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The provider of an integrated talent solution may manage some or all of these types of workers through supply models such as recruitment process outsourcing (RPO), managed services programs (MSP) and payrolled solutions; however, these programs don't operate in silos. For example, the provider may directly source talent for both permanent and temporary positions from the same talent pool, ensuring the hiring manager has rapid access to the best candidates. The solution should include a comprehensive talent analytics platform to provide a thorough view of the client's workforce. Every program is customized to the client's needs, culture and structure. Although more complex and challenging to implement than a stand-alone MSP or RPO, an integrated talent solution provides the greatest value to the buying organization. It centralizes hiring policies and practices, gives companies a real-time view of who is entering and leaving their organization, and provides the basis for real business agility. It also incorporates market and business intelligence, best practices around talent engagement and acquisition, and efficient spend management. Ultimately, this leads to the deployment of the best talent at a lower cost, because an integrated approach considers all worker types based on need. why integrated talent now? For organizations that haven't considered an integrated talent solution, now may be the best time to do so. Even among veteran buyers of outsourced solutions, evolving their current program will help to better prepare for seismic shifts in the world of work. A look at these drivers will explain why timing is now critical. Imagine driving at night with one headlight. You can navigate the road, but traveling at the speed you desire is likely out of the question. That's the handicap most talent leaders contend with today: they only have partial visibility into their workforce because of traditional organizational silos. As a result, they simply can't execute to their full potential — unable to fully optimize their company's talent management processes. Depending on the organizational structure, in some companies HR may only have oversight of permanent hires, and procurement may be the owners of contingent hires. Rarely do the two sides collaborate on delivering the right talent to hiring managers. More likely, each is focused on just filling the role requisitioned instead of providing input on the type of talent best suited for the business goal. Some leading companies, however, are starting to truly evolve the role of HR in redefining total talent strategy. These organizations understand that a holistic approach to talent will produce the best outcome. They recognize that while line leaders may be the authority when it comes to their business, they might not be the most informed when it comes to talent selection. These organizations are building strategies that enable them to make informed talent decisions based on a 360-degree view of their workforce and market. This is only possible by integrating all components of talent strategy. In an integrated approach, organizations consider all possible types of work arrangements, including permanent, contingent and even automation. This enables the business to deploy the most suitable option to achieve its business goals. While the pressure is on, talent leaders don't have to go it alone in their efforts to transform. Service providers, such as Randstad Sourceright, are delivering integrated talent solutions that provide the next level in value for talent acquisition. By helping to manage all of a client's permanent and contingent talent needs, these solutions empower HR and procurement leaders to best execute business goals. how it works. An integrated talent solution is a comprehensive approach to delivering the right talent. The solution encompasses all worker types and sources, including permanent hires, temp-to-hire, staffing, freelancers and contractors, statement of work (SOW) consultants, part-timers, payrollees and seasonal workers. The focus of this solution is to break down the walls of talent and look more broadly, as people are more willing than ever to consider work alternatives to traditional full-time employment. 7 As economies around the world improve, organizations everywhere are feeling the effects of rising competition. The biggest challenges they face around talent include: 01 skills and experience scarcity 02 increasing competition for talent 03 a shift in business imperative 04 the rapidly evolving workforce

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