Issue link: https://insights.randstadsourceright.com/i/766062
3 Business transformation is not easy, quick or painless. Every organization that has revolutionized the way it does business had to embrace a new way of planning, doing and reflecting. But when you ask leadership at those companies whether the results justify their efforts, the resounding answer is "yes." Your efforts to change human capital practices at your business may face similar barriers: ingrained siloed thinking, an inadequate technology infrastructure and a fear of change; however, in today's highly competitive talent market, you can't afford to maintain the status quo. To create a business advantage through talent, or just to keep up with your nearest competitors, it's time to adopt a holistic approach. Under traditional thinking, talent acquisition is job-based, meaning resources are acquired based on budgets and historical hiring practices. This approach does not necessarily consider the availability of talent nor how appropriate the resource is for the business. An integrated talent mindset is emerging as the new paradigm for talent utilization, enabling employers to quickly, efficiently and cost-effectively deliver the right skills, wherever and whenever the organization needs it. Talent is dispatched based on availability and suitability for the business. An integrated talent approach provides a 360-degree view of all of your work arrangements: permanent, temps, contractors, statement of work (SOW), independents and human cloud. But it's not just workforce visibility that elevates your program; it's the ability to deliver the right skills to the business, and to predict future talent needs through insights. Hiring managers work with talent advisors to access the exact kind of workers necessary to fulfill the business deliverables. With access to a wider, classification-agnostic talent pool, an employer can deploy any combination of skills at the right time and in the most cost-effective way. Embracing this mindset is not easy. It requires significant changes to organizational thinking and practices. The silos between HR and procurement, and between permanent and contingent talent, must be broken down. Executives must be committed to this transformation. According to our annual Talent Trends survey of hundreds of C-suite and human capital leaders around the world, integrated practitioners consistently report high satisfaction with the results of their efforts, despite the arduous work that's sometimes required. To ease your integrated talent journey and to help you define, strategize and execute on this approach, we have compiled this playbook. With little time to waste as talent scarcity grows, we invite you to review each chapter and answer the hard questions that will lead you down the right path to a more effective and productive workforce. the new paradigm for talent utilization.