There is a disconnect between the talent management systems of the past and the workforce demands of the future. The workforce fueling the modern enterprise
is radically different today than it was just 20 years ago and in 20 more years it will
be radically different than today. Now, managers routinely make choices about leveraging temporary workers, contract workers, service providers, consultants and regular employees when building new teams or rethinking existing ones. As studies demonstrate, more often than not, the organizations demand for workforce agility and new thinking to fuel innovation, tip the scales towards contingent labor. The Aberdeen Group estimates that between 20 and 25% of today’s jobs are filled by contingent workers, a figure that doesn’t include the percentage of work completed by service providers which may represent as much as 32% of the domestic workforce.
Virtually no organizations today have talent management systems in place that provide visibility into the total workforce, let alone provide an infrastructure to plan and manage it. With as much as 57% of the work being done being completed by non-employees, the inability to plan/manage is a situation that must change. This session will address:
How to develop practical solutions that line managers can use to ensure they are making the right labor resource type decisions given labor market conditions
How to incorporate planning for and sourcing of alternative labor resources into your staffing organization
What talent management systems must grow in scope to address the total workforce and how to accomplish that scope growth in the most feasible way
What measures an organization should implement to measure the effectiveness of the total workforce and drive accountability for workforce optimization