The so called “skills gap” is real and continues to be a challenge for employers in fields like high tech, biomedicine and others where specialized training is required. This is a dynamic showing no signs of quick remedy. But that doesn’t mean there aren’t actions an organization can take to help offset the pain of sourcing skilled workers. Strategic use of contingent workforce allows companies to have a succession plan in place to help them bridge the skills gap. Having the ability to engage workers at any given time; allows for them to better support their business. Here’s how:
Today’s technology allows organizations to field an on demand workforce. Tools like ATS, VMS and others make it easier for workers to stay engaged with previous employers through the use of technology. Further, online groups, boards and social sites also allow workers to showcase their experience and expertise to employers they may not have been able to get in front of before. For their part, hiring organizations are leveraging these technologies to their own benefits by utilizing contingent workforce management as a secondary talent acquisition strategy.
There are numerous benefits of organizations considering contingent workers in their total talent acquisition strategy including:
- Engaged contract workers who are more apt to refer their colleagues with similar or diverse skill sets
- Efficiencies captured in the sourcing process because contingent workers are more likely to convert to permanent roles after their engagement having learned, first hand, whether the position and/or company us a good match for their skills and temperament
- The creation of a more collaborative and competitive company culture in the areas of skills and experience
Using a contingent workforce not only allows clients to engage the talent they need but also adds value to permanent employees in terms of staying competitive with their skill and job growth. Contractors often bring a specialized skill or areas of expertise to their roles as contingent workers which can be shared with their permanent employee counterparts. This collaboration and information sharing helps the organization’s regular workforce to strengthen their own skills while on the job.
For companies engaged in Merger and Acquisition strategies, the utilization of a contingent workforce allows them to maintain their core business while creating momentum in the process. This is critical in light of the level of M&A activity currently exhibited in some sectors of the economy.
Companies failing to consider infusing contingent workforce strategies into their overall talent acquisition strategy risk missing out on the benefits of fielding a truly specialized workforce because they will not have the means to attract candidates in high demand.