1 Trends Reshaping the Future of HR The Rise of the Extended Workforce By David Gartside, Yaarit Silverstone, Catherine Farley and Susan M. Cantrell 1 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
2 To compete in the future, organizations will need to push talent management beyond the confines of the enterprise wall to include the new extended workforce: a global network of outside contractors, outsourcing partners, vendors, strategic partners and other nontraditional workers. By maximizing the potential of both an extended workforce and permanent employees, companies can gain critical advantages including agility and access to valuable talent. 2 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
3 The Trend: The Extended Workforce Will Be Critical to Competitive Success It s the end of work as we know it. In the future, organizations competitive success will hinge on a highly unlikely suspect: workers who aren t employees at all. There are a growing number of people who temporarily lend companies their skills and knowledge in an everexpanding network of freelancers, consultants, outsourcing partners, vendors and other types of nontraditional talent. Many of these individuals are jobless, but not workless. Others have jobs in one organization but perform work for another, existing in a complex and intricate web of cross-organizational relationships that form a new supply chain of talent. They help organizations supplement their existing core set of employees with a highly mobile, dynamic workforce to meet the challenges of a complex and turbulent business environment. Take Procter & Gamble. More than 50 percent of product initiatives at P&G involve significant collaboration with outside innovators. Through its Connect and Develop program, the company has forged more than 1,000 agreements with innovation partners. The company has also tapped into a wide range of outside individual contributors through new crowdsourcing models by challenging them to solve R&D problems or to come up with new product ideas. Workers outside of P&G have helped develop hundreds of successful offerings, such as Swiffer Dusters, the Crest SpinBrush and Olay Regenerist. 1 The extended workforce is expanding fast (see The Rising Tide of the Just-in-Time Worker ) and its efforts are becoming essential to organizations competitive success. The Rising Tide of the Just-In-Time Worker Economists project that the extended workforce will continue to increase as part of a long-term trend. Consider the following statistics: By various estimates, percent of today s US workforce now comprises independent workers (freelancers, contractors and temps), up from 6 percent in 1989 (1). Worldwide, companies now spend an estimated $300 billion dollars per year on such contingent labor (2). Indeed, temporary and contract labor is one of the fastest-growing line items on corporate operating statements (3). The U.S. Bureau of Labor Statistics predicts that employment services will count among the fastest-growing segments of the economy in the long term, adding 637,000 jobs in the next 10 years twice the growth rate for the overall economy during the same period (4). The recent emergence of online independent contractor talent platforms that enable companies to access talent in the cloud like Elance, odesk and TopCoder is a rapidly growing market, with more than 1 million workers having earned $1-2 billion over the past 10 years in this industry (5). In some industries, such as oil and gas, 77 percent of the workforce now reportedly resides outside of the core organization (6). Outsourcing contracts with Fortune 100 companies have more than doubled since According to some studies, about 20 percent of global companies have outsourced or offshored workers (7). Outsourcing is now an estimated $6 trillion global industry and is expected to keep growing (8). See Notes on page 14 3 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
4 Consider outsourcing. Today, companies are no longer using outsourcing just for augmenting staff who perform administrative processes. In addition, they re using it strategically, to gain staff who can handle higher-level, knowledgerelated processes. In a survey conducted by Accenture and the International Association of Outsourcing Professionals, 40-plus percent of respondents indicated that outsourcing at their organizations was increasingly focused on knowledgebased activities. 2 Likewise, the sort of work done by the contingent workforce is changing. With the increase of specialization in the workplace and the heavy reliance on project work in knowledge-based organizations, highly educated specialists and professionals are serving as contingent workers in positions as varied as engineer, information technologist, healthcare worker and accounting and finance professional. 3 As much as 80 percent of freelancers on Elance have a professional degree, and their assignments can last as long as several months, reflecting the shift to knowledge and project work. 4 Even top-level managers and executive teams are being replaced by temporary CEOs, CFOs, COOs and other highly skilled troubleshooters brought in for their expertise in solving specific problems. For example, Wall Street from boutique investment banks to private equity funds is bringing in experienced, often Ivy League-educated financial professionals on an hourly, contractual basis to tackle sporadic but critical projects. These projects may range from evaluating transactions, building financial models and researching markets to assembling client pitch books and developing board presentations. Staffing company Accordian, which specializes in such Wall Street temps, is growing almost 100 percent each month and executives there believe that the use of on-call deal makers could revolutionize the investment banking industry. 5 Netik LLC, a New York data management services firm, recently used Accordion for 95 hours of work on a private-equity financing round. "These are guys that sat around for five years eating cold pizza in conference rooms and working on deals," explained Rob Flatley, chief executive, to The Wall Street Journal. "We could just plug them into our models." About half of the temporary analysts, say Accordian representatives, have "Lehman" or "Bear Stearns" on their résumés. 