The world of work is changing. Organisations are being driven to adapt in order to keep up. The winds of recruitment change are forcing businesses to rethink the way they plan for new demands being put on them. No longer do they need to rely just on their little black book of business contacts. These businesses recognise the powerful opportunity that a brand new talent pool brings to their organisation, through the use of independent, on-demand, consultants.
According to Deloitte’s 2016 Global Human Capital Trends study, 51% of global executives surveyed said their organisations plan to increase or significantly increase the use of contingent workers in the next three to five years.
Just recently, McKinsey’s study on Independent Work: Choice, Necessity and the Gig Economy, highlighted the fact that to date, 162 million people in Europe and the United States—or 20 to 30 percent of the working-age population—engage in some form of independent work.
And where there’s this type of talent available, it is almost certain that organisations are being forced to take note, adjust and develop a more flexible approach to talent acquisition.
We look at 3 organisations who are doing just this:
1. Avon Cosmetics
Global cosmetic brand Avon has seen rapidly declining sales from 2007 to 2014 with ongoing loss posted by the company, into 2016. Coupled with a brand typically associated with the senior lady consumer, this American organisation, the fifth-largest beauty company and second largest direct selling enterprise in the world, has had to make drastic changes in order to shed the association of a niche market and drive their business forward.
Avon have launched initiatives to actively engage with a new, younger audience where their focus is more on recruitment, rather than sales. They are looking to appeal to a fresh new audience who desire a more flexible, independent way of working through their #BeautyBoss marketing campaign. We only hope that their new strategy is not too late.
2. Washington Post
Even the Washington Post has recognised the value in using external talent through the introduction of their own Talent Network. The Post recognised the need for a stronger, wider coverage, not only nationally, but globally too and by changing their in-house strategy to use external talent through their network, they were able to make use of a new impressive journalistic talent.
As Oracle races to becoming the number 1 cloud solution, beating their counterparts Amazon, it has never been more important than now for them to continue reinventing themselves, and embracing flexibility as they recognise the importance of a mobile workforce, their increasingly social & digital customer base and the increasing importance for security. It is no surprise, therefore, that because they believe in the power of the contingent workforce themselves, a huge part of their extended product offering caters purely to the management of a contingent workforce.
McKinsey Global Institute’s Connecting Talent With Opportunity in the Digital Age study forecasts that the growing use of online contingent talent platforms could add $2.7 trillion, or 2%, to global GDP and increase employment by 72 million full-time-equivalent positions by 2025.
And Talmix is at the forefront of that change – bringing together the worlds of independent business talent and the global organisations taking their first steps towards a new strategic way to work.
About the AuthorMore Content by Katy Roberts