The State of Contingent Workforce Management 2017: Adapting to a New World of Work Report
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The business world is changing. The way work is addressed, the way work is done, has been transformed. The lines are blurred between the consumer and corporate arenas, contributing to a newfound culture that promotes on-demand content, tools, and even talent. The enterprise executives that are bogged down by archaic philosophies are finding that the overall speed of business is passing them by, and, in order to not only survive, but also thrive in this new corporate paradigm, they must fully buy into the evolution of this new real-time culture. As organizations continue to place emphasis on its core differentiator, talent, the criticality of a progressive marketplace will forever alter how businesses find, engage, and source their workers. This is a new age of non-employee workforce management, one that is founded on the progression of social and business networks, enterprise technology, and an overall shift in how today’s enterprises approach their talent engagement strategies.
Across the world, the traditional notions of labor, work, and talent are being altered. Internal enterprise functions are reshaping their talent management initiatives, understanding that the very concept of “contingent labor” does not mean what it used to. If 2015 was the tipping point for the contingent workforce’s growth and evolution, then 2016 is the year that the “gig economy” propels it to new heights.
Nearly 38% of the world’s total workforce is now considered “non-employee,” which includes contingent/contract workers, temporary staff, gig workers, freelancers, professional services, and independent contractors. This is an increase of nearly 10% over last year (and nearly 30% increase in utilization of this type of talent over the last five years) and reflects a growing concept called the “future of work,” which Ardent Partners defines as the ability to address any enterprise/business need with non-employee labor by utilizing on-demand and real-time technology and talent outlets, which includes but is not limited to online staffing, social media/networks, robotics, artificial intelligence, and any type of freelance or independent talent. This notion is actively transforming how businesses approach talent engagement and contingent workforce management.
Ardent Partners is excited to announce the publication of its fourth annual State of Contingent Workforce Management research study, which follows the landmark edition published in 2015. The new report highlights:
* The growing impact and implications of the “gig economy.”
* The role of technology and innovation in the greater evolution of contingent workforce management.
* The concept of the “future of work” and its defining attributes, and;
* How businesses can better prepare for the continued progression of the non-employee workforce.