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Randstad Sourceright Total Talent Approach - White Paper 2016

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WHITE PAPER | 3 The problem with talent silos The "total talent" conversation starts with a look at the challenges of today's workforce. The rise of the "gig worker" has talent and procurement leaders in a difficult position. They are investing in process improvements, better technology and, particularly on the talent side, social and mobile recruiting. Despite these investments, many companies are not seeing their intended success because they have yet to begin optimizing the composition of the workforce itself. Most companies are still managing full-time employees (FTEs) and flexible workers in separate silos. HR focuses on recruiting employees, often with support from a Recruitment Process Outsourcing (RPO) provider. On the other end of the spectrum, procurement focuses on contingent workers and contractors, often supported by agencies or a Managed Services Provider (MSP). Hiring managers typically fill talent needs by doing what has worked in the past. Little consideration is given to whether a role is best filled by a full-time employee, contingent worker, Independent Contractor (IC) or Statement of Work (SOW) employee. In the push to fill roles quickly, decision makers often assume that "whatever type of worker addressed the need last time will also meet the same need this time." Unfortunately, with two distinct silos, companies lack a comprehensive view of their entire workforce (refer to sidebar, "Struggling to Manage the Total Workforce"). This was not a significant issue when flexible workers made up a small percentage of the workforce, but with non-employee labor at an all-time high of 34% of today's workforce, according to a 2015 Deloitte study, the issues now demand attention. A siloed strategy results in missed opportunities to improve talent quality and optimize costs. It also contributes to slower processes. Consider the time lost recruiting permanent employees when a contingent worker or contractor may be immediately available. Likewise, if you needed roles filled, but can't access talent, could you have achieved better results by tapping contingent workers and contractors? These considerations all affect your organization's agility to navigate today's market demands. Often, non- employee labor provides that agility, particularly in light of the overhead associated with the traditional employee workforce. struggling to manage the total workforce According to recent Staffing Industry Analysts survey respondents, visibility of workforce activity for non-employees trailed that of employees in all management categories, from number of workers to labor cost to productivity. On any given month, to what extent do you believe that your organization has a good view of workforce activity?

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