It’s clear our current political landscape is one of constant change. One of these changes is that this administration is creating a U.S. employment environment in which a limited number of H1B visa holders will begin to work on significantly increased salaries. We know that these actions will require employers and talent agencies to produce creative solutions that will stretch new limitations on available skills and the budgets that are generally are used to source candidates working on H1B visas.
After college and some travel, climbing the career ladder, and getting married I chose my next job: being a mother. I suspected it would be my most challenging and rewarding role and I was right. Three children later, I haven’t looked back but I have reflected about my journey and about how we can make it a bit easier for parents – specifically mothers that work outside of the home.
After a few short quarters in the contingent workforce management (CWM) space, the metrics used on scorecards to evaluate enterprise/supplier relationships become pretty straight forward to all those involved. It is expected that performance is evaluated upon submittal, quality, and price factors which is all meaningful data, no doubt. After twenty years in the industry, though, it is still surprising that scorecards continue to leave out one key piece of data that quantifies the contribution to overall program success made by each supplier: the “Trust Metric.”
In the spirit of holiday giving and the annual attempt to stay within budget during what can be a precarious time of year, we gift you these tips for controlling contingent talent costs and creating balance in your budget. May you find the peace and joy of the season while showering loved ones with gifts and being competitive contingent talent buyers!
Even those that do not hold roles responsible for the procurement and management of talent are familiar with the concepts of the contingent workforce and the “Gig Economy.” Many have heard that by 2020, as Intuit’s recent study reports, it’s anticipated that around 40% of the U.S. workforce will be part of this flexible, portable workforce of individuals who choose to work as “independents” vs “employees” of organizations.
Healthcare is one of the growth leaders in the staffing industry with expected growth of 14% in 2017. It has been one of the fastest growth staffing industries since 2008 outpacing every other industry. We are expecting this growth pattern to continue in double digits until 2020. The expectation in 2020 is that 1 in 8 jobs in the workforce will be in Healthcare. What is driving this trend?
We are hearing more about the evolution of contingent workforce management (CWM) towards an ecosystem approach in which internal stakeholders, external partners, and contingent talent are working in a more collaborative way than ever in the past. Let’s take a look at how these partners are evolving CWM and have begun to transform their supply chain relationships.
The intent of diversity and inclusion initiatives in hiring practices is clear: to create increasingly diverse organizational communities with members more representative of the general population. The benefits of a diverse workforce are also straight forward and can be linked to improved recruitment results, increased performance, and a more engaged workforce.
During the recent 2016 Contingent Workforce Summit, I had
the opportunity to moderate several roundtable discussions on
the topic of international program expansion. The conversations
had that day were lively and each of the roughly thirty
participants represented a different point in the journey for the
establishment of a global contingent program – some of the
programs had already absorbed European regions and other
programs were in the analysis stage for global expansion. Across
the morning, though, we discussed a common theme in each
session: how can risk be mitigated during the launch across the
I recently spoke with Michelle Cox at US Cellular who is responsible for the strategy development, execution, and management of their contingent workforce program. Michelle’s background includes vendor management, team building, and call center outsourcing. She cites the opportunity to engage and support people as what keeps her engaged in contingent workforce management (CWM). In addition to her role at US Cellular, Michelle is passionate about her work as a Life Coach which allows her to empower others in the creation of what they really want in life both personally and professionally. This can range from relationships to career to well being.
This week, I spoke with Karen Thrasher who manages Southwest Airlines’ Contingent Worker program and also leads the People department’s FTE & Contingent recruitment functions. Karen has been in the contingent workforce management (CWM) space for about six years and particularly enjoys vendor management and participating in the strategic partnership between human resources and procurement. She is passionate about the employee experience and feels that Southwest’s approach to CWM is truly driving the future of the industry.
In this interview, I spoke with Anthony Nardi of Willis Towers Watson who holds stakeholder responsibility for their global contingent workforce business. Anthony’s background includes technical recruiting, operational and strategic positions roles ranging from requisition fulfillment to executing process excellence within global programs for a major MSP launching programs in the US, Asia, UK, Canada and Australia. He attributes his inclusive approach to contingent workforce management (CWM) to his global experience.
There’s conventional wisdom that there are just things you never say at an exit interview. An understanding that for many reasons, primarily focused on preservation of relationships and references, it is difficult to leave behind meaningful feedback about why the decision to leave was made. There are few that have not experienced the exit interview and probably fewer who would argue that it is almost impossible to provide benevolent feedback to enable reflection within a saavy organization and provide improvement suggestions for the employment experience.
Within the Contingent Workforce Management (CWM) industry, the demand and processes used for obtaining top talent within the contingent population is a topic often discussed. However, there has been little conversation around how organizations are securing the top talent to manage their contingent populations and the candidate competencies, skills, and aptitude most likely to lead to success in program roles.