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Total Talent Management

Navigating the Current and Future State of Total Talent Management

Contingent WorkforceHRProcurementTalent Acquisition by Christopher J. Dwyer on

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.

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The Future of Work Exchange Podcast, Episode 715: A Conversation With Christy Forest, CEO and Executive Director at LiveHire

Podcast by Christopher J. Dwyer on

The Future of Work Exchange Podcast welcomes Christy Forest, CEO and Executive Director at LiveHire, to discuss the current state of direct sourcing, the future of this high-impact strategy, the reality of total talent management, and much more.

This week’s podcast, sponsored by Worksuite, also highlights the importance of “balance” between human-centricity and digital evolution.

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The Next Stage of Total Talent Management: Value Chain Management

Business LeadershipGeneral InsightsTalentUncategorized by John Yuva on

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.

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How Next-Generation MSPs Will Transform Total Talent Management

Contingent WorkforceTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

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.

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A New Era of Innovation, Part V: The Transformative Solutions Landscape

Solution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Over the summer, the Future of Work Exchange featured a series of articles focused on the “new era” of innovation happening within the technological landscape associated with the Future of Work movement. The exclusive feature series highlighted providers that are revolutionizing the many ways businesses not only find, engage, source, and manage talent, but also how that talent is leveraged to optimize how work is addressed and done.

Given the advancements in arenas such as direct sourcing, digital staffing, VMS, extended workforce management, total talent management, and MSP-led services, the workforce solutions arena stands out as a revolutionary force in today’s business world. Its agility allows companies to stay ahead of the curve, its flexibility adapts to the changing nature of work, and its pace of innovation continuously reshapes the landscape of talent acquisition and management.

As businesses continue to navigate an ever-evolving talent landscape, the workforce solutions industry remain a critical enabler of success, offering the tools and strategies needed to thrive in an increasingly competitive environment. Today, we feature four additional solutions that represent a new era of innovation.

HireGenics

The Future of Work Exchange has a history of tracking the progression the Managed Service Provider (MSP) model by discussing how these mature industry giants have transformed the way businesses manage the many intricacies of extended workforce management. In the face of unprecedented change in how work gets done, some MSPs have converted their offerings to suit the flexibility and agility attributes inherent in today’s Future of Work-led enterprise arena.

HireGenics is a reflection of this evolution. The organization has made waves by changing MSP delivery models to be more “in tune” with the innovation required to help businesses succeed in the current frenetic climate. The solution’s “MSP 4.0” model represents a forward-thinking approach to MSP offerings by leveraging artificial intelligence and insight-driven analytics to optimize talent acquisition, enhance diversity, and offer flexibility in scaling according to shifting market demands. HireGenics is actively reshaping contingent workforce management with innovation and adaptability at its very core.

eTeam

With over 350 of the Fortune 1,000 as key clients, eTeam represents the next generation of managed services and total workforce solutions. For nearly two decades, the organization has offered its deep MSP capabilities to companies across the globe, while expanding over the years into new regional markets and adding deep offerings in SOW management and services procurement, integrated talent solutions, EOR and payrolling, direct sourcing, etc.

eTeam’s global suite of solutions extends to several innovative arenas, as its umbrella of organizations address many progressive attributes of the new world of work and talent. High5 is a market leader in direct sourcing and digital staffing, while Compass (EOR and payrolling) and Elevance, a next-generation compliance and risk mitigation tool, round out its arsenal. eTeam’s TOTAM solution is a unique take on total talent management as an innovative blend of freelancer management, digital staffing, DE&I automation, business intelligence, and VMS tools that converge within a robust technological infrastructure.

Rightsourcing (by Magnit)

The healthcare workforce faced its toughest challenge in 2020 and 2021 as the COVID-19 pandemic ravaged hospitals, burned out workers, and reimagined how this industry viewed its talent and expertise. An interesting facet of this vertical, however, was the fact that hospitals and healthcare facilities increased their utilization of non-employee labor and extended talent during this harrowing time, proving that, yet again, the contingent workforce could play “hero” during troubled times.

Rightsourcing (part of Magnit) fosters workforce innovation in the healthcare and life sciences verticals by allowing organizations to tap into external expertise and Best-in-Class contingent talent. With the power of Magnit’s Integrated Workforce Management (IWM) platform behind it, Rightsourcing is a market leader in the healthcare (and life sciences) industry with its cutting-edge managed services delivery and wide suite of offerings that enable businesses in these sectors with flexibility, agility, and Future-of-Work-era technology and automation. As the healthcare workforce evolves, solutions such as Rightsourcing will lead the path to optimizing talent, enhancing patient outcomes, and meeting the unique and critical demands of this intricate industry.

