Rethinking talent management

Part II: Reengaging contingent talent

Rethinking talent management part II: Reengaging contingent talent

Posted by Michael Gretczko on April 9, 2015.

In Rethinking Talent Management Part 1: The Rise of Contingent Talent, we proposed that the HR profession should rethink its definition of talent management to include the increasingly important contingent workforce as part of its total talent management strategy. In today’s post, we look at how HR can reengage with the contingent workforce after decades of being rather hands-off.

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Rethinking talent management

Part I: The rise of contingent talent

Talent Management

Posted by Michael Gretczko and John J. Gillen on December 3, 2014.

HR’s identity is built around managing the people side of the business — recruiting, hiring, developing, and retaining the workforce needed to keep the organization up and running. But now that workforce is fundamentally changing. Contingent workers — “non-employees” not legally employed by the companies they work for — make up close to 20% of the workforce, and their numbers are growing at a brisk pace.1 What does this mean for organizational talent management overall and for HR specifically? We’ll explore this trend and its implications over three posts; this one on the rise of contingent talent, the second considering the need for HR to reengage with the non-employee workforce, and the third looking at ways some new freelance management systems (FMS) are changing the way talent is acquired, assigned, managed and rated.

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Contingent vs. Full Time: Achieving the Magical Mix

Posted by Tom Joseph on June 29, 2011

How many full-time employees do we need? How many contractors? Doing what jobs where?

These may seem like basic questions. But answering them is surprisingly difficult for most organizations and underscores HR leaders’ challenge to help better manage talent overall and the contingent workforce in particular.

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