Managing the Total Workforce: Contingent Labor in Strategic Workforce Planning
Companies are making increasing use of contingent workers (CW), the non-employees who perform work as temporary staff, independent contractors, or for a statement-of-work project. At the same time, organizations are also developing their capabilities in strategic workforce planning (SWP), to ensure that their talent strategy is aligned with business priorities to meet future demands. Yet most companies do not have a robust method for determining the right mix of employees and CWs.
In this two-part KnowlEdge Series, we explore how the Total Workforce Management approach integrates employees and nonemployees into a common framework so companies can:
- Model the projected impacts of buy, build, or borrow options
- Determine the optimum balance between the contingent and employee segments
- Customize the mix in different locations, functions, or work streams
- Change the mix over the product or project lifecycle
- Gain a more holistic understanding of how they use talent
Audience: Human Capital executives focused on labor markets, strategic workforce planning, workforce readiness, strategic initiatives, talent management and staffing, as well as persons interested in knowing how to leverage these research findings to drive better business performance such as executives managing risk, procurement, and finance.
PART ONE: The Case for Total Workforce Management: Why factoring in the contingent segment yields better strategic workforce planning… view details
09 January, 2013 12:00 PM EST [12:00] | (1 hr)
What does SWP have to do with the people who work for your company, but aren’t your employees? Potentially, a lot. The same process that ensures a company’s future workforce will be the right one to deliver long-term business results can also help plan for integrating contingent talent –specifically which kinds, where to use them and for which types of work. As employers make growing use of contingent labor, they need to make smart decisions about the optimal mix of their total workforce. In Part One, we’ll explore this shift in the labor force and its impacts by examining the current state of CW management, current trends in CW use, and what CW management and SWP can contribute to Total Workforce Management.
Staffing Industry Analysts is the global advisor on contingent work. Known for its independent and objective insights, the company’s proprietary research, award-winning content, data, support tools, publications, and executive conferences pr... Full Bio
PART TWO: Toward Total Workforce Management… view details
16 January, 2013 01:00 PM EST [13:00] | (1 hr)
How can companies get started on the path to total workforce management? Some organizations get there through the door marked Human Resources or Strategic Workforce Planning. Others enter through the one labeled Procurement. Either entrance eventually takes them to the same place: developing systems and processes to make better decisions about their total workforce—contingent workers as well as employees. In Part 2, we will look at how companies can get started.
Teresa Carroll is senior vice president, Centers of Excellence (CoE) and general manager, Kelly Outsourcing and Consulting Group (KellyOCG®) for Kelly Services, Inc., a leader in workforce solutions.
In this newly created position for ... Full Bio
Mary B. Young
Principal Researcher, Human Capital
The Conference Board
Mary B. Young is principal researcher in human capital at The Conference Board.... Full Bio