Total Talent Intelligence Archives - The Future of Work Exchange

Navigating the Current and Future State of Total Talent Management

Contingent Workforce HR Procurement Talent Acquisition by Christopher J. Dwyer on 02/14/2024

I’ve been in the Future of Work, talent acquisition, and workforce management arenas for nearly 18 years. Over that time, I’ve witnessed (as many of us have) two equally-devastating economic downturns, multiple waves of technological innovation, numerous hype cycles of various proportions, the continued evolution of talent management, and one worldwide pandemic that set off Future of Work-era accelerants that have shaped how we work today. Suffice to say, the last two decades have brought tremendous change to the greater world of work and talent.

Even though I identify as an “elder millennial” or “geriatric millennial,” I feel as if I’ve spent enough years in the business world to truly understand what is hype, what is theory, and, of course, what is reality. And in discussions with industry peers, procurement leaders, HR executives, talent acquisition leaders, Chief People Officers, and many, many workforce solution providers over the years, there is no strategy, concept, or topic that draws more debate than total talent management.

For years, conversations around total talent management typically follow one of three separate paths:

Total talent management is a revolutionary concept that will allow businesses to better strategize around their workforce given the real-time skills visibility and resource intelligence that TTM provides (via total talent acquisition, total talent intelligence, procurement and HR collaboration, and integrated VMS, RPO, HRIS, and similar systems).
Total talent management could one day be a reality, however, in an era when both traditional and extended talent engagement, acquisition, and management each have their separate, critical issues, businesses can tap into “elements” of TTM to derive some value (i.e., total talent intelligence).
Total talent management is nothing more than a myth.

There are, as well, arguments that sit in-between the bullets above, as many business leaders believe that total talent management could already be occurring in some mature organizations that have homegrown capabilities combined with cutting-edge strategies and technology to effectively centralize talent acquisition and talent management under a single program. Such a scenario could very well be a reality, given that there is no true set of guidelines for total talent management outside of the expected outcomes of such an initiative, particularly real-time talent intelligence (“total talent intelligence”), enhanced tracking and resource insights, skills-based and intelligence-led hiring, and on-demand fulfillment of new and open roles given existing expertise, depth of the workforce, etc.

The question then arises: Can something without a true current state envision a future state? The debate on total talent management challenges us to consider whether a concept that remains nebulous in its widespread adoption today can truly evolve into a standard practice tomorrow. Despite the skepticism and varying perspectives, one cannot dismiss the potential transformative power that TTM holds in reshaping the future of work and talent management.

In essence, a so-called “future state” of total talent management would revolve around and include these concepts:

Artificial intelligence as a central source of automation, knowledge, data, and insights, all of which catalyze skills-based hiring, real-time candidate recommendations based on total talent resources, and predictive modeling/scenario-building that enables deeper, long-term workforce planning (taking account of the total workforce).
An interweaving of next-generation integration that blends the best of VMS, ATS, RPO, direct sourcing, and digital recruitment technology to effectively streamline total talent acquisition processes.
Utilization of direct sourcing functionality and talent community capabilities to lean on company branding and workplace culture to build a sustainable talent model.
A strategic level of collaboration between internal divisions, particularly procurement, HR, talent acquisition, and recruitment, that transcends typical cross-functional coordination to effectively drive advanced talent engagement and sourcing.
An innovative spin on skills-based hiring that places expertise and skills at the very center of both traditional recruitment and non-employee candidate engagement to assess the presence of skills within the entire workforce and select or adapt the most suitable engagement method (and worker or resource) for the needed prerequisites.

As the total talent management debate unfolds, navigating between skepticism and optimism, the envisioned “future state” beckons—an era where artificial intelligence fuels skills-based hiring, next-gen integration revolutionizes acquisition processes, and strategic collaboration across divisions reshapes talent engagement. Whether TTM remains a nebulous concept or transforms into a standard practice, its potential to redefine the Future of Work and talent management cannot be dismissed, challenging us to envision a transformative landscape ahead.

The Next Stage of Total Talent Management: Value Chain Management

Business Leadership General Insights Talent Uncategorized by John Yuva on 01/23/2024

Whether enterprises realize it or not, it is time to approach total talent management as an ecosystem value chain. Like supply chains, which are not linear segments but rather a spiderweb of inputs, the total talent ecosystem has a similar construct. With enterprise talent and strategy at the center hub, the various talent inputs such as FTEs, gig workers, contractors, and external talent serve as spokes that feed into organizational strategic objectives. As an ecosystem, it is about accessing the best talent from an arsenal of channels.

