Unlike other positions facing a talent shortage, skilled trades work is geographically fixed and cannot be relocated or offshored, leaving employers with a critical talent issue that will only get worse as more experienced workers retire without adequate replacements.
In 2010, HCI conducted extensive research into the the depth of integration of the contingent workforce into organizations. The resulting report, Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives?, highlighted the most common practice, that the integration by in large stops after acquisition, and showcased rare best practices. One of those was the inclusion of CT usage and need into the strategic workforce plan.
While you're planning your expansion, you're going to find that talent is in short supply, especially in these five areas.
Ravin Jesuthasan sees the management of human capital risk as a natural fit for the HR profession.
"HR first became a profession when it was about ensuring compliance," says Jesuthasan, global head of talent management at Towers Watson in Chicago and co-author of Transformative HR, a new book he co-wrote with University of Southern California Marshall School of Business management professor John Boudreau.
Contract talent already played a critical role in many adaptive organizations’ workforce plans before the Great Recession hit. It likely will play an even more important role going forward, as leaders struggle not only with the uncertainty of the recovery, but with questions surrounding regulatory reform in key areas such as health care, the environment, and finance. Integrating contract talent into the workforce planning model allows for greater talent flexibility as the needs of the organization changes. This session will focus on the needs, challenges, and attitudes of organizations at this important economic inflexion point and how fitting contract talent into the workforce planning equation will result in successful results.