The changing nature of the workforce seems to be a universal issue. It’s no surprise that world-renowned industry analyst and founder of Bersin by Deloitte, Josh Bersin, always puts the term “alternative workforce” in inverted commas whenever he writes about it. That’s because the “alternative workforce” is no longer really that “alternative”. If anything, it’s becoming the default.
International recruitment influencer and content curator at Recruiting Brainfood, Hung Lee, facilitated a fascinating discussion at our recent Recruitment Rebooted event, co-hosted by JobAdder in Sydney. Talking about what the future of this alternative workforce looks like, four panelists shared their thoughts…
Introducing our panel:
From a third-party recruiter perspective to an internal talent manager with a gig-economy focused workforce, we invited a range of panelists to offer an expansive overview of TTM…
Neil is a seasoned Talent Acquisition leader with a keen interest in effective Employer Branding.
Before joining Uber as Recruitment Lead across ANZ and Singapore, Katie was part of THE ICONIC team – fueling the growth of the business from 200 to over 950 FTEs in 3 years.
Since joining Airtasker, Mahesh grew the People Function from 30 to 300 people – navigating rapid talent attraction and growth in a short period.
Joel spent 10 years working at Precision Sourcing as a leading data recruiter.
Defining Total Talent Management
“We’re all broaching this at the same time, which means no one is an expert – because it is all happening in real-time.” – Hung Lee
So before we could delve into the nitty-gritty of TTM, we needed to make sure we have a shared understanding of what it is.
Joel explained that he sees TTM as “blending the full workforce from every perspective: whether that be permanent recruitment, contractors, remote workers. It’s about how that all pieces together.
“TTM has developed off the back of an understanding that the labour market is changing. It needs to be more flexible, people want to take more ownership of their careers now. So TTM involves changing the workforce to enable that better. It involves the education system on the different ways that you can cater to that workforce. If you are serious about attracting the best talent, you have to cater to them,” Neil added.
“Once you’ve attracted this talent by offering the flexibility associated with TTM, you also have to ask yourself how you retain your people,” Katie weighed in. “Especially if you start thinking about remote workers – how do you keep them engaged and on-culture when they never come into the office, for example.”
One of the biggest benefits of TTM at UBER has been that it makes for stronger and more diverse teams.
“On that…” Mahesh added, “in a competitive environment, businesses are realising that TTM can actually help them build competitive advantage. Instead of getting a bum in a seat, recruiters now get the opportunity to help businesses strategically solve problems – the problem of a shortage of a particular skill set, for example.”
For businesses to successfully transition to TTM, you need to involve and educate the following stakeholders: Talent Acquisition people, HR people, People and Culture pros, hiring managers plus team and business leaders. And to drive adoption of this new way of thinking and of the TTM model you create, you’ll need ambassadors (just like with any other cultural change campaign).
In our next blog, we’ll recap what the Recruitment Rebooted panelists had to say about exactly this: how can recruiters enable hiring managers and other stakeholders to navigate TTM?