6 Many of today s contingent workers have high-level skills, deliver top performance and are deeply engaged in their work. Often, they have consciously chosen this type of work over permanent employment. Their reasons include flexibility, the chance to work on a variety of interesting projects, the opportunity to build and exercise skills more quickly than permanent employees can and superior financial rewards. For instance, many retiring baby boomers have joined the extended workforce because they want the stimulation and income from working as well as the benefits of flexibility. Contractors who are Millennials or working parents in two-income households cite the chance to quickly develop new skills or to better balance work and family life. In addition, newly emerging healthcare exchanges and portable care in places like the United States have made it easier for people to have healthcare access without being tied to a single, full-time employment relationship. The new extended workforce is also increasingly mobile, global and borderless, thanks to technology advancements that let people easily find opportunities and work remotely. This is giving rise to nearly unlimited opportunities for workers and organizations alike to match talent to task, unencumbered by regional constraints. The rise of new online contractor exchanges has also fueled the growth of the extended workforce. Just as cloud computing has recently emerged as a way for organizations to get on-demand, affordable access to a dynamically scalable, shared pool of computing resources over the Internet paid for on a transactional basis, so too has cloud talent sourcing emerged as a new model whereby organizations can get on-demand, affordable and global access to a dynamically scalable, shared pool of skilled workers over the Internet paid for on a transactional basis. With cloud computing, companies pay only for the transactions they want handled. 4 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
5 With cloud talent sourcing, they pay only for the tasks they want handled. Some tasks are tiny, like copying text from a business card on Amazon s Mechanical Turk talent marketplace (which pays pennies). Other tasks are large, such as selling products for a fee using LeadVine s talent marketplace. Yet others consist of complex project work, including software design and programming. (See also: Trends Reshaping the Future of HR: Tapping Skills Anywhere, Anytime). Technology is facilitating the rapid adoption of the extended workforce in other ways, too. To illustrate, new Internet sites enable individuals to inexpensively rent unused office space in an organization for the short term. Interacting face to face with each other and with permanent employees helps these workers feel a sense of community, enjoy some social contact and gain access to resources needed to do their work. Social networking groups such as Facebook and LinkedIn also enable extended workers to connect with others, share potential collaboration prospects and forge a community. In fact, many users of these groups take their friends and colleagues with them when they stop working for one organization and start working for another. Moreover, technology now helps organizations easily apply talent management practices such as performance feedback, learning and knowledge management to the extended workforce. 5 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
6 Impact on the Business Over the last decade, companies have changed how they tap into the extended workforce. Initially, they did so as a tactical response to an immediate need. But then they began making this workforce a key component of corporate strategy. This shift has enabled organizations to achieve two of the most sought-after competitive capabilities: agility in the face of a highly turbulent business environment and access to high-performing, highly skilled talent. These twin capabilities are essential for success. For instance, in today s competitive global market, time to market can make the difference between success and failure. By bringing in people when they re needed who can hit the ground running without time-consuming training, businesses can get a product or service out in front of the competition. Likewise, they can quickly adjust to changing global demand patterns, scaling staff up and down fast and efficiently to meet shifts in demand in various parts of the world. By using the extended workforce, organizations can also quickly change the mix of skills available to them, which can help them adapt swiftly to changing customer preferences. The relentless pressure to innovate and the pronounced shift to knowledge work mean that today s world is far less predictable than yesterday s, and that companies that have developed greater agility can often outperform the competition. Employers focus on stable, predictable job roles is giving way to an emphasis on project work, which lends itself to hiring more workers on a project basis. Increasingly, jobs may become replaced by projects. This could give rise to a highly mobile workforce whose members rapidly assemble and reassemble around projects. In today s organizations, people are often pulled onto teams because of their formally defined role in the organization. We believe that enterprises could radically boost their performance by sourcing talent for each task from anywhere inside or outside the organization on one criterion: who is the best person to perform the task? Indeed, evidence suggests that the traditional model of employees holding static jobs doesn t help organizations get the most value from workers skills. In a recent Accenture survey of 1,088 US workers, only 34 percent of respondents reported feeling that they could easily move to other roles or jobs in their organization where their skills would best be utilized, and only 62 percent felt that their employer fully leveraged their unique skills to achieve corporate goals. 7 By drawing on extended workers, organizations may be able to unleash the full potential of their human assets by more fluidly matching task to talent. In addition, companies could gain access to a much wider range of expertise and skills that may not be readily available in their existing talent pools. 8 This can be particularly important for small organizations, because accessing an extended workforce helps them access the same level of talent and services as large enterprises. A big extended workforce can also improve talent-pool quality overall. In one study carried out by the Human Capital Institute, many respondents reported that outsourcing and temporary staffing significantly improved the organization s talent quality (69 percent and 68 percent, respectively). 9 Using contingent workers may also help an organization hire better-quality regular employees: A company can try out workers on a temporary basis before hiring them permanently. Actual performance on a temporary assignment is a far better predictor of future performance than job interviews, resumes or assessments. 6 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