Graphite

The impact of digital staffing cannot be understated; Ardent Partners and Future of Work Exchange research underscores not only its evolution but also its rampant growth, as utilization of these platforms has increased by almost 800% over the past five years. This statistic serves as a testament to the profound impact these solutions wield within the Future of Work movement and the broader spheres of work and talent.

Enterprises aim to seamlessly connect top-tier expertise with the specific projects and initiatives that demand such capabilities. Graphite, an expert network provider, was established with the vision of uniting businesses with exceptionally skilled independent professionals using advanced matching capabilities, artificial intelligence, and comprehensive project oversight. Graphite represents a cutting-edge talent marketplace that prioritizes adaptability, nimbleness, AI-driven solutions, and the ability to expand the workforce as needed.

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A New Era of Innovation, Part IV: The Future of Work Awaits

Contingent WorkforceDirect SourcingSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Over the past three weeks, the Future of Work Exchange has featured a series of articles that have highlighted the innovation occurring within the world of workforce management, talent acquisition, and staffing technology and solutions.

We live in a new era, one that is heralded by evolution, innovation, and acceleration…all part of the “Future of Work movement” that dictates how we work and how we thrive. Talent is the centerpiece of this movement, a veritable engine of sorts that drives innovation, sparks ideation, and facilitates competitive differentiation in a globalized market that thrives on expertise and top-tier skillsets.

The 2023 business climate requires more focus on “talent sustainability,” which refers to the strategic approach that organizations take to ensure the long-term prosperity of their enterprise by attracting, retaining, and nurturing their workforce. It encompasses creating an environment that promotes employee engagement, development, and well-being, while aligning with the organization’s goals and objectives. By investing in their workforce’s growth and development, businesses can unlock the full potential of their employees, driving productivity, innovation, and ultimately, profitability. Additionally, adopting a socially responsible and ethical approach to talent management can help to create a sustainable and equitable workforce, which benefits both the organization and its employees.

The progression of workforce solutions reflects the notion of talent sustainability, as today’s talent management platforms and systems represent this “candidate-centric” focus, as well as the acceleration of key Future of Work-era elements, particularly direct sourcing, omni-channel talent acquisition, and innovative talent-led strategies.

High5

High5 is not just a “total talent” platform, but also a pure representation of omni-channel talent acquisition technology and solutions. The organization blends a unique array of tools and services under one umbrella platform, with an innovative convergence of digital recruitment, direct sourcing (and managed direct sourcing), talent marketplace, candidate assessment, staffing infrastructure, and extended workforce management offerings that actively revolutionize the ways enterprises find, engage, source, manage, and retain top-tier talent.

What sets High5 apart and differentiates the solution from others in this arena is its powerful, talent-led offerings are an ideal alignment with the candidate-centric priorities of businesses today. High5 presents a frictionless candidate engagement process that quickens time-to-fill rates while also revamping talent assessments and onboarding processes; the vetted talent included in their vast candidate community represents top-tier expertise and skillsets.

In essence, High5’s solution is the convergence of total talent management, and, of course, Future of Work-era concepts.

Prosperix

Prosperix, formerly known as Crowdstaffing, rebranded nearly two-and-a-half years ago at a critical time in the business arena; the branding and vision shift reflected the utmost criticality of the candidate, as well as the burgeoning focus on transforming the ways enterprises engaged, sourced, and managed external talent.

While the solution was originally known for its powerful talent marketplace and direct sourcing prowess, the Prosperix platform supercharges these attributes and offers a robust, end-to-end, and differentiated VMS tool.

Prosperix’s groundbreaking “VMS Network” stands as a Best-in-Class platform, seamlessly merging digital staffing technology and next-gen VMS functionality to reimagine the relationship between an enterprise and its talent supplier base. The combination of direct sourcing, candidate experience management, end-to-end contingent workforce management, and digital staffing, along with its new Xponential offering, positions Prosperix as a powerful platform embodying the finest Future of Work-era technology.

Atrium

The Managed Service Provider (MSP) model has entered a period of evolution, with many of these solutions progressing as the world around them continues to change. With a shift in thinking about “traditional” workforce management solutions, the MSPs that embrace technology, push revolutionary models, and think outside of the box will be the ones that thrive in 2023 and beyond.

Atrium stands out for its deep commitment to direct sourcing and a strong dedication to diversity, equity, and inclusion (DE&I) throughout its core MSP offering. Under the “Atrium Works” banner, their contingent workforce management (CWM) solutions offer a comprehensive range of services for total talent management with a suite of offerings that include advanced direct sourcing, an “Early Talent” program, and robust technology expertise to build agile Future of Work-ready workforce programs. Atrium’s adaptable MSP model provides comprehensive, end-to-end support that flexibly caters to changing customer requirements.

