T he business world is quite polarizing in 2017. Political and economic shifts drum up heated discussions about the future of the average company, while market experts continue to predict uncertain times ahead.

The world of talent is seemingly no different: for years, conversations regarding talent acquisition and talent management were simply relegated to a few simple issues, namely, where to find talent and how to foster it. In 2017, those questions seem easy to answer in the face of all that is happening in the industry today. Consider that:

  • The Gig Economy is no fad and is continuing to shape the workforce.
  • Big Data-led strategies are propelling intelligence into the forefront of all talent management and non-employee workforce management programs.
  • The Future of Work is a real, breathing concept that is actively pushing attributes like mobility, artificial intelligence, employee/talent experiences, and machine learning into everyday talent management operations, and;
  • By the end of the year, nearly 40% of the average workforce will be considered “non-employee.” (Today, according to Ardent Partners research, 38% of the average company’s workforce is considered part of this group.)

 

In the midst of these major market shifts, another critical question remains: when is the right time for total workforce management? As the workforce becomes more and more “blended” to represent a true, collaborative split between traditional and non-employee workers, does it not make sense to centralize and standardize all operations related to the engagement, acquisition, and ultimate management of all enterprise talent?

For many businesses today, the very concept of total workforce management is a myth. “It’s not grounded in reality,” many leaders may say. And, from their perspective, it is not surprising to hear these words: out of all of the newer strategies and solutions to impact the workforce management industry, total workforce management remains the one without tried-and-true use cases or full ROI examples.

But, here’s the clincher: in a world where talent is the top competitive differentiator for businesses, a TWM program will be essential in not only addressing skillset-based requirements and projects in a on-demand, real-time manner, it will enable true “total talent visibility,” a factor that will be incredibly critical in the “Future of Work.”

Total workforce management may seem daunting, even impossible for some organizations, however, the value is there and the benefits are clear. The new Modern Guide to Total Workforce Management report outlines the development, best practices, value, and benefits of such a program, and discusses:

  • Why today makes sense for total workforce management.
  • A deep-dive outline of Ardent’s new “Total Workforce Management Operating Model,” which can serve as a “blueprint” for TWM.
  • How “extended” attributes, such as succession planning, diversity management, and learning management, play into total workforce management.
  • How procurement, HR, and human capital management can effectively collaborate, and;
  • The innerworkings of the technology integration (i.e. VMS and HRIS, VMS and RPO, etc.) that are needed for total workforce management programs.

 

Download the new report here, and feel free to reach out with any questions.

 



Christopher J. Dwyer is a seasoned industry analyst and thought leader that has been researching the evolution of the non-employee workforce for nearly 12 years. He evangelizes the concept of the “Future of Work,” and is the host of Contingent Workforce Weekly, one of the business world’s most popular workforce management podcasts.

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