7 Moreover, using an extended workforce can foster innovation an essential part of any growth-driven competitive strategy. Bringing in new thinking and talent from the outside can help open an organization s eyes to new ideas and fresh, counterintuitive ways of thinking. Consider the rise of crowdsourcing use of the general public to perform work ranging from product design to the creation of ad campaigns. This form of sourcing has garnered much attention for its power to harness collective intelligence and spark innovation. Numerous studies show that the shift toward using the extended workforce as a strategic asset can help push a company ahead of the competition. In one study, the majority of executives surveyed (55 percent) described the contingent workforce as highly valuable for their business. 10 In another study that was performed by Manpower and that surveyed 41,000 employers in 35 countries, 34 percent of respondents said that nonpermanent members of an organization s workforce (including outsourced workers and consultants) were an important element of their organization s workforce strategy. 11 Yet another study revealed that the most successful companies use contingent workers more often and more strategically than low performers do. 12 Impact on HR As guardians of their organization s talent strategies, HR will need to redefine its mission and activities and perhaps create new roles and organizational structures to maximize the extended workforce s strategic value. It will have to create new strategies that reflect new realities (see The Extended Workforce: Old and New Realities ). In particular, HR could benefit by taking the following actions: Redefine HR s customers. Traditionally, HR s customers have been employees. Now, they should also include members of the extended workforce. To serve all of these customers, HR professionals need to develop a broader perspective on talent management and create a permanent strategy for extended workers. This means establishing a seamless approach to everything from recruiting to performance management to learning. The goal is to balance the needs and expectations of each type of talent with the strategic goals of the business. Integrate processes and systems. Instead of using vastly different processes and systems to acquire and manage talent, leading organizations will develop a unified strategy and set of processes and information systems that span all talent segments, including the extended workforce. Technology advancements like the development of SaaS (software as a service) will make it easier for companies, for example, to capture data on contingent workers and manage it in the same system that they use for employees. Although this may add additional costs to licensing agreements from HR information system vendors, benefits can far outweigh the costs. Understanding all the talent that performs work for an organization can help managers make better decisions regarding whether to buy vs. build vs. borrow talent in specific geographic areas or specific talent pools, as well as help an organization better manage risk through tracking certifications or training, or through establishing standard security access and provisioning processes. In addition, skill gaps in the entire workforce can more easily be tracked, as well as performance levels that can help a hiring manager decide whether to rehire a contingent worker, convert them to permanent employee status, or even consider them in an organization s succession plans. Creating an integrated talent management system will be a critical responsibility for HR in the future, and will enable organizations to gain greater agility and maximize the performance of their entire workforce. 7 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
8 The Extended Workforce: Old and New Realities Dimension Old Reality New Reality Extended workers as a percentage of the workforce Type of work performed by the extended worker Location of work performed by the extended worker Personal profile of the extended worker Engagement level of the extended worker Reasons for becoming an extended worker Reasons companies use extended workers Small percentage Primarily low-skilled, low-value Local; workers live close to the organization Not well educated; younger, non-professional Low Involuntary reasons Difficulty finding a job Address an immediate need Large percentage Increasingly high-skilled, high-value knowledge work Anywhere; workers are globally accessible and can perform tasks remotely Increasingly well educated, all age ranges, professional High Voluntary reasons Attraction to flexible work schedules and roles, ability to quickly develop skills, and access to interesting and varied work Gain agility and access to top talent How work is configured Hierarchical, permanent jobs Dynamically configured project teams comprising employees and non-employees Who manages the extended worker Corporate perception of the extended workforce How the extended workforce is found Talent management practices Procurement with a cost orientation, or line managers individually Assets to be managed at cost Through temp agencies Applied only to permanent employees HR, with a strategic orientation and with input from the functions Individuals to be managed for value Through a variety of sources including cloudbased platforms of freelance workers, online social networks, alumni/retiree networks, outsourcing providers, business partners and crowdsourcing platforms Applied to permanent employees and the extended workforce 8 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
