4
June 2021
The changing future of contingent work
T
he expectations of workers and their employers have changed following the pandemic. We have seen an end to the office-based, nine-to-five five-day week as the default way of working: neither workers nor employers want this as an exclusive option anymore. The stresses caused by the pandemic have reminded employers that, to get the best from their workers, they need to be mindful of employee wellbeing. These changes equally affect an external workforce that has become an inextricable part of the workforce mix. Employers are looking to them as a way of recruiting at pace as economies expand after the pandemic. They also seek the flexibility that contingent workers provide in case further pandemic control measures come into play. At the same time, specialist and skilled workers, who had a taste of flexibility during the pandemic, are increasingly choosing contingent work because it enables them to flexibility, opportunity and belonging are just maintain their lifestyle and prioritise the most as important to them as money. rewarding work opportunities. Inevitably, this is driving up competition for the best talent. Use data and technology Data underpins much of recruitment and A new approach powers the digital talent technologies that We believe that a radically new approach is enable good management, visibility and better needed given these changes in the market for quality of service. Critical services such as contingent workers. Employers must take a onboarding, time management and payment wider perspective with increased focus on the of an on-demand workforce become far easier quality, productivity and output of their teams. with appropriate automation. It is time to think differently about how work Direct-sourcing technologies are another gets done within your organisation. useful tool. These enable the identification, So how should employers change their assessment and engagement of talent from a approach if they are to succeed in attracting pool of candidates. For instance, The Mom the best contingent talent? Project connects experienced women to employers looking for senior executives who want Focus on people, not roles to work on a part-time basis. Employers must move to a genuine focus on people, and understand the support, systems Strengthen the employer brand and processes that will enable them to attract Employers must think carefully about their the best talent. Part of this will involve a drive employer value proposition (EVP). When for greater diversity in the workforce. Diverse competing for global talent, the EVP plays a workforces are generally happier workforces critical role in persuading somebody halfway and have been proven to deliver benefits in across the world to choose them. The EVP terms of productivity and innovation. must be aspirational, authentic and credible, Unfortunately, in the past the contingent and highlight opportunities around autonomy, workforce has not always been treated with innovation, career progression and status to the same thought and care as regular employ- foster real candidate attraction. ees. Today, with greater competition for talent, Crafting a strong EVP requires realism, employers must recognise that contingent planning and a genuine desire to improve workers need to be treated better; that respect, outcomes. None of this is simple, but the
benefits are very real. According to research by Gartner, organisations that effectively deliver on their EVP can reduce the compensation premium by 50 per cent.
Succeeding in the new world
With a rise in contingent working, issues once reserved for traditional employees, such as career progression, diversity and employer branding, must be considered for the extended workforce. This requires a service which can combine technology and process, partnership opportunities with new recruitment channels, and advice from credible, experienced professionals, to form a bespoke solution built around customers’ needs. As well as increasing access to the global talent market using new digital channels, employers need to adopt emerging technologies that drive quality and efficiency, and which support scaling. Technology is only part of the equation: employers must also recognise the need for a more people-centred approach to recruitment that will enable them to succeed in an increasingly competitive contingent employee environment. INDUSTRY VIEW Brian Salkowski is chief operating officer at Guidant Global bsalkowski@guidantglobal.com www.guidantglobal.com