As the Talmix brand, we celebrate our first birthday this month. Many started their journey with us when we were still known as MBA & Company. And over the past 12 months, we’ve developed some incredible new relationships with many clients and consultants. So, to pay homage to all of the excitement of the past year, our Chief Commercial Officer, Sandeep Dhillon, shares some of his insights from the front line of the independent workforce and the future of work.
1. The conversation that we’re having with our clients is very different today, than it was 2 years ago.
Companies are seriously looking at their Strategic Workforce Planning and have placed it at the top of their agendas. That means that companies are looking at their buy (acquiring new talent full-time in the organisation), build (developing their existing talent to cater for new market requirements) and borrow (making use of independent talent on a project-based or part-time basis through platforms like Talmix) strategies. We see companies more open to these innovative ways of acquiring talent. They want the right skill-sets to fulfil the job as opposed to the right body to fill a position. Traditional hiring methods are becoming less and less as time pressures increase. Companies are also requiring a 360 degree view of their talent – both internal and external.
2. Clients are building their HR teams out – and they’re looking very different to what they looked like a while ago.
The HR teams are thinking more strategically – thinking about how to leverage their on-demand talent more, and how to build their internal talent. HR has become more focussed on filling knowledge-gaps, rather than positions. Also, companies would historically use large consultancy firms to do digital transformation projects. What companies are doing now is to have a more broad scale sense of talent to work on larger projects – being made up of internal and on-demand external talent. They’re interested in bringing in talent that has the experience of having done these projects before, and they’re looking to leverage that to upscale their own internal talent for future projects.
3. Who’s at risk of missing boat of opportunity because they haven’t adapted yet?
Many are adapting well – but traditionally, those industries which are a lot more regulated tend to take longer to adapt. But, many who are adapting, are doing so well. Talent is what’s leading the change here. The generations that are leading the change are people who want a lot more control over their career, and expect to see results from the work that they’re doing. It’s not just about doing a job – but rather, what they’re achieving. When there are new strategic projects, one thing we’re seeing is that they’d like to use their internal talent to manage those. And where they’re lacking the talent, they’re bringing in outside talent to help train the internal teams to be able to deliver. There are some organisations where risk is at the heart of the agenda – and as a result, they’re adverse to change, because it’s a high risk culture. In that instance, they’re trying to change through putting in good quality HR talent, but their hands are tied because they have to do that within a high-risk, managed culture.
4. Who’s leading the pack of Transformation and Change?
One industry that is very open to freelance and independent talent is Media. They’ve become very used to using freelancers and are adapting their own business models to be able to keep bringing in new talent. We’re also seeing that Telecoms is very open to change. They’re certainly leading the digital transformation movement having had to go through large transformation, especially when it comes to changing customer behaviours. A third industry which has been very open to change is Retail – which has probably been a direct result of changes in the way we sell to customers and the way consumers purchase.
5. Who’s falling behind?
The transport industry is facing a lot of pricing pressure through new and competitive business models. The hospitality Industry is also facing a lot of disruption through new market entries and business models that are starting to occupy their space, like AirBnB. Many haven’t innovated early enough and are facing questionable futures because they haven’t been open to change. A great example of a company who is embracing change, and potentially a new business models is Ikea through investing in and purchasing Task Rabbit – not necessarily directly related to their business, but a complimenting business model to what they do as a core business.
If you’re ready to embrace change, and need expert advice to guide you strategically – then we have consultants who can help you. Contact us today.
About the AuthorMore Content by Katy Roberts