9 Create new organizational structures or roles that cross boundaries and disciplines. Everyone from procurement to finance to legal to line managers could conceivably take responsibility for the extended workforce. But HR should play a central role. To do so, HR will need to collaborate with other functions that also have a stake in the extended workforce or create roles that integrate a diverse array of skills typically found in different functions. At Royal Bank of Canada, for example, a steering committee comprising representatives from procurement, human resources and enterprise operations is responsible for managing the company s extended workforce. 13 Other organizations are designating new extended workforce manager roles staffed with people who have skills not typically found in any one job description. Such skills include knowledge of employment law; contract negotiation; and project, talent and organizational management. Companies can even set up an extended workforce talent management office that reports directly to the executive level. Use analytics to become an expert advisor on the talent landscape. Deciding when to use which talent pools, for which tasks, today and in the future will become an increasingly critical HR capability. HR professionals will need to perform fact-based analyses to make staffing decisions across their talent pool. They will have to use data from a variety of sources to identify labor trends for different talent pools and geographic markets and to anticipate risks of sourcing from particular talent pools. Having a strong analytics capability can also help an organization develop closer relationships with talent suppliers. These suppliers can better anticipate an organization s needs, prepare the talent pipeline and provide just-in-time resources. Become a talent broker. HR practitioners will need to become talent brokers facilitating matches between specific workers (extended or permanent) to specific tasks or teams. To serve in this role effectively, HR professionals or hiring managers will have to evaluate the talent coming from other organizations (such as outsourcing providers or consulting organizations) and select the right talent for each project/assignment. HR also will need to mine and analyze the vast array of highly predictive data (beyond workers skills and experience profiles) that is now available on online labor platforms such as Elance, Inno360, Behance, Guru and Empire Avenue. Consider a few types of data that HR could analyze to find the right worker for a task: Performance on key indicators from previous assignments Peer/team feedback, perhaps signaled by badges in a game-like format Feedback, reviews, recommendations and referrals Cultural fit assessments Competency, skill and knowledge assessments Willingness to work in particular geographies Training transcripts Test scores in massively open online courses Samples of previous work performed Individual work preferences (type of work, hours willing to work, location, etc.) Expertise and knowledge as indicated in people s journal entries, blog postings and social media contributions Forge new relationships with partner organizations. Increasingly, work is getting accomplished through a network of organizations. For this reason, companies may have to redefine the nature of their relationships with one another. Today, organizations often identify specific key performance indicators for partners such as outsourcing providers or consultants. But they leave it up to partners to determine which talent can deliver on those indicators and how best to motivate and develop that talent. In the future, HR organizations may need to evaluate their partner organizations talent management practices and write talent management practices into service agreements. 9 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
10 Apply talent management practices to the extended workforce. The rise of the extended workforce will require HR organizations to rethink talent management practices and determine how each practice can be extended to include workers other than employees in order to best maximize their potential. For example: Onboarding and collaboration. Extended workers should be able to quickly join teams, orient themselves and collaborate on tasks. HR as well as recent technology advancements will be instrumental in facilitating this process. For example, technology can now help all workers understand how each is contributing to the organization s goals. It can also help workers understand their relationships with one another through the creation of a dynamic organizational chart based on analysis of and other electronic communications that reflects how work is really being accomplished and by whom. In addition, workers can use technology to find one another, collaborate, explain and track tasks, and look up previous work samples or related work in knowledge repositories. All of this knowledge helps them to hit the ground running on a new assignment. Performance feedback, rewards and incentives. HR will need to facilitate performance feedback for extended workers and motivate them with the right rewards and incentives. To do so, HR will increasingly use tools like work.com, which enables workers to provide real-time feedback and recognition to one another, track projects and set goals. HR professionals may also need to tap into extended workers intrinsic motivation. LEGO did this by encouraging enthusiasts to help develop the new version of the MINDSTORM product; the fun of indulging in their passion was their reward. 14 Interweaving game-like features into the work itself can also help. For example, Netflix offered a $1 million prize for members of the general public who could create the best software algorithms used to offer customer video recommendations. 15 Learning. Most organizations seek extended workers who already bring the requisite skills to the table. Managers may wonder why they would invest in learning for such workers when they can easily take newly learned skills to other companies, including competitors. But the best HR organizations of the future will offer learning opportunities to extended workers. Why? Doing so improves their value to the organization. It also helps the company attract the best of the extended workforce. In fact, learning can go both ways; organizations themselves may also learn valuable insights from extended workers by capturing the knowledge extended workers have developed by working at a variety of organizations. To gain these advantages, HR might extend e-learning and social media learning platforms to extended workers as well as provide opportunities for informal learning. HR can also facilitate knowledge transfer from extended workers to regular employees and provide incentives for knowledge sharing. This is especially important at the project level, where new online, collaborative tools can capture knowledge and conversations, chains, document versions and other information related to a project. When an extended worker leaves, the project keeps running smoothly, because everyone who remains has access to all the essential information. Advancement and career development. HR will also need to provide opportunities for extended workers to advance and grow. Providing such opportunities will enhance these workers value and help the company attract and retain the best of this workforce. Leading companies may track the performance, skills and career aspirations of their extended workers just as they do for permanent employees. This approach can help companies source top talent. 10 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
