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4 | www.randstadsourceright.com connecting the dots: a total talent approach The integrated total talent approach represents a practical solution for engaging an evolving and complex workforce. By connecting strategies and processes for securing talent across all worker types, organizations can take control of their entire workforce and meet business needs utilizing all available talent. By building a cohesive strategy that connects procurement and talent decision-makers, organizations avoid the common pitfalls associated with a disjointed model. A company that is more intentional about its workforce mix can more easily determine when contingent workers or ICs are the most effective resource, enabling the company to easily ramp up or down as markets change. Today, the total talent vision has become a priority for competing in a changing talent landscape. Among respondents in Randstad Sourceright's 2016 Talent Trends Report survey, 85% say that integrating talent management processes, the foundation of a total talent strategy, will be critical for enhancing the resources available to their business. TALE OF THE NUMBERS: a case for total talent 34% of U.S. workers serve as contract workers (Deloitte Global Human Capital Trends, 2015) 74% of companies are increasing use of contractors in the workforce (Randstad Sourceright, 2016 Talent Trends Report) 11% of surveyed executives believe their companies have complete management processes for the contingent part of the workforce (Deloitte Global Human Capital Trends, 2016) Unfortunately, while 85% of respondents believe in the need for a total talent approach, only 53% are actually moving toward that model. Holding them back is the idea that a total talent strategy is a complex undertaking. It requires vision supported by multiple stakeholders and the ability to deliver results that are relevant to the business. In general, this is true, but there are ways to jumpstart a total talent initiative and deliver value. getting total talent off the ground Despite the complexities, most organizations can achieve a total talent strategy. The first step is to establish common expectations. It's easy to get lost in the details when it comes to achieving the end-goal of your total talent "project." Consider a change in thinking: an effective total talent strategy is not a project. It's a continuous journey. The journey must deliver near-term gains in process improvement, talent visibility and competitive talent capability. The challenge is to get all stakeholders to understand and agree on why the organization is developing a total talent strategy and what success looks like. The total talent journey can help align the stakeholders on where you are and where you should go. It provides a practical path forward with an eye toward helping you progress through a total talent maturity model. There are multiple ways to reflect that model, but a recent Staffing Industry Analysts presentation provides a practical six-level view (see next page).

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