Using a sports analogy, enterprises now have a valuable “bench of players” from whom to select for various projects and initiatives. With total talent intelligence, organizations can tap employees with specific skillsets that may not be core to their current roles. Through the utilization of HR solutions, there should be transparency in the full depth that each employee brings to the enterprise.

Total Talent Management…Enabled By Today’s Tech

There are few reasons for enterprises not to have extended workforce systems to enable total talent intelligence and human capital systems integration. Research from Ardent Partners and the Future of Work Exchange indicate that 65% of businesses plan to utilize their workforce solutions to enable total talent intelligence over the next couple of years. And 90% have integration enabled between HR and contingent workforce systems (such as integration between HRIS and VMS platforms).

With extended workforce systems, organizations can achieve full transparency, management, and oversight of employees in all talent channels. Direct sourcing solutions bring even more capabilities through automation to build ever-growing talent communities to expand needed skillsets. Ultimately, enterprises want to achieve transparency in their ecosystem value chain where employees are looking beyond its four walls and into their larger contribution to suppliers and customers.

The Value Chain Mindset

The ecosystem value chain mindset can be advantageous with today’s focus on purpose-driven work. Knowing how they’re contributing to larger enterprise goals and objectives provides employees with a sense of purpose and accomplishment. Organizations have done a better job of showing workers how their roles stretch beyond their workspace and into broader operations.

However, it is now time to bring greater awareness to the value chain and the shifting approach to workforce intelligence and management. The competitive environment and volatile labor marketplace require an opening of the curtain so to speak and an unveiling of how the workforce (and all its channels) are unified in the larger operational scope. Doing so can lead to several advantages:

Enhances talent engagement and acquisition. Workplace cultures are evolving as are leadership styles, which makes total talent management even more critical. How is the enterprise attracting new talent? What is the approach for total talent acquisition? Is the process centralized for increased visibility? Are there guidelines and processes for sourcing talent within all channels? The answers to these questions will affect overall talent engagement, acquisition, and retention.

Transforms talent management to maximize the ecosystem value chain. The traditional approach of focusing primarily on permanent employees and their respective roles to achieve specific responsibilities lacks relevance in today’s Future of Work paradigm. Organizations require agility and flexibility to react to market changes and consumer demand. Those shifts don’t occur on their own. They are made by employees who must respond to new processes or with new skillsets. With a transformative talent ecosystem focused on a variety of channels to drive value chain competitiveness, organizations are better aligned for successful outcomes. It is essentially putting the enterprise in a position to have the right talent, at the right time, for the right need.

Attracts the best talent through the promotion of a total talent strategy. As part of an organization’s total talent management strategy, promoting this approach to prospective employees can attract talent looking for purpose-driven roles. The opportunity to use unique skillsets outside of an employee’s core role is a recruitment tool that shouldn’t be overlooked. This is particularly true for contingent workers, whether they be contractors, gig workers, or other external talent. Often, these employees lack a sense of belonging and contribution to the greater enterprise. All channels of a talent ecosystem are equal in their support of the value chain. It is the skillsets, not the talent channel, that is the priority. Communicating this to potential talent and explaining how such a strategy is executed, could be transformative for recruitment as well.

A talent ecosystem with a holistic approach to value chain management and strategy is the next phase of total talent management. Leveling the playing field through talent channels ensures workforce and organizational stability.

How Next-Generation MSPs Will Transform Total Talent Management

Contingent Workforce Talent Acquisition Technology and Innovation by Christopher J. Dwyer on 11/06/2023

For the past decade (plus), total talent management has often been akin to chasing a mirage in the business landscape—a tantalizing concept that’s been discussed widely, but rarely (very rarely) seen in its entirety within global organizations. While we’ve occasionally encountered fragments of total talent programs in a few enterprises, and observed specific facets of these endeavors, like total talent acquisition and procurement and HR collaboration, being embraced by forward-thinking workforce management solutions (and enterprise programs), the full realization of this concept has remained an elusive pursuit.

