Total Talent Management and the Contingent Workforce Paradox

This week, we are featuring several briefing and research papers we've published recently. We know you're busy, but if you want to stay at the forefront of procurement thinking and knowledge, we think our papers are a quick and relatively painless way of doing that. They are sponsored by solution providers, but we guarantee they are always written from an independent perspective. Why not take a few minutes and make sure you're well informed about the latest in procurement technology, strategy, and process.

Today, we are launching a brand new briefing paper titled "Total Talent Management and the Contingent Workforce Paradox".  This is sponsored by Fieldglass, the leader in VMS systems (used to manage contingent labour and related services spend areas), but like all our papers it is written from an independent standpoint.

The contingent (temporary, interim, whatever you want to call it) workforce for most organisations is growing, so a greater percentage of the people who work in effect within the organisation are not permanent staff. This trend is not likely to reverse – as there are advantages for both the organisation and for the workforce.

Yet it is driving a paradox. Organisations are realising that in many ways, they need to consider the contingent workforce in a similar manner to how they manage internal staff; for instance, in the search for talent, in managing performance, and even in terms of retention or exit. Yet the contingent workforce is different, not least from a regulatory, taxation and legal point of view.

So in this short paper, we look at both the similarities and the differences between managing the permanent and temporary workforce as we consider “total talent management” (TTM).  Here is an excerpt; do download the whole paper here, free on registration.


Total Talent Management and the Contingent Workforce Paradox


Total Talent Management

Total Talent Management (TTM) is an increasingly used expression; here is one definition:

“The concept of TTM integrates and engages the full range of talent sources, from traditional employees to a wide variety of non-employee workers including temporary workers, independent contractors/consultants/ freelancers, volunteers, outsourced resources, and even non-human options such as robots, drones and cognitive computing applications” (Staffing Industry Analysts).

Our interest may not be quite that broad –including drones as “talent” seems rather strange! But the contingent workforce certainly covers a huge span of activities, from blue-collar to very high-powered intellectual roles. The discussion here relates in the main to the white-collar element of the contingent workforce, although much of this analysis is relevant across the board.

How organisations look at the contingent workforce, and the different elements involved in managing that workforce, are in theory very similar to those applied in the management of employed staff. Both employed and contingent workforce management includes key parallel issues around recruitment, accreditation, setting and monitoring deliverables (performance management), retention, motivation and reward, and exit.

Managers need to understand the capabilities of both staff and contingent workers, they need to manage performance and to motivate individuals. That is true even for the more mundane unskilled tasks; it is critical once we consider skilled contingent workers. But TTM it is not simply a value argument about getting the best out of the workforce and every individual, whether they are permanent or contingent. There is the risk side too.

(Read on by downloading the paper here!)

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