Sourcing and Engaging the Independent/Freelance Workforce — An Emerging Ecosystem? (Part 3) [PRO]

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The overarching question motivating this five-part Spend Matters PRO series is one posed to practitioners: “As a services procurement manager, should I be paying more attention — maybe even taking action on — the independent contract workforce, or ICW, as a supply of skills/expertise?”

In Part 1 of this series, we examined if measures of size and growth of the ICW population provided a clear basis for answering this question and found that, at least in our opinion, it did not (see Part 1).

We also proposed that, in addition to monitoring demand within one’s organization (something not adequately done by most procurement organizations), the extent to which a new ICW ecosystem is emerging could also provide some basis for answering the question. We also proposed looking separately at the extent to which an ecosystem has been forming to:

  • Provide enterprises with the required capabilities to source, manage and maximize the value of this independent/freelance population (Parts 2 and 3 of this series)
  • Provide independent/freelance workers with the access to the opportunity pathways and the support/services they require to function as viable “operators.” (Part 4 of this series)

Starting in Part 2, we began looking at the formation of an ecosystem enabling organizations’ usage of (source, engage, manage and pay) independent/freelance workforce. In Part 2, we reviewed findings from a recent panel survey of CW/S solution provider executives which suggested that a new ICW ecosystem has been taking shape recently. When asked this: “Over the past three years, have you seen the emergence of new digitally-integratable, configurable ecosystem(s) of solution and service providers focused on enabling organizations and independent workforce on the demand and the supply sides?” over 80% of respondents answered “Yes, to some extent,” while none answered “No , I haven’t seen that happening.”

In this third part of the series, we will continue this same assessment of an emerging ecosystem enabling organizations usage of ICWs , but dissecting it at the category and provider level.

In Part 4, we will provide a similar assessment, but from the standpoint of how ICWs are enabled/supported to function as viable operators. In Part 5, we will synthesize the findings and offer recommendations for services procurement practitioners and senior executives.

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