Total talent intelligence serves as the foundational bedrock of comprehensive talent management, drawing a wealth of invaluable insights from the combined workforce of both full-time employees and non-employees. This multifaceted approach hinges on the seamless integration of data originating from diverse sources, including Human Resources Information Systems (HRIS), Vendor Management Systems (VMS), Applicant Tracking Systems (ATS), Freelancer Management Systems (FMS), and an array of analogous platforms like direct sourcing, digital staffing, etc. This comprehensive data synthesis empowers organizations with unprecedented depth and clarity into their entire talent pool, ushering in a new era of data-driven workforce management.

In the current workforce landscape, a significant transformation is underway. With nearly half of the average organization’s workforce composed of contingent talent, the concept of total talent intelligence has emerged as an indispensable cornerstone in shaping workforce management strategies for 2024 and beyond. Among the driving forces of this evolution are Managed Service Providers (MSPs), poised to assume pivotal roles as the epicenters of total talent intelligence.

MSPs are uniquely positioned to harness the potential of total talent intelligence and, in doing so, offer enhanced value to their clients and contingent workforce management (CWM) programs. Equipped with an arsenal of capabilities including direct sourcing, services procurement, Statement of Work (SOW) management, and independent contractor administration, along with a nearly 25%-to-30% crossover for existing clients who utilize MSPs for Recruitment Process Outsourcing (RPO), today’s MSPs boast real-time access to rich data on the entirety of the workforce.

And, there’s an additional, critical attribute of today’s MSPs that position these solutions to make a greater push for total talent intelligence: many modern, leading Managed Service Providers have fully-integrated and self-service analytics portals that not only provide user programs with real-time data concerning contingent workforce utilization, labor market rates, talent utilization, skills gaps, etc., but also a next-generation swatch of intelligence that is pulled from myriad systems (aforementioned above) that can, yes, you guessed it…get us ever-so-closer to true total talent intelligence.

Leading MSPs, such as Magnit, Talent Solutions TAPFIN, Guidant Global, KellyOCG, AMS, HireGenics, Atrium, Randstad, and eTeam, represent the next generation of workforce management solutions that will reimagine and transform the very definition of total talent management.

As we steer towards the horizon of 2024, MSPs find themselves in a compelling juncture, standing at the precipice of the workforce management paradigm’s evolution. The time is ripe for them to grasp the essence of total talent management, and the gateway to this transformation is through the conduit of total talent intelligence.

The ultimate goal of total talent intelligence, and the true manifestation of total talent management, is the ability to respond with agility to ever-changing talent demands based on a profound understanding of the entire workforce.

MSPs are well-positioned to embody this essence and lead the charge as the linchpins of genuine total talent intelligence. By embracing this role, they become instrumental in shaping the future of workforce management, propelling organizations toward a new frontier of data-driven, agile, and highly effective talent acquisition and management. As the landscape continues to evolve, this evolution will be integral in defining the success and sustainability of organizations in the Future of Work era and beyond.

Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent Workforce HR Talent by Christopher J. Dwyer on 03/27/2023

For the past decade, the very concept of total talent management has been akin to the Bigfoot or Loch Ness Monster of the business arena: a mythical idea that has only seen slivers of reality across global organizations. Sure, we’ve seen dribbles of total talent programs in some enterprises, as well as specific elements of these initiatives (i.e., total talent acquisition, total talent intelligence, etc.) offered by some of the industry’s more progressive workforce management solutions.

However, on the whole, total talent management itself has still not yet experienced its true arrival as we all would have anticipated. Back in 2011, I wrote perhaps the industry’s first full research study on total talent management, which found that there was extreme desire for such a program; the caveat, however, was that the tools weren’t quite there yet…and neither were the foundational elements required to make such a program successful.

So, here were are in 2023, with a toxic workplace environment (due to many, many workplace culture issues), a volatile labor market, and a Great Resettling that represents a continued revolution of talent. There may or may not be a recession swirling around us like a dooming specter. And, above all else, enterprises realize that they require the right talent at the right time at the right cost to get work done in an efficient and optimal way.

