At our recent NYC Talent Leaders Dinner, in partnership with CodeForce 360 and Allegis Global Solutions, we brought together a group of senior Talent Acquisition and Sourcing leaders for an evening of private dining and robust discussion on the changing landscape of the contingent workforce, and what the future might look like. Key questions we explored included: 

• Who should own Contingent Workforce Management: Talent Acquisition or Procurement?  
• How can innovation redefine expectations in MSP partnerships for both buyers and providers? And what is on the horizon for this space? 
• What impact are talent marketplaces and freelance platforms having on traditional supply chains? 

To kick us off, the age-old question of TA vs. Procurement was presented to the table, check out the group’s thoughts below: 

TA vs. Procurement: 

Whether CWM should sit with Talent Acquisition (TA) or Procurement is a complex question with no single answer. 

TA’s Perspective: TA brings expertise in talent sourcing, candidate experience, and understanding the nuances of skill sets. They are well-positioned to manage the quality and fit of contingent workers.

Procurement’s Perspective: Procurement excels in contract negotiation, vendor management, and cost optimization. They can ensure compliance and drive efficiency in the procurement process. 

The ideal solution likely lies in a collaborative approach. A hybrid model where TA and Procurement work closely together, leveraging their respective strengths, is often the most effective. This may involve shared ownership, clear roles and responsibilities, and integrated technology platforms. 

As the evening went on it was increasingly evident that the lines between contingent and full-time work were continually being blurred, each crossing paths more and more these days, with more to come according to our leaders. 

Innovation in today’s landscape and what’s on the horizon: 

Enhanced AI Usage: AI Agents will increase in usage with focus on ethical and responsible AI 

Rise in On-Shoring: Increased focus on bringing offshore roles back onshore by utilizing AI Agents with a single team leader who sits onshore. 

Skills-Based Hiring: The focus will shift from traditional job titles to skills and competencies. 

Increased Focus on Worker Experience: Organizations will need to provide a positive and engaging experience for contingent workers to attract and retain top talent. 

One big question we tried to answer was around how talent will choose to work as the talent space continues to evolve, and this easily could go for employee and non-employee. 

 The shift from traditional work arrangements to other, more flexible options… 

• Desire for Flexibility: Many professionals prioritize flexible work arrangements, such as remote work, flexible hours, and the ability to choose their projects. 
• Seeking Autonomy and Control: Individuals are increasingly drawn to work arrangements that offer greater autonomy and control over their work. This includes the ability to choose their projects, set their own rates, and manage their own careers. 
• Emphasis on Skills and Experience: The focus is shifting from traditional job titles to demonstrable skills and experience. This allows individuals to build diverse portfolios and pursue specialized roles that align with their expertise. 
• Changing Values and Priorities: Younger generations, in particular, are prioritizing purpose-driven work, personal growth, and work-life integration over traditional career paths.  

As we wrapped up our dinner, there were a few things that stood out:  

• When it comes to the contingent workforce, employers have more choice than ever but also more complexity than ever.  How an employer chooses to procure talent is shifting from being dictated to the talent to being dictated by the talent.
• The future looks bright for collaboration!  It was clear from the TA and Sourcing leaders in the room that the perfect scenario was for both teams to partner and bring their attributes to successfully manage a company’s contingent workforce program.
• There are headwinds to overcome for all parties who are a part of the contingent workforce and contingent workforce programs – a successful model is much like a three-legged stool with the MSP, the end client and the suppliers all being equal and working in harmony to make sure the stool doesn’t fall over. 

Final thoughts 

The discussion at the NYC Talent Leaders Dinner reinforced that the contingent workforce landscape is rapidly evolving, requiring businesses to rethink traditional models of talent management. As skills-based hiring, AI-driven innovation, and worker autonomy continue to gain momentum, organizations need to balance strategic workforce planning with both agility and adaptability. The key takeaway here? Success in managing the contingent workforce will rely on collaboration, innovation, and a deep understanding of the shifting expectations of both businesses and workers alike.