Understanding Total Talent: Sourcing Channels to Leverage in Your Total Talent Model

As organizations explore Total Talent, their conversations may take them down several paths leading to various types of talent. One of the first steps in crafting a total talent strategy is mapping these sourcing and engagement channels to better understand when to use each engagement specifically to get the best value and intended outcome. This article explores the core channels companies should consider in an effective omni-channel sourcing strategy.

In today’s dynamic business environment, having a diverse workforce is critical to achieving organizational success. Companies must understand the various types of workers they can engage with, ranging from full-time employees to contingent workers. This understanding allows businesses to be more agile, efficient, and strategic in their operations.

Employees: The Core Team

Employees form the backbone of any organization. They are the core team members who are aligned with the mission and goals of the company. These individuals are employed directly by the organization and work for a single employer. Employees are usually incentivized by the success of the company and are often provided with training and development opportunities as part of their employment relationship. Here are a few types of employee engagements:

Full-Time (Salary) – Full-time employees contribute a full workload, typically 40 hours per week, and receive a fixed salary. These employees are fully committed to the organization, often taking on significant responsibilities and being integral to the company’s long-term goals. The fixed salary provides financial stability and allows for comprehensive benefits packages, including health insurance, retirement plans, and paid time off.

Part-Time (Hourly) – Part-time employees work fewer hours compared to full-time employees and are paid on an hourly basis. Their work hours can vary from week to week, providing flexibility to both the employer and the employee. While this arrangement may lead to less consistency in work hours, it also offers opportunities for overtime pay. Part-time roles are ideal for tasks that do not require full-time attention and for employees seeking work-life balance.

Intern – Interns are early career professionals or students looking for experiential opportunities in their field of study. They bring fresh perspectives, energy, and innovative ideas to the organization. Internships are typically temporary and provide mutual benefits; interns gain valuable industry experience, while companies can evaluate potential future employees. Internships often include mentoring and training, helping interns to develop skills and knowledge relevant to their career paths.

Fixed Term – Fixed-term employees are hired for a specific period with a set end date to their employment relationship. This arrangement is similar to full-time employment in terms of workload and commitment but is limited by the duration of the contract. Fixed-term roles are beneficial for projects or initiatives that have a defined timeline, providing flexibility in workforce planning and budget management.

Contingent Workers: Flexible and Specialized Talent

Contingent workers are non-permanent resources with specific skills that contract with organizations to support their work initiatives. These workers often engage with multiple companies and balance their relationship between the firm that employs them (provides the service to the client) and the client organization. Here are some examples of contingent work engagements:

Extern – Externs are similar to interns but are engaged with the support of a third party that manages talent pipelines, structures, and administers training components, and handles employment responsibilities. This arrangement allows organizations to benefit from fresh talent and perspectives without the administrative burden of managing the training and employment processes directly.

Staff Augmentation – Staff augmentation involves supplementing the existing workforce with temporary employees provided by a third-party service provider. These workers have a structured end date to their engagement and the third party assumes the role of direct employer, managing payroll and compliance. The client organization directs the day-to-day work performed by these workers. Staff augmentation is ideal for addressing short-term needs, such as covering for employee absences or handling peak workload periods.

Statement of Work (SOW) – SOW engagements are project-based, where specific outcomes or outputs are defined, and specialized skillsets and expertise are required. These engagements often involve shared risk with a third-party service provider. There are several variations within this category:

• Project Services: This involves a unique definition of work to be completed within specific parameters, often with multiple individuals working together. The work is typically charged as an aggregate of the effort required, making it suitable for complex, multi-faceted projects.
• Managed Service: Ongoing defined support is provided with success measured by key performance indicators (KPIs) and service level agreements (SLAs). Managed services are ideal for continuous support functions where consistent performance is critical.
• Freelancer/Gig: Similar to project services but typically involving an individual who may operate as their own business entity. Freelancers offer flexibility and specific expertise for short-term or one-off projects.
• Consulting: Engagements with providers for external expertise can resemble managed services or project services but often involve less tangible outcomes or shared risk. Consulting is beneficial for strategic advice, process improvements, and specialized knowledge that is not available in-house.

Understanding the various types of workers within an organization is essential for developing an effective total talent strategy. Companies may not need maturity across all channels but should be aware of them and when to leverage them with their business leaders. By effectively mapping and engaging different types of talent, organizations can achieve greater flexibility, efficiency, and alignment with their strategic goals. Whether through employees who form the core team or contingent workers who provide specialized skills and flexibility, a well-rounded approach to workforce management can drive business success in an ever-evolving marketplace.