Dare I say that we should reintroduce ourselves to the idea of total talent management? Should we truly flip this concept from theory into reality? Here a few reasons why:

The technology is finally there to support TTM. A decade ago, the phrase “extended workforce” didn’t exist…nor did the proper technology to make total talent management a reality. Contingent workforce management (CWM) was just beginning its ascent to true strategic imperative, while less than a quarter of the total workforce was considered “non-employee.” Today, the story has evolved: extended workforce systems are innovative offshoots of Vendor Management System (VMS) platforms that can easily integrate with the core human capital systems (ATS, HRIS, etc.) for true visibility, management, and oversight of both contingent and FTE labor. Point-of-entry automation for new requisitions and talent requests can access various forms of talent, including the ever-important talent communities developed by direct sourcing solutions. And, most importantly, today’s workforce management technology can easily help businesses understand their total workforce, an attribute which allows them to pinpoint the best-aligned talent (be it contingent or an FTE already on staff) for a given project or role.
Functional collaboration today is a must-have capability. Unlike in years past, it is much more common for businesses to experience core cross-functional coordination; procurement and finance tackle their problems together, for instance, for the sake of the bottom-line. HR, talent acquisition, and procurement have all experienced challenges and pressures over the past two-and-a-half years, each unit emerging from the acute pandemic phase stronger than ever before. As such, the idea of collaborative strategies is much easier to maintain in today’s business environment: in the quest for survival during those scary days of 2020, enterprise functions learned that they needed each other to thrive. And, today, these three distinct groups now understand that, in a world where talent is an incredible competitive differentiator, they must work together to bridge the gaps between extended workforce management and traditional hiring. By combining efficiencies and blending strengths, the triumvirate of HR, procurement, and talent acquisition can form a formidable backbone of total talent management.
Aspects such as purpose, flexibility, and empathy boost the importance of the candidate experience, with the notion of “engagement” playing a critical role in total talent acquisition. No longer does a great hourly rate set the tone for freelancers, contractors, and other types of non-employee talent when choosing their next destination. Workplace culture (and leadership style) are more crucial now than ever for hiring managers to hook new talent; as such, the idea behind total talent acquisition (a key phase within TTM that involves a centralized, standardized set of guidelines and processes for engaging and sourcing all types of talent) becomes one of engagement, as well. True total talent management programs harness the power of employee engagement and candidate experience tools and tactics to ensure a steady approach towards talent acquisition for both contingent and FTE talent populations.
The need for business agility, combined with the volatility of the labor market, translates into the perfect gateway for total talent management. Simply put: total talent management is needed today, now more than ever. Businesses must execute lightning-fast talent decisions to thrive in an uncertain economy; the “total talent intelligence” enabled by total talent management programs and associated platforms allow hiring managers and other leaders to understand 1) the current makeup of talent across the organization, 2) the best-fit resources (whether it’s someone in house, a current contractor, etc.) for a new project or role, and 3) provide a dynamic entryway into a truly agile workforce.

Total talent management has been an oft-maligned strategy that has bordered on the hypothetical for over a decade. However, the platforms available today and the transformation of work and talent, combined with the need for such a program, positions total talent management as an innovative strategy for the months and years ahead.

Talent Ecosystems for Value Chain Management

Business Leadership Contingent Workforce General Insights HR Talent Talent Acquisition by John Yuva on 01/19/2023

Total Talent Management…Enabled By Today’s Tech

The Value Chain Mindset

Enhances talent engagement and acquisition. Workplace cultures are evolving as are leadership styles, which makes total talent management even more critical. How is the enterprise attracting new talent? What is the approach for total talent acquisition? Is the process centralized for increased visibility? Are there guidelines and processes for sourcing talent within all channels? The answers to these questions will affect overall talent engagement, acquisition, and retention.

Transforms talent management to maximize the ecosystem value chain. The traditional approach of focusing primarily on permanent employees and their respective roles to achieve specific responsibilities lacks relevance in today’s Future of Work paradigm. Organizations require agility and flexibility to react to market changes and consumer demand. Those shifts don’t occur on their own. They are made by employees who must respond to new processes or with new skillsets. With a transformative talent ecosystem focused on a variety of channels to drive value chain competitiveness, organizations are better aligned for successful outcomes. It is essentially putting the enterprise in a position to have the right talent, at the right time, for the right need.

Attracts the best talent through the promotion of a total talent strategy. As part of an organization’s total talent management strategy, promoting this approach to prospective employees can attract talent looking for purpose-driven roles. The opportunity to use unique skillsets outside of an employee’s core role is a recruitment tool that shouldn’t be overlooked. This is particularly true for contingent workers, whether they be contractors, gig workers, or other external talent. Often, these employees lack a sense of belonging and contribution to the greater enterprise. All channels of a talent ecosystem are equal in their support of the value chain. It is the skillsets, not the talent channel, that is the priority. Communicating this to potential talent and explaining how such a strategy is executed, could be transformative for recruitment as well.

Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent Workforce HR Talent by Christopher J. Dwyer on 01/16/2023

So, here were are in 2023, with a toxic workplace environment (due to so-called “quiet quitting” and “quiet firing”), a volatile labor market, and a Great Resettling that represents a continued revolution of talent. There may or may not be a recession swirling around us like a dooming specter. And, above all else, enterprises realize that they require the right talent at the right time at the right cost to get work done in an efficient and optimal way.

Dare I say that we should reintroduce ourselves to the idea of total talent management? Should we truly flip this concept from theory into reality? Here a few reasons why:

The technology is finally there to support TTM. A decade ago, the phrase “extended workforce” didn’t exist…nor did the proper technology to make total talent management a reality. Contingent workforce management (CWM) was just beginning its ascent to true strategic imperative, while less than a quarter of the total workforce was considered “non-employee.” Today, the story has evolved: extended workforce systems are innovative offshoots of Vendor Management System (VMS) platforms that can easily integrate with the core human capital systems (ATS, HRIS, etc.) for true visibility, management, and oversight of both contingent and FTE labor. Point-of-entry automation for new requisitions and talent requests can access various forms of talent, including the ever-important talent communities developed by direct sourcing solutions. And, most importantly, today’s workforce management technology can easily help businesses understand their total workforce, an attribute which allows them to pinpoint the best-aligned talent (be it contingent or an FTE already on staff) for a given project or role.
Functional collaboration today is a must-have capability. Unlike in years past, it is much more common for businesses to experience core cross-functional coordination; procurement and finance tackle their problems together, for instance, for the sake of the bottom-line. HR, talent acquisition, and procurement have all experienced challenges and pressures over the past two-and-a-half years, each unit emerging from the acute pandemic phase stronger than ever before. As such, the idea of collaborative strategies is much easier to maintain in today’s business environment: in the quest for survival during those scary days of 2020, enterprise functions learned that they needed each other to thrive. And, today, these three distinct groups now understand that, in a world where talent is an incredible competitive differentiator, they must work together to bridge the gaps between extended workforce management and traditional hiring. By combining efficiencies and blending strengths, the triumvirate of HR, procurement, and talent acquisition can form a formidable backbone of total talent management.
Aspects such as purpose, flexibility, and empathy boost the importance of the candidate experience, with the notion of “engagement” playing a critical role in total talent acquisition. No longer does a great hourly rate set the tone for freelancers, contractors, and other types of non-employee talent when choosing their next destination. Workplace culture (and leadership style) are more crucial now than ever for hiring managers to hook new talent; as such, the idea behind total talent acquisition (a key phase within TTM that involves a centralized, standardized set of guidelines and processes for engaging and sourcing all types of talent) becomes one of engagement, as well. True total talent management programs harness the power of employee engagement and candidate experience tools and tactics to ensure a steady approach towards talent acquisition for both contingent and FTE talent populations.
The need for business agility, combined with the volatility of the labor market, translates into the perfect gateway for total talent management. Simply put: total talent management is needed today, now more than ever. Businesses must execute lightning-fast talent decisions to thrive in an uncertain economy; the “total talent intelligence” enabled by total talent management programs and associated platforms allow hiring managers and other leaders to understand 1) the current makeup of talent across the organization, 2) the best-fit resources (whether it’s someone in house, a current contractor, etc.) for a new project or role, and 3) provide a dynamic entryway into a truly agile workforce.

The Future of Work Exchange Podcast, Episode 705: A Conversation with Athena Karp, CEO and Founder of HiredScore

Podcast by Christopher J. Dwyer on 12/14/2022

An all-new episode of the Future of Work Exchange Podcast, sponsored by Beeline, features a discussion with Athena Karp, CEO and Founder of HiredScore. Athena and I discuss the power of artificial intelligence in talent technology, its impact on diversity, equity, and inclusion (DE&I), and what lies ahead for the Future of Work movement in 2023.

Tune into Episode 705 of The Future of Work Exchange Podcast below, or subscribe on Apple Music, Spotify, Stitcher, or iHeartRadio.

Key Providers for 2022: Magnit

Solution Providers Technology and Innovation by Christopher J. Dwyer on 11/21/2022

The Background:

In addition to the many accelerants brought about by the Future of Work movement over the past few years, there has been another evolution that has been steadily aligning itself alongside the greater transformation of work, talent, and business leadership: the full-on progression of Managed Service Provider (MSP) and Vendor Management System (VMS) solutions and their parallel advancements with the fluid concepts of work optimization.