11 A company might also want to include high-performing members of the extended workforce in its succession planning, regardless of whether workers will convert to permanent employment or continue on to other assignments in the organization. To support effective succession management, HR could use technology to access a global pool of free agents. The technology lets users advertise themselves as free agents, enables companies to search for available free agents and helps employees nominate free agents to succeed them. Segment the extended workforce. Like permanent employees, extended workers are a highly diverse lot. What motivates a worker in an Eastern European outsourced call center will likely differ markedly from what motivates a scientist participating in a crowdsourcing competition to develop a new product. Leading companies are tailoring their people practices to meet the needs of a highly diverse employee base. (See: Workforce of One: Revolutionizing Talent Management through Customization, Harvard Business Press, 2010 and Trends Reshaping the Future of HR: Managing Each Employee as a Workforce of One). 16 Companies must apply this same approach to extract maximum value from extended workers as well. For instance, they can customize their talent management strategies to extended workers performance, potential, geographic location or any other meaningful criteria. But an organization should always think carefully as to whether a specific initiative will work with all or only some segments of the extended workforce. An organization may open its knowledge management and learning systems to temporary professional employees, for example, but not to people participating in crowdsourcing competitions. Or an organization may extend learning and career development to individual contractors, but not to employees of an outsourcing provider. To be successful, an organization will want to create targeted talent strategies for various segments of its extended workforce based on their unique needs and requirements. Bottom Line Yesterday, work was organized in hierarchies according to jobs and roles. Tomorrow, it will be characterized by dynamically configured teams of workers who may not be an organization s permanent employees. Instead of a single enterprise with full-time employees and a recognizable, enduring hierarchy, companies will increasingly be comprised of formal employees and an ever-shifting global network of contractors, temporary staff, business partners, outsourcing providers and members of the general public. As talent supplies span regional, national and organizational boundaries, HR professionals will need new talent practices to ensure that their organizations are performing at the top of their game. Quickly bringing together globally dispersed, blended workforces to achieve an organization s goals will require no less than a management revolution. And that revolution is only just beginning. HR practitioners who can capitalize on and harness the power of the new extended workforce will position their companies to gain unique advantages and outperform the competition. 11 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
12 About the Authors David Gartside is the managing director responsible for HR offerings and capabilities within the Accenture Talent & Organization practice. He specializes in large-scale global transformation programs that impact all areas of HR capability. Based in New York, Mr. Gartside has deep experience in addressing the geographic complexities involved in driving a successful global HR strategy. Yaarit Silverstone is the managing director responsible for talent offerings and capabilities within the Accenture Talent & Organization practice. With more than 25 years of experience in management consulting, Ms. Silverstone has extensive experience diagnosing complex organizational performance issues and designing, implementing and sustaining human capital strategy and talent management solutions. Based in Atlanta, she is co-editor of The Organizational Network Fieldbook (Jossey-Bass, 2010). Catherine Farley is the managing director responsible for Accenture Talent & HR Services. She is responsible for integrating and innovating the talent and HR solutions Accenture brings to its clients, spanning all aspects of Accenture s business in consulting, technology and outsourcing. Based in Seattle, Washington, Ms. Farley has extensive experience with workforce restructurings and the implications of this type of change. About Our Research The primary objective of this large-scale research initiative is to develop insights that can be useful to both HR and business executives as they seek to maximize the role of HR as a critical function within the organization. We are exploring how current business trends might reshape the nature of the function in terms of HR s mission and mandate, the key activities HR performs, the skill set necessary for HR professionals, the metrics on which to evaluate HR s performance, and the organizational and governance models and roles that will most effectively help HR maximize its value to the business. We also are examining current best practices in HR, as well as some of the obstacles HR is facing and how those obstacles can be overcome in the future. Related Reading Making Cross-enterprise Collaboration Work, by Yaarit Silverstone, Terence Wallis and Craig Mindrum, Outlook Journal Workforce of One: Revolutionizing Talent Management through Customization, by Susan M. Cantrell and David Smith (Harvard Business Press, 2010). Susan M. Cantrell is a research fellow at the Accenture Institute for High Performance. Based in Philadelphia, Pennsylvania, Ms. Cantrell is the coauthor of Workforce of One: Revolutionizing Talent Management Through Customization (Harvard Business Press, 2010). She has co-authored more than 30 articles or book chapters, including Elements of Successful Organizations (The Workforce Institute at Kronos, 2011). 12 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
