The best thing about my job is that I meet very interesting and diverse people so I can learn heaps. Workforce composition is a particular interest of mine and I have participated in lots of discussions on the future workforce.
What I find fascinating is thinking about the amount of change and the time period this change is set to occur yet our behaviour does not seem to be changing in tune with this. For example, some futurists are predicting that our future workforce in 2020 will be 50% contingent.
Yes that is right, 50% in just five years. Currently we have an approximately 25% contingent workforce component.
Even if these futurists are significantly out in their prediction, we should be examining what impact this will have to our organisations and what behaviour we should be exhibiting to be able to take advantage of this trend.
Take a minute to think about how 80%+ of organisations do not have a view of their entire workforce. This means that they do not know at any time how many permanent staff, temporary staff, contract staff and consultants (statement of work contractors) they have.
This is due to many reasons including traditional supply chains, systems, compliance, and importantly how an organisation works informally. I am not suggesting changing all of this in one go, but I would like you to honestly answer the following questions.
Questions To Consider
I think most Recruitment Managers will have an understanding of an approximate answer, so I encourage you to have a go.
What is your organisation’s culture when thinking about jobs? What are your organisation’s beliefs about the contingent workforce? Where do these beliefs stem from?
Who is responsible for each area of resourcing including permanent staff, temporary staff, contract staff and consultants (statement of work contractors)? What political changes would be required to centralise the supply chain for contingent staff?
3. Effort vs Reward
What is the effort versus reward in gaining an understanding of compliance (level of risk) and efficiency (cost savings)?
What level of control do you have over the Contingent Workforce? How is this control exercised?
Do you have any business rules when it comes to deciding what type of staff to hire? Do you understand the market for the predominant types of skill you need to hire and the required time frames?
Given that there will be lots of external sources for contingent labour, some being, Recruitment Agents/MSPs, Direct Sources, Contractor Management Organisations, Talent Exchanges; how will you manage and report on your contingent workforce?
7. Appetite For Change
Lastly, what event/s would make your organisation consider reengineering your Workforce Model?
I look at many organisations and try to understand what would make them change and innovate. What I am asking you to do is be your own internal consultant, and consider the above points in relation to workforce composition.
If you want to learn more about workforce composition, building a business case, managing a contingent workforce function and the rise of the freelancer, join Trevor at this year’s Contingent Workforce Conference in Sydney 22-23 September.
Leave a Reply