we engage talent, and the way that we treat our workforce. But we’re also thinking about tomorrow and the ways we’re going to get work done depending on several factors, including the economy, politics, global markets, and other aspects that could change the business arena.

When Does “The Great Staff Shortage” End?

Business Leadership HR Talent by Christopher J. Dwyer on 09/20/2021

This past weekend, my wife and I traveled over two hours north to meet family for an apple-picking trip (perhaps the best of the fall activities? A debate for another day.). On the way there, my two kids asked for a quick lunch. Our chicken-nugget-obsessed five-year-old insisted we hit the Wendy’s drive-through on the edges of our town.

After waiting in the drive-through lane for around 15 minutes, we ordered our lunch and again waited in line. When we finally made it to the window, I noticed something stunning: the manager of the restaurant was taking orders, filling those orders, passing the orders through the window, and also taking care of the kitchen. That’s one managerial position, with possibly a cook hidden where we could not see, handling what nine or ten employees (or more!) would cover during a typical weekend lunch rush at a popular fast-food spot.

Similar staffing shortages are happening all across industries and sectors, some facing severe coverage crisis issues that threaten to undermine revenue, customer satisfaction, and how internal operations are run. The gaps in today’s workforce are caused by a combination of several factors, including compensation standoffs, a refusal from workers to return to unsafe conditions, uncertainty about career paths, etc. The end of federally-augmented unemployment benefits have frequently been blamed for staff shortages, however, this is only one sliver of many issues that are happening right now in the world of work. The hard truth is that there is no single solution for global shortages, and, considering the complexities of specific verticals, there may be several ways that things ultimately take a better turn in the remaining months of 2021.

And to add to these challenges, there are cascading effects from certain industries that impact others: if daycare facilities have to turn away new registrations (or cut back on existing numbers of children) due to shortages in staff, then that makes it incredibly difficult for large pockets of workers to find roles in traditionally-9-to-5 businesses. Too, many restaurants, retail shops, and similar businesses in accommodations and food service find that the combination of lack of childcare and standoffs regarding wages and working conditions are leading to millions of unfilled jobs.

The pandemic’s continued case impact is also a factor, as well: hospitals and healthcare facilities are certainly strained by overfilled ICUs, but employee burnout has been a major contributor to shortages within those industries. Eighteen straight months of critical care pressure, 60- and 70-hour workweeks, and concerns over falling ill have driven healthcare staff to the brink of complete burnout. Veterinary medicine facilities may not have to deal with human COVID patients, however, the rise in pet adoption in conjunction with severe staff shortages of specially-trained technicians and other roles are leading these units to defer emergency care during overnight hours and asking veteran and trained staff to perform multiple tasks (as well as putting in the same ridiculous hours that nurses are currently supporting in human medicine).

So, when does the deadlock break? When do businesses get back to a steady state of employment? When do these staff shortages end? Well, there is no easy answer, as there are myriad issues that must be addressed, such as:

Worker safety and health concerns. “Hot Vax Summer” turned into a “Delta Variant Summer” pretty quickly and will continue into the fall months, considering that kids are back in school, many states and countries are relaxing guidelines, and one-in-four Americans still haven’t received a single vaccine dose. Workers are hesitant to return to conditions that endanger their health; in addition, public-facing employees do not want to contend with customers that flout mask mandates and put others at risk. This is a perfect public health storm that cascades into the business realm…and if this issue isn’t addressed, these jobs are going to stay open.
Pay disparities. Much like the real estate market traverses between the power of the “seller” versus the power of the “buyer,” employers and workers are in a standoff over wage disparities. Much to the chagrin of businesses, it’s a job candidate’s market at the moment, which many hourly workers fighting for higher living wages and better working conditions. This is essentially what is happening in retail, food service, and similar sectors that survive on the hourly, shift-based workforce. Who “blinks” here? When does one side cave to the other? Well, it’s more than just increasing hourly pay, because workers desire other, non-compensatory benefits, such as…
The flexibility factor. Many industries were thrust into remote and virtual work environments out of necessity and haven’t looked back. Others are beginning to implement rigid workplace structures that are reminiscent of pre-pandemic times and workers want nothing of the sort. Working parents desire flexibility to handle childcare issues and school after-care, while other workers want to be able to mix in remote days with in-office/in-person days. These are items that are just as, if not more, important than wage issues.
The childcare domino effect. If daycare facilities are facing staff shortages and shrink their headcount, that means significant numbers of working parents have to choose between a job and a stay-at-home mom/dad position. The childcare domino effect is a very, very critical piece of the staff shortages occurring today. Pumping more federal dollars into this sector could be helpful (which is why the Biden Administration is allocating so much of its American Families Plan to shoring up these issues), but there is always a fundamental challenge for countless other industries if childcare staffing continues its incredible shortage.
Evolving candidate career paths. The pandemic caused many, many professionals to reevaluate their positions and question their career choices. Millions of workers realized that engagement was a key piece of their careers and will accept nothing less in future positions. Those that are still straddling the sidelines and searching for new opportunities are looking at workplace culture, leadership opportunities, reskilling and upskilling opportunities, and flexibility as equally as important as compensation for open positions. It’s not just a one-size-fits-all game anymore for the labor market; higher wages aren’t going to cut it for talent that wants so much more of their next role.

Much like “The Great Resignation” is still a recurring theme in the world of work, “The Great Staff Shortage” is going to continue making headlines over the next several months. Whether or not there is a true breaking point will be the difference in a 2022 that sees both businesses and its workers on steady ground and engaged with each other, or, a continuation of the continued workforce challenges of the past nine months.

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

Podcast by Christopher J. Dwyer on 07/22/2021

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

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

Preparing for Tomorrow’s Workforce

Contingent Workforce HR Talent by Featured Contributor on 07/21/2021

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

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

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

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

The Time is Now

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

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

The Workforce is Changing

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

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

Future-Proof Technology

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

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

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