Ardent Partners is excited to announce the publication of its new Contingent Workforce Management Strategy Guide (available for download here or here), a new research study that takes a deep look at how on-demand talent and real-time engagement are pushing the boundaries of the “future of work.”
While technology and innovation often steal the headlines within the world of the non-employee workforce, too many businesses often forget the foundational structure of any successful contingent workforce management (CWM) program: strategy. Today’s contingent workforce is intricate, complex, and has ramifications across nearly every facet of the average enterprise. As the growth and evolution within this industry continue, a company’s overall CWM strategy will become just as critical as its reliance on technology.
This has created an elemental shift in how enterprises can address their workforce needs. Unfortunately, many of today’s businesses have not adequately responded to the changing landscape, choosing instead to rely on outmoded and legacy approaches to manage a space that is innovative and fast-changing. From a strategy perspective, two functional groups sit at the forefront of contingent workforce management (CWM), and, without a marked change in their style and approach, they will soon find that the very benefits of this new work model will pass them by.
There stands a “great divide” between these two functional groups (procurement and human resources), as each function brings a different set of skillsets to the table, each with specific advantages that address either side of spend/supplier management or talent and workforce management. Procurement sees cost opportunities within CWM, while the HR function perceives contingent workforce management as a talent opportunity. There is lost business value, skillsets, expertise, and competitive advantages that are lost within this great divide.
Any enterprise will admit that to not look ahead is detrimental to the greater business. As technology progresses, as innovation takes hold, and as new approaches make waves in the corporate world, it is imperative that today’s businesses understand that an evolving space like the non-employee workforce requires a revolutionary strategy that traverses beyond anything the organization has historically conceived. The “great divide” between procurement and HR is built upon traditional belief systems that have formed the foundational attitudes around contingent workforce management. In order for businesses to maximize the impact and true value of on-demand talent, these two groups must foster collaboration and promote cross-functional strategies that not only generate visibility, intelligence, and enhanced control over non-employee talent, but also transform CWM programs in preparation for the continued growth and evolution ahead.