Enterprises today require advanced solutions that can not only transform the way they find, engage, source, and manage talent, but also technology that positions them to not only survive, but truly thrive as the business arena continues to evolve at a rapid clip.

Enter Magnit.

Why They Were Selected:

Over the past two years, Magnit (formerly PRO Unlimited) has redefined the “MSP” and “VMS” acronyms by introducing its Integrated Workforce Management Platform, an end-to-end platform that addresses the critical elements of contingent workforce management as well as services procurement, SOW management, direct sourcing, next-generation analytics, and intelligence-led service offerings.

When the solution rebranded to Magnit just two months ago, it represented a culmination of aggressive market activity that has coalesced into one of the market’s most robust workforce management providers. Through major industry acquisitions (WillHire, GRI, Workforce Logiq), unique partnerships (eightfold, Ceridian, etc.), and new product launches (Direct Source PRO, NorthStar, etc.), Magnit has reinvented the role of workforce technology within the Future of Work movement…and now has become a frictionless source of end-to-end automation and innovation.

In Their Own Words:

Magnit™ is a global leader and pioneer in contingent workforce management. Our industry-leading Integrated Workforce Management (IWM) Platform is supported by 30+ years of innovation, modern software, proven expertise, and world-class data and intelligence. It enables companies to optimize talent and diversity goals while achieving operational and financial success. With Magnit, companies can adapt quickly to the evolution of work to grow their extended workforce with greater agility, transparency, and speed. Visit magnitglobal.com.

The Outlook:

Two years ago, when the company was still known as PRO Unlimited, CEO Kevin Akeroyd laid out a firm vision for the solution’s future: become a true workforce management technology platform that could serve as a seamless foundation of automation and high-touch managed services for an evolving world of work.

Magnit has realized that bold vision and then some: the solution is a market leader that excels in several arenas, including driving real workforce agility, providing total talent intelligence, redefining talent acquisition, emboldening the power of advanced services procurement, and establishing a core foundation of dynamic functionality and white-glove service. The company has become a Best-in-Class center of transformation for key elements of the modern workforce, particularly direct sourcing, world-class data, and vigorous analytics that can drive strategic value.

The Future of Work movement is a progressive set of ideals that represents the convergence of technological and essential accelerants that have forever changed the way businesses get work done. Magnit is a true reflection of these transcendent advancements, serving as a quintessential platform for today’s revolutionary world of work and talent.

The Fourth Thing You Must Know About The Future of Work

Contingent Workforce Diversity and Inclusion General Insights HR Talent Technology and Innovation by John Yuva on 11/11/2022

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 fourth installment this week, we’ll be exploring artificial intelligence as a Future of Work centerpiece.

AI and the Rise of Total Talent Intelligence

Artificial intelligence (AI) is the fourth thing to know about the Future of Work. If there was an informal poll asking to name the leading Future of Work technology, about 90% would say artificial intelligence (a not-so-surprising answer). Of all the technologies available to enterprises that help automate key workforce processes, AI is the pure representation of the Future of Work.

However, there are different shades of artificial intelligence helping organizations optimize the way they get work done and how they think about talent. It’s more than having an artificial persona to help figure things out and make decisions — instead, it’s enabling smarter decisions.

Consider the rise of total talent intelligence. Today, an enterprise’s workforce may consist of 35%, 40%, or 45% non-employees and extended talent. For some, those numbers may be lower, but for others, they’re also higher. Earlier this year, Future of Work Exchange research found that 47.5% of the average company’s total workforce was considered extended, non-employee, contingent, or contract (this figure also includes freelancers, contractors, temporary workers, gig workers, consultants, etc.).

Total talent intelligence is a gateway to understanding the totality of the workforce; a gateway stimulant, so to speak, for total talent management. It’s the idea that enterprises have enough information and data on the entirety of their workforce – including skills, performance, and productivity levels. All of this information allows business leaders and hiring managers to make near-instantaneous, real-time decisions about the talent they need for a new role, project, or initiative.

Total talent intelligence enables smarter, more perceptive hiring. And AI is the way to get there.

