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If it makes so much sense, why aren’t more companies doing it? The concept that an organization’s workforce plan should encompass all types of workers – contingent, employed, independent contractors, consultants, freelancers, etc., etc. – sounds like an easy one to embrace. Studies have shown that more than 50% of organizations would like to have a comprehensive understanding of the types of workers who make up their workforce, yet very few have adopted this holistic view. Why?
The barriers cited include conflicting department priorities, inconsistent operating processes, inadequate systems and just plain old corporate culture (we’ve never done it that way). Even though employers are coming to understand the potential financial and operational benefits that Total Talent Management provides, the adoption process seems to be mired in uncertainty and reluctance to go through the pain of major change.
So is there a better approach than a guns blazing, all-inclusive overhaul of the way organizations approach their entire workforce? The key may be a series of baby steps, maybe pulling together certain types of workers under a comprehensive plan and then, over time, adding in other worker populations. This approach allows more time for buy-in at the C level as well as down through the organization.
How does your company handle all your different worker types? Are you considering a Total Talent Management solution?