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[...]
There’s a powerful change taking shape in the dynamics of modern work. It’s signaled by the digital nature of business, the sharing economy, and the exponential boom of smaller and midsize enterprises. These transformations aren’t lost on Managed Services Providers (MSPs). Some of the most recognizable firms are even reconsidering the term “MSP,” believing it’s no longer indicative of the role. It makes sense. Modern clients want more than cost containment strategies. In response, MSPs must make their transition to next-generation excellence by pursuing a more comprehensive approach to supplier and workforce management. This is where we could see the emergence of MSP 3.0 – a model in which the transactional gives way to the strategic.
A recent economic research report published by the Federal Reserve Bank of San Francisco offers an important reminder that diversity extends far beyond race, religion, ethnicity, gender and sexual orientation. The multigenerational workforce today is vast and unprecedented. And what some diversity discussions have missed is that age discrimination is on the rise again. Let’s examine the often-overlooked challenges facing mature talent -- and how contingent workforce leaders can enhance client success by tapping into this goldmine of experience and skill.
In 1954, Darrell Huff published How to Lie with Statistics, which went on to become one of the most famous business primers in history. His intent was to explain, in simple terms, the abstruse concepts of statistical methods, their increasing presence in commerce and society, and how they’re interpreted. Although modern MBA programs probably don’t include Huff’s masterpiece in their required reading lists, they should. It was ahead of its time when released and remains tremendously relevant in our current culture -- one obsessed with Big Data. Every industry and market is consumed by an urgent need to amass more and more data. This is particularly true in our industry. The persistent issue, however, has little to do with accessing or collecting information -- it’s about how we interpret it. Consider this real-life story.