HRO Today Global Winter 2016 - 9

HR Predictions
The bottom line: Companies will put more effort
into improving and measuring the value of employee
training and development. Says Letts: " Learning
analytics will no longer be a `nice-to-have,' but rather an
expected part of the learning and HR functions. "
Contingent Workforce
Jill Goldstein, global offering lead, talent and HR
operations at Accenture, cites the continual reshaping
of the global workforce as her major projection for
2016. As more companies seek ways to grow the
business over the long-term, they will ÿ nd a greater
need for technological skill sets. The challenge is hiring
these specialized individuals; most prefer to work
on an independent, third-party basis. Her forecast:
organizations will augment the workforce with an everincreasing
percentage of highly skilled, non-salaried
employees.
" The economy has been so unpredictable over the last
ÿ ve years that companies are unsure how to grow the
business and compelled to rely more on temporary
workers as part of their larger talent pools, " says
Goldstein. " Such individuals are not being hired to
perform predictable, administrative tasks, however. "
Rather, these temporary workers have skills in digital
technology, data analytics, artiÿ cial intelligence,
telematics and the Internet of Things-the many new
technologies that are driving competitive differentiation
and success in nearly all industries.
" Since people with these skills want to remain
independent contractors, the temporary workforce is
changing, " Goldstein says. " The face of this workforce
is now just as important as the people hired into the
permanent workforce. "
Realizing this, companies are beginning to shift the
responsibility of recruiting temporary workers from
procurement to HR. " Organizations are thinking 'how
can we take our talent-based best practices and extend
them into this broader pool that includes high-value
temporary employees', " Goldstein explains.
In this regard, she says her more progressive clients,
are enhancing their onboarding processes to ensure a
'The economy has been so
unpredictable over the past
five years that companies
are unsure how to grow the
business and compelled to rely
more on temporary workers as
part of their larger talent pools.
Such individuals are not being
hired to perform predictable,
administrative tasks, however.'
temporary worker has completed all safety certiÿ cations
and has the equipment he or she needs to effectively
start work on day one. Other clients are giving the same
careful attention to their off-boarding processes.
" It's almost like they're creating an alumni association
by staying in touch with this pool of temporary
employees in case they're needed for another project
ahead or interested in permanent employment, "
Goldstein says.
There is a caveat to such preferred treatment. " Clients
can't treat temporary employees too much like
permanent ones, otherwise they would be eligible
for the terms and conditions of salaried staff, " she
WINTER 2016 | www.hroglobal.com
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HRO Today Global Winter 2016

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