MSP

Generation Next

Strategies to develop a holistic workforce strategy to attract younger talent and contingent workers.

By Vish Baliga

The pandemic has challenged companies to rethink their workforce strategies in profound ways, particularly with respect to remote work and gig opportunities. Much of the U.S. has become a work-from-home economy, with over 42% of the workforce now working from home or a remote location full-time. Many of the concerns associated with working from home have been addressed with the aid of new technologies and work practices. In fact, the pandemic-induced remote work environment has provided ideal conditions to validate the benefits of remote work for organizations, workers, and society at large.

Attracting Contingent Labor

Empowered by technology, a direct sourcing solution can help build and maintain a highly engaged talent pool.

By Debbie Bolla

The hiring patterns of the past 13 months have been turbulent to say the least, with some industries experiencing serious cutbacks (hospitality, travel, and entertainment) whereas others went through major growth spurts (tech and engineering). Contingent workers played a large role in filling that demand, offering the much-need flexibility and skill sets to achieve business goals.

Increasing Access to Talent

By leveraging a direct sourcing solution, organizations can attract and onboard the best available candidates as quickly as possible.

By Debbie Bolla

With Ardent Partners reporting that 43% of an overall workforce is considered contingent, it’s become a business imperative that organizations have detailed sourcing and management strategies around this talent category. If they do, they are well positioned to reap many benefits.

A New Talent Model

Contingent labor is emerging as a critical talent pool helping companies stay flexible and resilient as the market rebounds from the pandemic.

By Marta Chmielowicz

Contingent labor has been critical to many organizations’ talent strategies for years, but the COVID-19 pandemic has forced employers to rethink their approaches. As companies have coped with extended lockdowns, shifting consumer demand, and historic levels of unemployment and economic uncertainty, many are turning to temporary labor to fuel their recoveries. But to succeed and come out of the pandemic with greater flexibility and resilience, new talent procurement and management strategies are essential.

The Outlook for Total Talent

A total workforce solutions approach delivers numerous benefits in a volatile business climate.

With Jennifer Spicher, Chief Revenue Officer, LevelUP HCS

The COVID-19 pandemic has had a massive impact on hiring strategies across the globe. The shift to remote work has accelerated digital transformation, globalization, and talent mobility, forcing HR leaders to adopt innovative hiring approaches in order to stay ahead in an uncertain business climate. Total workforce solutions (TWS), or the practice of leveraging a single process and technology suite to hire contingent and full-time talent, has emerged as a viable approach for companies coping with ever-shifting talent needs.

Talent Transformation

Allegis Global Solutions helped a large, multi-national client streamline and standardise its global hiring process.

By Marta Chmielowicz

When Allegis Global Solutions (AGS) first started its relationship with an internationally renowned banking institution that operates across 60 countries worldwide, the recruitment partner faced several critical challenges.

Gaining Ground

Growing talent pools, managing costs, and maintaining compliance are a few ways MSPs have stepped it up during the COVID-19 recovery.

By Marta Chmielowicz

The economic disruption of COVID-19 has highlighted the importance of workforce flexibility, leading to a rise in contingent labor hiring nationwide. According to PRO Unlimited’s Fall 2020 Labor Market Report, contingent hiring declined by 56% in the first half of 2020 but quickly returned to pre-COVID levels by July, resulting in a 9% increase year-over-year by September.

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