Embrace the future of talent with a total workforce solution.
By Marta Chmielowicz
Gone are the days of one-size-fits-all sourcing, recruiting, and hiring. The gig economy is on the rise, the workplace is becoming more diverse, and top talent is increasingly hard to come by. But even as skills shortages become the norm and attracting talent grows more difficult, organizations are gearing up their hiring efforts to position themselves for future success. In fact, LinkedIn’s Global Recruiting Trends 2017 study reports that talent is the top priority for 83 percent of executives, and 56 percent of organizations are planning to increase their hiring volume in 2018.
Organizations are increasingly turning to social media as a way to attract contract workers.
By Marta Chmielowicz
No matter the name—contractors, freelancers, consultants, or contingent workers—there is no denying that the gig economy workforce has seen a massive spike in recent years. According to Upwork’s 2017 Freelancing in America study, the contingent workforce in the U.S. now makes up 36 percent of the working population and is growing at a rate three times faster than the total workforce overall. At the current rate, the majority of workers in the U.S. will freelance within the next 10 years.
Total workforce solutions allow organizations to zero in on their most important asset: talent.
By Debbie Bolla
In recent years, HR and talent acquisition leaders have become more and more accountable for the workforce. They often have ownership of not just the people who organizations hire, but also how they perform.
An examination of the growing use of freelance talent in the APAC region.
By The Editors
Recent research from HRO Today and Allegis Global Solutions found that the use of freelancers in the APAC region is growing rapidly, with 45 per cent of respondents anticipating the use of freelancers will increase in the next 24 months. Use of freelancers over the past two years also increased, albeit more modestly, as nearly a quarter of respondents reported an increase during that time.
By The Editors
HRO Today’s Baker’s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients.
Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 10 responses from eight companies. We reached out to more than 25 providers of managed service programs.
Successfully managing remote workers can be achieved with the right planning and tech tools.
In today’s high-tech atmosphere, it’s essential to be able to manage virtual employees effectively. With the right technology, HR executives can ensure that their staff is able to work efficiently from anywhere, without being restricted to nearby offices. There are still a few important things, however, that managers need to keep in mind when utilizing far-flung workers.
New research outlines the top five drivers of managed service programs.
There is no denying that the field of talent acquisition is more exciting today than ever before, with organizations facing a series of complex challenges and needs. Organizations have many considerations when it comes to their talent acquisition processes, including:
As the contingent labor market becomes more permanent, advice on how to improve the employee experience for these workers.
By Christa Elliott
It’s no secret that the face of the modern workforce is changing. Just take a look around! The younger generations are moving up, and, more importantly, today’s workers are moving away from both the office and the conventions of a full-time, 9-5 position. In fact, a 2015 report from the U.S. Government Accountability Office found that 40.4 percent of the U.S. workforce is made up of contingent workers, and this number is only growing.
Today’s leading organizations are relying on data intelligence to drive business decisions. As the contingent labor workforce continues to grow—now reported as being around 50 percent of all workers—HR and procurement leaders understand the true value that data can reveal when it comes to managing temporary staff. In fact, according to research firm Ardent Partners’ 2016-2017 State of Contingent Workforce Management Report, 53 percent of best-in-class organizations convert contingent labor data into usable intelligence.“Accurate reporting and analytics related to cost, compliance, and quality are essential to contingent workforce program success,” says Janice Weiner, global vice president of MSP for Staff Management | SMX.
The data behind cost, compliance, and quality can show the successes—and challenges—of an organization’s program. And as this piece of the talent puzzle continues to grow, getting it right is becoming more critical than ever. “Implementing a comprehensive reporting solution that addresses both tactical and strategic requirements is critical to gain full visibility into contingent labor program activity,” says Jill E. Parrino, vice president of solutions and innovation for Geometric Results, Inc. “The solution should be comprised of meaningful data and insights that span the variety of stakeholders engaged in managing this important labor channel.”
When it comes to contingent labor, stakeholders tend to cross the organizational spectrum from HR and procurement, to finance, IT, compliance, and legal. The metrics that matter to HR will differ greatly from those that impact finance, IT etc. “HR tends to be more interested in metrics that relate to program performance and workforce planning while procurement tends to be more interested in metrics related to spend and savings,” explains Weiner. “That said, in the most successful programs, these interests intersect. For instance, HR may be interested in the cause of turnover and the impact on workforce planning while procurement may be interested in the cost of turnover. By monitoring all aspects of this metric, both HR and procurement can have the opportunity to control turnover and the associated cost.
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