Total Talent Management — Best Practice for Permanent and Temporary Workforce

We recently published 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. 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; 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

Conclusions and Recommendations

The concept of Total Talent Management – looking to get the most out of everyone, or contingent worker, who is engaged in supporting the organisation’s activities – is a good one, but needs to be treated with a note of caution. It is important to understand where best talent management practice relating to the permanent workforce can and should be applied to the contingent workforce. It is also vital to understand the differences and the legal issues around employment of contingent workers.

In order to get the most out of the contingent workforce in particular, that means:

  1. Having a strong administrative grip on the organisation’s use of contingent workers. If there are no records of contingent workers, their skills or accreditation, where they work, how long they have been in the organisation, then there is a high probability that organisation is working outside the regulatory framework as well as not getting the most out of this resource.
  2. Managing the engagement of contingent workforce through a robust and controlled recruitment process, which in an organisation of any size probably means a systemised approach, making use of appropriate technology.
  3. Continuing the management focus on contingent workers during the delivery phase. Performance management of the contingent workforce is one area where there are close parallels to management of permanent staff, and effective management of both populations is vital, all the way through to a controlled exit process where appropriate.

So organisations should consider management of contingent workers in many of the same ways they think about getting the most out of permanent staff; but also need to remember that there are fundamental differences. Be aware of that, and manage each group accordingly and appropriately; the paradox exists, but it is manageable.

(Read on by downloading the paper here!)

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