The Convergence Of HR And Procurement In The Gig Economy

Sean Garbett

There has been a shift in how work gets done and how workers want be engaged that is creating a far-reaching ripple effect throughout the digital economy and business platforms. A benefit of this changing landscape is a convergence in the strategies and engagement of HR and procurement. A practical example of this disruption is the disassembly of traditional role-based projects and the rise of skill-based, deliverable tasks performed by separate contributors.

This new approach requires HR and procurement to think differently about using multichannel approaches to source talent, coordinate contributors’ performance, and measure their deliverables. According to the latest Ardent Partners State of Contingent Workforce Management report, only 30% of businesses have struck an ideal balance in their contingent workforce management programs, despite 56% viewing collaboration between HR and procurement as vital to a program’s success. As the economy rapidly changes, organizations have to embrace a more collaborative mindset in order to come out winners.

As a first step, businesses should understand the rising potential of the gig economy and how their talent acquisition strategies should mirror the channels through which potential workers wish to be engaged. Equally, companies should embrace innovations in machine learning and analytics as they continue to play a critical role in external workforce engagements.

Second, your plan for digital disruption must factor in provisions for your organization’s talent management capabilities. Businesses need to invest in technologies that provide visibility into the total workforce in order to drive more strategic hiring decisions based on tenure, project delivery, or other factors. Last, adoption of a connected talent ownership model between HR and procurement will drive greater user experience for both the business and the workforce alike.

The way in which work gets done is constantly evolving, and it’s important that HR and procurement are agile enough to respond to market changes. Businesses can no longer afford to use traditional tactics for their procurement needs, as competitors and new players in the marketplace are utilizing new technologies to drive their competitive advantage. If your organization hasn’t begun talking about these changes, now is the time to start!

If you’d like to learn more about getting your external workforce management program off the ground, check out our “getting started” content.

We will also be at the 2017 Art of the Possible conference helping organizations prepare for the future of work; click here for more information.

The blog was originally published on SAP Fieldglass blog site.

Sean Garbett

About Sean Garbett

Sean Garbett is a passionate professional who strives to empower leaders to understand and harness the asset value of their contingent workforce. As demonstrated by his career results and thought leadership, Sean has established himself as an industry expert in the talent outsourcing and human capital management industry and continues to influence directly and indirectly how companies balance digital transformation with the personal nature of workforce engagement. His career and approach to business was founded in the Business and Risk Management practices of Ernst & Young; since that time he served 11 years with ManpowerGroup in global and regional roles, including four years as the European General Manager of their Workforce Solutions business (TAPFIN). Sean has proven experience working across the global landscape and a passion for developing markets stretching from Asia to Europe. Diverse experiences across complex multi-national, national and SMB organisations. A consultative approach to developing agile workforce solution linked to strategic business drivers, digital transformation and evolving industry/market trends.