13 Notes 1. Partnering with the World to Create Greater Value, a factsheet produced by Procter & Gamble on its Connect and Develop program, 2010 (http://www. pg.com/en_us/downloads/innovation/ C_D_factsheet.pdf) and Connect and Develop: Inside Procter & Gamble s New Model for Innovation, by Larry Huston and Nabil Sakkab, Harvard Business Review, March survey as cited in Outsourcing Being Used More Strategically for Higher Knowledge Processes, IAOP Survey Shows, press release from International Association of Outsourcing Professionals, April 15, 2010: article/2010/04/15/idus apr MW Survey findings are detailed in What Influences Contract Talent Usage, a white paper produced by the Human Capital Institute, Statistics are from a survey of 1,500 freelancers on Elance as cited in Freelance Talent Report, Elance, 2011: elance.com/q/freelance-talent-report Wall Street's On-Demand Deal Makers, by Leslie Stevens-Huffman, blog posted March 28, 2011; and Investment Bankers for Hire, Temporarily, by Liz Moyer and Kyle Stock, The Wall Street Journal, December 14, Investment Bankers for Hire, Temporarily, by Liz Moyer and Kyle Stock, The Wall Street Journal, December 14, For more details on this study, see Solving the Skills Paradox: Seven Ways to Close Your Critical Skills Gaps, by David Smith, Diego S. Leon, Breck Marshall and Susan Cantrell, Accenture, See, for example, The Role of Contingent Workers in Workforce Strategy: Global Key Findings, Manpower whitepaper, October, 2009, and What Influences Contract Talent Usage, a white paper produced by the Human Capital Institute, What Influences Contract Talent Usage, a white paper produced by the Human Capital Institute, Survey of 170 companies reported in a webinar, Best-in-Class Contingent Workforce Management Strategies, based on a report by the Aberdeen Group report titled Contingent Labor Management: Strategies for Managing the Complexities of the Contingent Labor Umbrella (study underwritten by Randstad), The Role of Contingent Workers in Workforce Strategy: Global Key Findings, Manpower, October The Contingent Worker Debate, by Lorrie Lykins, i4cp's Trendwatcher, February 16, 2011: trendwatchers/2011/02/16/the-contingentworker-debate 13. Contract Talent Is a Business Imperative, webcast presented by Katie Ratkiewicz, Practice Leader, OD & Leadership of the Human Capital Institute, and Teresa Butson, Senior Manager, Global Contingent Workforce Management Program at Royal Bank of Canada, July 8, 2010: 14. Paul Jackson with J.P. Gownder and Laura Wiramihardja, Social Media for Product Development, a Forrester report, September 29, forrester.com/rb/research/social_media_ for_product_development/q/id/55198/ t/2#endnote4 15. Ibid. 16. Workforce of One: Revolutionizing Talent Management through Customization, by Susan M. Cantrell and David Smith (Harvard Business Press, 2010). 13 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
14 Notes (for page 3) 1. The Freelancers Union, a non-profit advocacy organization, estimates that 30 percent of the US job market is made up of independent workers. Source: Five Recommendations for Assembling a Successful Team of Freelancers, by Ray Grainger, Mashable Social Media, April 8, 2011: freelance-business-tips. The Government Accountability Office (GAO), using US Labor Department data, found that contingent workers constituted 31 percent of the total workforce. Source: U.S. Employers Shift to Temp Workers, by Ruth Mantell, MarketWatch, Wall Street Journal, April 27, 2011: com/ /finance/ _1_ temp-workers-contingent-workersalternative-workers. Dr. John Sullivan and Master Burnett estimate that 27 percent of the US labor force consists of contingent workers, up from 6 percent in Source: Managing Contingent Labor Strategically, by Dr. John Sullivan, Ere.net, March 15, Contingent Workforce Management: A Clear and Present Opportunity, a Taleo industry paper, by Michael Gregoire, October 23, Ibid. 4. Heady Debate, by Rita Zeidner, HR Magazine, February 1, 2010:http:// EditorialContent/2010/0210/ Pages/0210zeidner.aspx 5. Paid Crowdsourcing: Current State and Progress Toward Mainstream Business Use, Smartsheet.com, September 19, One Single Source of Security for the Extended Workforce, Covisint, 2011: get_file?uuid= e-0a3a-49aa-a1e9- f39d622508f4&groupid= Outsourcing Contracts Annual Review 2009: Outsourcing Uptake Continued, but Megadeals Declined, by Dean Blackmore, Allie Young and Sandra Notardonato, Gartner, March ; and What s Wrong with America s Job Engine? by David Wessel, Wall Street Journal, July 27, Outsourcing Being Used More Strategically for Higher Knowledge Processes, IAOP Survey Shows, Marketwire, April 15, Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
15 About Accenture Accenture is a global management consulting, technology services and outsourcing company, with 257,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. Through its Skills to Succeed corporate citizenship focus, Accenture is committed to equipping 250,000 people around the world by 2015 with the skills to get a job or build a business. The company generated net revenues of US$27.9 billion for the fiscal year ended Aug. 31, Its home page is About the Accenture Institute for High Performance The Accenture Institute for High Performance creates strategic insights into key management issues and macroeconomic and political trends through original research and analysis. Its management researchers combine world-class reputations with Accenture s extensive consulting, technology and outsourcing experience to conduct innovative research and analysis into how organizations become and remain highperformance businesses. 15 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
16 Copyright 2013 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
The Rise of the Extended Workforce By Yaarit Silverstone, Himanshu Tambe and Susan M. Cantrell 1 Accenture Strategy To compete in the future, organizations will need to push talent management beyond the
HR Transformation and Future of HR Brussel, 25 april 2013 Material part 2/2 Copyright 2013 Accenture All Rights Reserved. Trends Reshaping the Future of HR March 28, 2013 Agenda Market Drivers Accenture
Enterprise Mentoring, Meet HR Randy Emelo Talent managers can make mentoring a critical part of organizational and strategic goals by integrating it with hr. They are four traits critical to an employee
INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insight
Technology Building Your Cloud Strategy with Accenture 2 Cloud computing, in its simplest form, allows companies to procure technology as services, including infrastructure, applications, platforms and
Trends Reshaping the Future of HR Managing Your People as a Workforce of One by Susan M. Cantrell and David Smith 1 Accenture Institute for High Performance Copyright 2013 Accenture. All rights reserved.
