09 Oct 2017

It is also our mission to shake things up in HR
and to look into new ways of working in
Belgium and abroad.

 

That’s why at HR builders we build freelance careers, we are committed to connecting great people in HR and we’re dedicated to providing our HR network with valuable curated content and helping HR professionals to stay ahead of the curve. For this week’s #ConnectWithContent we zoomed in on the future augmented workforce and the open talent economy.

The Open talent economy framework

The open (sourced) talent economy was introduced by Deloitte in 2013 referring to a collaborative, transparent, technology-enabled, rapid-cycle way of doing business. Supported by megatrends such as globalization, mobility, social business and analytics, employers and employees now seek each other out on a playing field that is broader and more level than ever before.

The Open Talent Economy introduced a framework to guide talent strategy that brings together 3 components:

  1. External influencers (the global megatrends, along with regional and industry trends)
  2. Talent investments (the strategies, programs, and infrastructure solutions available to an organization)
  3. Business performance (the measurable business and talent outcomes of the investments an organization has chosen)

The framework also recognizes that talent strategy isn’t only about your workforce or the mass of available talent, but also about individuals—each at a different stage of their career and lifecycle as an employee.

The ways companies acquire, develop,
reward, and retain these individuals will vary
according to the openness of your strategy.

Ecosystem talent approach

The open talent economy is characterized by
an ecosystem approach to talent that focuses
not only on the talent an organization has on
its “balance sheet,” but also the talent an
organization can access in other ways.


In addition to employees who are on the balance sheet (and work directly for an organization),an organization can access talent through joint ventures and alliances, contracting and outsourcing, hiring independent workers and freelancers, or by accessing talent through online market places and competitions (sometimes even for free).

Not the gig economy, the talent economy

 

The talent economy is not the same as the gig Economy:

  • In the gig economy work is commoditized and the platform is the differentiator,
  • In the Talent Economy, talent is the differentiator and the platform is just an enabler.

The open talent economy comes with benefits for employer and for talent: the pace of change in business is unrelenting, and the range of talent needed by an organization - the specific skills, capacity, and experience - changes weekly, if not daily, while the competition for in-demand skills grows ever more intense.

With a more efficient market for talent,
companies are able to build teams with exactly
the right talent they need, exactly when they
need it.


Talent, in turn, are more able to find the best opportunities for them and their career, based on what is most important to them at that time (flexibility, opportunity, income, ability to work remotely, etc.).

Rethinking the workforce

It is key for companies, for HR and for business leaders to understand the impact of this augmented workforce and open talent economy and to develop new rules for people, for work and for the entire organization.

But when you ask companies about their plans
to leverage crowds, contract labor or other
new models for human talent, they don’t seem
prepared at all!

 

Deloitte integrated a very clear call to action for HR and business leaders in their latest global human capital trends 2017 (rewriting the rules fort he digital age): “companies must understand the impact of change and develop new rules for people, work, and organizations, they have to rethink the combination of talent and the workforce accross multiple dimensions, especially how to evolve or even separate the functions of multiyear strategic work, workforce and workforceplanning on the one hand and annual workforce planning on the other hand to explore scenarios that include crowdsourcing or increased robotics.

Freelancing on the rise, also in HR!

As published in het nieuwsblad this weekend (Dutch),the number of freelancers in Flanders has increased by 9 % in just one year, making it clear that freelancing is definitely on the rise as it is an effective answer to the increasing flexibility of our economy.

And at HRbuilders we can definitely confirm this positive trend.


The number of HR professionals that want to take the leap and become an independent professional keeps growing and the number of them attending our webinars or ‘to freelance or not to freelance sessions’ has almost doubled last year. During these interactive sessions there are multiple opportunities to ask questions to a panel of experts and it is the ultimate opportunity to meet HR peers who are also planning on becoming a freelancer in HR.

According to Federgon interim management
has grown with 12 % last year, which makes
us extremely proud as HRbuilders has grown
22% last year!


Join our freelance community!

Are you an HR freelancer looking for a challenging assignment or are you a seasoned HR professional, considering to take the leap and become an HR freelancer?

>> Reach out to us! Happy to connect!

Next opportunities to meet:

October 9th: workshop on resilience (Ghent)
October 17th: To freelance or not to freelance (Ghent)
November 13th: workshop working with generations (Brussels) - info online soon
Want to read more on how freelancing is shaping the future of work? Check out our online magazine.


See you soon!

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Written by

Lesley Arens

HR Matchmaker & Public Relations at HRbuilders

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