In today’s complex marketplace, 30% to 50% of an organization’s workforce ecosystem may be composed of contingent workers. Third-party partners and technology resources also provide essential services. As a result, accessing and engaging workers requires a broad perspective and tremendous agility. Clearly, a cross-functional internal and external labor pool is the “workforce of the future.”
To thrive globally, business leaders are increasingly managing their workforces as interconnected, cross-functional ecosystems rather than strictly in terms of full- or part-time employees in distinct functions, according to “Orchestrating Workforce Ecosystems: Strategically Managing Work Across and Beyond Organizational Boundaries,” a report by MIT Sloan Management Review and Deloitte.
Workforce ecosystem management enables leaders to build an agile and sustainable labor pool moving forward. Yet, according to the report, only 38% of 4,078 global survey respondents say that their organization currently coordinates managing internal employees and external contributors cross-functionally.
Intentional orchestrators, who are most likely to embrace workforce ecosystem management, share common characteristics: They adopt a holistic, cross-functional approach in recruiting, engaging and allocating internal and external workers to achieve strategic business objectives.
The report shows stark contrasts between intentional orchestrators and non-orchestrators, emphasizing the substantial benefits of integrated management. For example, 79% of intentional orchestrators say they will be able to hire employees to meet strategic objectives over the next 18 to 24 months, but only 34% of non-orchestrators feel the same. Similarly, 80% of intentional orchestrators feel they will be able to engage the external contributors it needs, while only 32% of non-orchestrator agree.
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