Technology Building Your Cloud Strategy with Accenture 2 Cloud computing, in its simplest form, allows companies to procure technology as services, including infrastructure, applications, platforms and
ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization
Building the Digital HR Organization Accenture and SuccessFactors on the changing nature of HR More than ever, HR has to contend with changing business demands and an evolving workforce. At the same time,
Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research
Oracle Taleo for Recruiting Management: The Path that Leads to the Best Talent Sreenath Kamasamudhram, BizTech Introduction Today's Human Resources (HR), talent and learning executives face strategic challenges,
Your business is changing at a faster pace than ever before. Has your HR operating model HR s blueprint or organizing strategy kept up? Based on Accenture s research and experience, as well as the ongoing
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented
The Journey to High Performance Transforming Accenture s IT Services Like many of the clients it serves, Accenture's internal information technology (IT) function supports a large, global workforce, with
Accenture Human Capital Services for SuccessFactors Workforce and talent management have never been so critical to business value. To achieve high performance, global enterprises are seeking measurable
Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! A white paper from Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! As of Q4 2010, consultants, independent
Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify
Branding the Workplace: Innovating the talent brand Social media has erased whatever lines used to exist between the corporate brand and the talent brand. They re two sides of the same coin. In a knowledge-based
THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?
Business Process Outsourcing Accenture Procurement BPO Services Generating value, reducing costs and driving high performance through procurement outsourcing Research shows that companies that are mastering
Businesses recognize that their most valuable resource is the people. With the demand for skilled talent continuously growing, it s a competitive necessity to have the best processes in place to attract,
Leap Ahead Procurement Goes Social In the past five years, social media has become an integral part of the lives of people everywhere. In response, companies have been embracing social media with equal
Surveying the New World of Work The Freelancer Model for Enterprises: Drivers & Difficulties By: Joslyn Faust More than ever before, freelancers are allowing businesses to close skill gaps and efficiently
Accenture Sustainability Performance Management Delivering Business Value from Sustainability Strategy Global executives are as committed as ever to sustainable business. Yet, executing a sustainability
IBM Software Business Analytics Social Analytics Social Business Analytics Gaining business value from social media 2 Social Business Analytics Contents 2 Overview 3 Analytics as a competitive advantage
Make your workplace really work Avanade Communications and Collaboration Solutions A study by Forrester* notes that 59% of workers said they would save more than 15 minutes per day using technologies that
Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About
Welcome to the Science of Management Consulting Careers for Experienced Professionals Exploring a new world of possibilities Welcome to the Science of Management Consulting Experienced Professional Management
R ecruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape TZA Labor Performance Series Meeting the Challenges of Attracting and Retaining a Skilled
Accenture and Salesforce.com Delivering enterprise cloud solutions that help accelerate business value and enable high performance 1 Businesses and governments around the world are increasingly adopting
Accenture Life Sciences Rethink Reshape Restructure...for better patient outcomes Accenture Life Sciences Cloud for Commercial Services Powered by Salesforce.com A unique set of cloud-based capabilities
Managers and machines, unite! Three things managers must do to make the most of cognitive computing by Ryan Shanks, Sunit Sinha and Robert J. Thomas Intelligent machines are poised to dramatically shift
Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing
The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key
Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,
Shattering the Boundaries of HR By Himanshu Tambe Think that attracting, developing and retaining talent is only the job of HR? Although that s the traditional view, it s no longer equal to the challenges
White Paper Business Networks: The Next Wave of Innovation Sponsored by: Ariba Michael Fauscette November 2014 In This White Paper The business network is forming a new framework for productivity and value
Accenture Interactive Joint Point of View with Adobe Making it Relevant Optimizing the Digital Marketing Experience Making it Relevant Optimizing the Digital Marketing Experience Digital is no longer a
The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components
Lawson Healthcare Solutions Optimization of Key Resources Forms a Foundation for Excellent Patient Care Healthcare organizations continue to experience an alarming erosion of their operational foundation,
Finding the best talent is humanly possible Recruitment Process Outsourcing Looking for talent? the best Having the best talent is a competitive advantage in today s demanding and complex world. Because
The Future of HCM Technology Wim Valstar, SAP SuccessFactors The future of HCM technology. The globalised workforce of today is driving HR organisations to look to technology and thought leaders for solutions
High BPO delivers game-changing business outcomes The benefits offered by BPO have long been clear, and have centered on the increased efficiency that comes with standardizing and streamlining processes
Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 email@example.com www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises
This article originally appeared in the 2013, No. 1, issue of The journal of high-performance business Business Process Outsourcing Talent & Organization Masters of the mix By Michael J. Salvino, Walter
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