SAP Fieldglass

The Vendor Management System (VMS) arena has always been a hotbed of innovation, especially dating back to the earliest days of The Great Recession (2008-2009), when a historical rise in utilization of contingent labor forced these solutions to revamp how they intersected within the talent technology ecosystem. SAP Fieldglass was a VMS pioneer, and, when global enterprise giant SAP acquired them in 2014, it signaled a new era of total talent management given its soon-to-be-connected links to SAP’s core offerings, particularly SAP Ariba and SAP SuccessFactors.

SAP Fieldglass represents not just the continued progression of VMS technology, but rather a convergence of Future of Work-era innovation and robust extended workforce automation. The platform provides an end-to-end, holistic perspective of the contingent workforce by integrating with the capabilities of SAP SuccessFactors (revamping the impact of HR and procurement functionality’s convergence), SAP Ariba (enhancing the spend management and supplier optimization attributes of extended workforce management), and other SAP technologies.

By leveraging its expanded capabilities (many of which have been enhanced over the past few years), SAP Fieldglass equips businesses to proactively manage the multifaceted challenges of today’s talent landscape. With a focus on total talent intelligence and AI-led, proactive analytics and reporting, the platform enables superior talent decision-making, streamlined processes, and a deeper understanding of workforce dynamics. SAP Fieldglass stands as a testament to the evolution of VMS into a cutting-edge workforce management technology arena, poised to guide organizations through the complexities of contemporary talent management.

Stay tuned for Part V of this exclusive, exciting new Future of Work Exchange series.

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HR Transforms into FOW Advocate

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRProcurementTalentTalent AcquisitionUncategorized by John Yuva on

Human resources as a function is experiencing a transformation as the Future of Work paradigm extends into more enterprises. Previously a benefits-focused department, HR is now regarded as a strategic partner in attaining business goals and objectives. Chief human resources officers are now tasked with leading total talent management efforts across the organization, ensuring the right talent is at the right place at the right time.

Growing Priorities, Balancing Demands

The Future of Work includes many tenets from flexible works models (remote and hybrid) to work/life balance considerations to diversity, equity, and inclusion (DE&I) programs. HR must now balance those priorities, along with talent acquisition and talent management demands that align with the current and future needs of the enterprise. That’s no small feat!

With contingent labor comprising nearly 40% of the total workforce, according to Future of Work Exchange research, HR must collaborate cross-functionally to not only understand staffing needs but the skillsets behind those roles. HR has evolved where partnerships with business managers and executive leadership are essential to the future competitiveness of the enterprise. In many ways, HR is now becoming the central role for both workplace and enterprise strategy execution.

In an article for Forbes, Joey Price, CEO for Jumpstart: HR, writes: “What’s the secret behind high-performing organizations? They are most keenly aware of the critical role that their organization’s human resources function plays in activating its overall success. If you think human resources is just a support system (*cough* “back office” *cough*) for your business, it’s time to reimagine your relationship.”

HR Impacts on FOW

HR’s impact on the Future of Work cannot be understated. It holds the keys to the execution success of Future of Work strategies. With that in mind, let’s look at several FOW areas where HR has a growing influence.

1) Human Capital Initiatives

Human resources is a human capital-intensive function. As such, building initiatives that increase employee engagement and promote a positive work culture are critical responsibilities for HR managers and executives. At the forefront of those efforts are diversity, equity, and inclusion (DE&I) initiatives. With more employees working remotely or in a hybrid work model, enterprises are attracting candidates on a global scale. Thus, the workforce today is a melting pot of different cultures, backgrounds, and lifestyles. Leveraging such diversity means developing DE&I initiatives that provide a sense of belonging and community — leading to an engaged and supportive workforce culture.

2) Work Model Influencers

The COVID-19 pandemic ushered in remote work and transformed how and where work gets done. In the last year, however, several large corporations reversed their remote work policies and asked those employees to return to the office. HR leaders are in a position to influence and advocate for remote and hybrid work models, understanding their importance to work/life balance and inclusion issues. The essence of the Future of Work is a workplace that incorporates a variety of work models to meet the needs of a talented and global workforce. Driving such policies and using data to support remote and hybrid work models is at the core of HR.