AI as a Conduit for Diversity, Equity, and Inclusion Assessments in Recruited Marketing

If bias can be removed from decision-making and technology, and AI is set up in such a way that there is no unconscious bias, then it is possible to understand how diverse the workforce truly is. The Exchange has long said (including many years ago) that a diverse workforce is the deepest workforce. Being able to bring in different voices from different cultures allows businesses to be more innovative and think outside the box. And AI is a perfect conduit for that.

With regard to candidate assessments, there is wonderful technology out there that helps organizations better understand how efficient and effective a worker can be. It helps the business that went through an AI-fueled candidate assessment tool to source the best talent.There are similar solutions for recruitment marketing that have robust AI capabilities. These solutions are more than chatbots; they’re ubiquitous in how they help a candidate feel more comfortable and engaged. A candidate can use a mobile app and understand how to apply for a job. Likewise, the process for onboarding is clear, especially as it relates to healthcare benefits, time off, and open shifts. It’s these solutions that benefit the recruitment and onboarding side of extended workforce management.

On the workforce management side, AI helps with recruitment marketing. The idea that enterprises can program a bot to fill their talent pipeline overnight is quite amazing. Beyond just providing data, artificial intelligence can spark some of these processes that are beneficial to the business.

Turning to the volatile economy and its potential impact on the workforce, predictive analytics and scenario building are about managing these uncertain times. If enterprises are preparing for a recession, it is important to understand where they’ll be in six months. Data can be fed into a solution to help enterprises build a scenario and predict their financial picture or the state of global markets. The same type of data can model where the workforce is headed based on rates of resignations and retirements. Will there need to be cuts based on finances? Artificial intelligence is the perfect fighter against volatility by providing a clearer understanding of the future and how the workforce may look.

Key Providers for 2022: Utmost

Solution Providers Technology and Innovation by Christopher J. Dwyer on 10/13/2022

The Background:

Heading into 2022, Ardent Partners and Future of Work Exchange identified, amongst other key pressures, two major issues for businesses across the globe: 1) the need to “reimagine” workforce management processes and strategies in the wake of worldwide disruption due to the COVID-19 pandemic (as stated by 84% of enterprises), and, 2) a greater need to automate key elements of talent acquisition and workforce management with new and innovative technology (as indicated by over 70% o enterprises).

Today’s workforce management solutions cannot simply rely upon the automation required by organizations during pre-pandemic times, but must now offer a wide range of disruptive, intelligence-led functionality that can lead businesses into the Future of Work era.

Enter Utmost.

Why They Were Selected:

Utmost’s inception was positioned as an extended workforce platform that was buoyed by its seamless integration with Workday to provide users of that software with an agile means of managing both traditional and non-employee workers. Today, it is an end-to-end Vendor Management System (VMS) powerhouse that leads with innovation and talent-fueled functionality. In just four short years, the company blossomed into one of the market leaders in the extended workforce technology landscape, owed to its total talent intelligence capabilities, convergence of HR- and procurement-led functionality, and unique product vision that will enable its clients to traverse into a new era of total talent management and work optimization.

In Their Own Words:

Utmost transforms the VMS by managing the entire extended workforce lifecycle from sourcing to paying all workers in one global talent network for high-growth, dynamic companies. A network of enterprises, workers, and suppliers ensures speed of sourcing/deployment, and Utmost Front Door provides a single place for managers to request workers or work to be done across every channel of sourcing. Utmost supports all talent categories (staff augmentation, service providers, freelancers, SOW, consultants, etc.) in a single module with flexible workflows to cover complex and changing business needs. Utmost was founded in 2018 by industry leaders Annrai O’Toole, Dan Beck, and Paddy Benson, and is backed by Greylock Partners and Mosaic Ventures. Visit www.utmost.co for more information.

The Outlook:

Utmost offers a variety of robust functionality that bodes well for its future in the VMS technology market; its “Front Door” offering is an omni-channel portal (augmented by a seamless user interface) that serves as a dynamic module for finding, engaging, and sourcing Best-in-Class talent, while its native integration with major HRIS platforms is a boon for those business leaders seeking to harness the relative power of total talent intelligence.

Utmost represents the next evolutionary step in the journey of VMS software, as its integration-friendly platform and intuitive functionality position the solution as a powerful offering for organizations seeking a next-generation source of agile workforce management automation. By placing “work” and the overall “talent experience” as the nexus of the platform, Utmost remains a Future of Work-led VMS platform that will only continue to thrive in the months and years ahead.