A new era for the Life Sciences industry Cloud computing changes the game Michael Whitworth Director, Clinical Data Strategy Accenture Accelerated R&D Services Michael.firstname.lastname@example.org Agenda: Accenture
ACHIEVING MARKETING ROI WITH WEBCASTING SOLUTIONS By Debra Chin Senior Vice President Palmer Research EXECUTIVE SUMMARY There is some good news for marketers today: budgets and staffing are on the rise
Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years
Course Descriptions for the Business Management Program Upon completion of two quarters, students will earn a Professional Certificate in Business Management with a specialization in a chosen area: HR,
The New Business of Business Leaders Hiring and Onboarding In the new millennium, leading business organizations capture data about people, turning it into actionable information, and using it for making
Accenture Technology Consulting Clearing the Path for Business Growth Mega technology waves are impacting and shaping organizations in a profound way When a company s executive management team considers
Office 204 Building 1, Dubai Internet City P.O. Box 26359, Dubai, United Arab Emirates T: +971 4 3910460 E: email@example.com W: ManpowerGroup Global Vision We lead in the creation and delivery of innovative
Accenture Business Intelligence for Fashion and Luxury Creating a Differentiated Customer Experience for Long-term Brand Loyalty Fashion is inherently an ever-changing industry. Customer preferences fluctuate
RESEARCH REPORT Seven Things Employees Want Most From Their Training Executive Summary In 2013 we set out to discover what 1,001 office workers really think about training. Commissioning Opinion Matters,
Is Your Consumer Packaged Goods Innovation Engine Running on Empty? by Adi Alon and Brian Doyle Far from firing on all cylinders, most Consumer Packaged Goods (CPG) innovation engines are sputtering. 2
Value of a Managed Service Provider (MSP) July 2015 better people in a better way +1 855.881.1533 sales@ better people in a better way Value of a Managed Service Provider Borrowing a quote from Benjamin
Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,
Technology Consulting Infrastructure Consulting: Network Technology Page Heading Network Technology: Enabling high performance Page Sub Title through greater efficiency and agility Today s market can be
5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management An icims White Paper In many ways the coming decade will redefine
Cisco Enterprise Services Expertise, Innovation, and Strategies to Accelerate Your Business Success Maximizing technology and business ROI Advanced technologies have the ability to transform the way businesses
Accenture Overview Page 1 Company Overview Accenture is one of the world s leading management consulting, technology services and outsourcing organizations, with more than 246,000 employees; offices and
The changing face of technology buyers As executives beyond IT buy more technology and influence IT s purchasing decisions, technology companies need to learn how to sell to these new buyers. By Mark Brinda
Managing Talent in the Flat World An Infosys Perspective As Practitioner & Consultant Nandish Patil Background In the globalized business environment, historical sources of advantage have diminished in
DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:
ManpowerGroup Solutions Talent Based Outsourcing The People Side of Strategy Why Closing the Gender Talent Gap Makes Sense for Business a The People Side of Strategy A ManpowerGroup Solutions White Paper
Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful
Change program breaks new ground at Large Global Manufacturing Company making the way for High Performance This large global manufacturer is a leader in the agricultural and construction businesses. In
Big Success With Big Data Executive Summary Big Success with Big Data 1 2 Big Success with Big Data In organizations that are using big data today, users report overwhelming satisfaction with their results,
Wealth and Asset Management Services Point of View Designing a Modern IT Ecosystem for Asset Management Firms The asset management business once an industry characterized by high margins and predictable
THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity The Evolution of Total Talent Management Speakers: Barry
Technology Accenture Data Center Services 2 Accenture employs marketleading technologies and processes to help clients design, implement and manage data center solutions that align to business priorities,
High-Impact Succession Management Executive Summary Kim Lamoureux Principal Analyst Michael Campbell Senior Research Analyst Center for Creative Leadership Roland Smith Senior Research Faculty Center for
Embracing SaaS: A Blueprint for IT Success 2 Embracing SaaS: A Blueprint for IT Success Introduction THIS EBOOK OUTLINES COMPELLING APPROACHES for CIOs to establish and lead a defined software-as-a-service
Reimagine Work CORNERSTONE INSIGHTS WORK IS CHANGING Whether you re ready for it or not, the future of work is now. The new way of work is multigenerational, multi-geographical, multi-cultural, and location-agnostic
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.
2015 Baker s Dozen Customer Satisfaction Ratings: Talent Management Technology We rank the top providers of talent management platforms based on customer satisfaction surveys. By The Editors Talent management
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
WHITEPAPER BEST PRACTICES Releasing the Value Within the Industrial Internet of Things Executive Summary Consumers are very familiar with the Internet of Things, ranging from activity trackers to smart
Key Social Networking Strategies for Talent Acquisition Key Social Networking Strategies for Talent Acquisition INTRODUCTION LinkedIn recently published a survey that stated 80 90% of talent acquisition
The Next Generation of VMS Technology Underwritten by: Christopher J. Dwyer Research Director Ardent Partners February 2014 REPORT SPONSORSHIP 1 The views and opinions in this report represent those of
XRM: From Fragmentation to Integration Executive Summary Relationship management is dead! Long live relationship management! But it s not just about customers anymore. The value chain has grown so long
Written in collaboration with SaaS Marketing Strategy Advisors Evaluating SaaS and Cloud Solutions: Effective Solution Overview Organizations of all sizes and across all industries have been rapidly adopting