Businesses in nearly every industry have come to rely on contingent talent as specialists and flexible experts rather than temps who fill vacant seats during absences, seasonal demands or personnel transitions. With increasing frequency, we’re integrating these skilled contractors into our primary workforces. Yet, we still haven’t integrated them into our internal knowledge systems. And that’s a missed opportunity to tap into their intelligence and ideas, especially as the sharing economy’s[...]
Just two days ago, on August 9, global HR consultancy Randstad announced its acquisition of Monster Worldwide. The news wasn’t that surprising. Four years ago, The Boston Globe reported that Monster was seeking a buyer. Financially, Monster has been riding a downward spiral for years. And that’s become the big discussion point across the industry. Most of the articles provide a deep examination of plummeting revenues and struggles to remain relevant. Without rehashing all the figures, let’s sum it up this way: Randstad paid $3.40 per share. Back in 2000, during the job board’s heady salad days, investors paid $91 per share. I believe the more important story here involves Monster as a cautionary tale and what its resurrection through Randstad could mean to the workforce solutions industry.