3) Talent-Centric Mentality

How and why HR sources candidates are evolving — leading to a focus on skills-based hiring. The mentality is shifting from filling a job vacancy as if it’s a commodity to truly choosing candidates based on specific skillsets that align with the strategic growth of the business. The expanding extended workforce also places more emphasis on skills and competencies than ever before. The gig economy is an ever-increasing talent pool for HR to leverage for their organization. Thus, contingent workforce management is essential to building the appropriate talent pipeline that attracts contingent candidates and retains them for ongoing strategic initiatives.

4) Balance Through Total Talent Management

As enterprises transition to skills-based hiring, it’s a natural progression toward total talent management. HR’s workforce partnerships with cross-functional business managers must encompass the totality of a department’s budget. Partnering with procurement on talent acquisition and contingent workforce management helps ensure personnel budgets remain within scope. Understanding talent spend to truly optimize the hiring of contingent labor is critical. Total talent management brings transparency to all the elements of what goes into talent acquisition. It ultimately prevents going over budget on a hire, while ensuring the enterprise achieves its talent needs.

Human resources is now much more than an administrative department focused on benefits pricing and offerings and filling vacant positions. Rather, it’s a strategic function building partnerships enterprise-wide to better achieve workplace and organizational goals while advancing and advocating Future of Work initiatives.

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FOWX Quotable: Leveraging the Non-Employee Workforce

Contingent WorkforceTalentTalent AcquisitionUncategorized by Andrew Bartolini on

The Future of Work is rapidly changing, and organizations that want to thrive must adapt to this new landscape. As companies look to compete in an increasingly complex and unpredictable business environment, the non-employee workforce is emerging as a key source of competitive advantage. The rise of the gig economy, coupled with technological advancements that enable remote work and collaboration, has made it easier than ever before to tap into a vast pool of highly skilled and flexible workers.

By effectively leveraging the non-employee workforce, organizations can gain access to specialized talent and capabilities that may not be available in-house. This can help them stay ahead of the curve in terms of innovation, as well as improve operational efficiency and reduce costs. In today’s fast-paced business environment, where speed and agility are critical, the non-employee workforce can provide the flexibility and adaptability that companies need to stay competitive.

However, in order to effectively harness the power of the non-employee workforce, organizations must have the right tools and strategies in place. This includes everything from robust talent management systems to streamlined procurement processes that enable seamless engagement with external talent. It also requires a shift in mindset, as companies must move away from traditional notions of employment and embrace new models of work that are more flexible, dynamic, and inclusive. Ultimately, those organizations that are able to successfully navigate this new landscape will be the ones that emerge as winners in the future of work.

In sum:

“Tomorrow’s business landscape will be shaped by those organizations that understand the power of leveraging the non-employee workforce as a competitive advantage. The ability to effectively tap into this vast and agile pool of talent will be the key to unlocking innovation, driving growth, and staying ahead of the curve in the ever-evolving Future of Work.”

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Is It Time to Reintroduce Ourselves to Total Talent Management?

Contingent WorkforceHRTalent by Christopher J. Dwyer on

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.

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FOWX Notes, March 3 Edition

Solution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Some picked-up pieces, news, and insights from across the evolving world of talent and work:

  • Direct sourcing and workforce solutions platform WorkLLama announced a series of $50M strategic investments. The new funds will enable the innovative tool with a variety of advantages, including possible acquisitions, a continued commitment to direct sourcing innovation, etc. This level of investment translates into the ability for WorkLLama to continue its long track record of progressive automation in the digital recruitment and total talent management arena.
  • Opptly announced that it is has completed its the integration of its platform with major extended workforce and VMS solutions provider Beeline. The integration with Beeline’s direct sourcing API suite will deliver an advanced, seamless means of connecting enterprises with the best-aligned, best-fit talent via Opptly’s industry-leading AI-fueled functionality.
  • Talent management platform LiveHire announced its acquisition of Arrived Workforce Connections, Inc. Arrived’s shift management and mobile-led matching application will be powerful addition to LiveHire’s already-robust suite of offerings. In corresponding news, Arrived’s CEO, Jennifer Byrne, will join LiveHire as its Global Chief Product and Technology Officer. Antonluigi “Gigi” Gozzi, LiveHire’s co-founder, Executive Director, and Chief Product and Technology Officer, will transition out of his executive role.
  • The Fed’s record rate hikes have done little to cool the hot job market, as unemployment claims dropped once again. A seventh straight week of claims under 200,000 means that unemployment has remained at a level not experienced since 1969.
  • Thoma Bravo, a Chicago-based software investment firm, has officially completed its acquisition of business spend management (BSM) platform Coupa Software. Announced back in September, Thoma Bravo has finalized the massive $8B transaction. Coupa’s wide range of spend management offerings includes Coupa Contingent Workforce, its dedicated VMS tool for the extended workforce industry.
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