While women continue to break barriers, redefine leadership, and drive innovation in tech, the journey to achieving gender equity remains a work in progress. In our latest instalment of Leading the Way, we chat to one of our Brisbane-based contractors, Gaby Doebeli, as part of the ongoing conversation and advocacy around increasing and supporting women in tech. Let’s jump in.

Tell us about your current role and career background.

I am currently working as a senior business analyst for Queensland Government Customer and Digital Group. I was engaged a year ago to work on the Digital Economy Strategy Program of work and have since been part of four projects:

• Rollout and ongoing enhancement of QChat and AI Platform across Queensland Government Agencies
• Initiation of Digital Investment Governance Framework
• Initiation of QLD Government Shared Service Strategy and
• Initiation of Rostering, Time and Attendance

These three projects required me to engage many stakeholders from different agencies across the Queensland Government in the pursuit to gather and elaborate requirements for the purpose of option papers, business requirements specifications, and proof of concept scenario.

Here are some of my career highlights:

• Proficient in enterprise architecture, business process management, and digital transformation.
• Experienced in leading and coordinating multidisciplinary teams to deliver complex projects.
• Skilled in agile methodologies such as Scrum, Kanban, and XP, with certifications as a Scrum Master and Agile Delivery at Scale.
• Strong leadership, communication, and stakeholder management abilities.
• Expertise in business analysis, including requirements elicitation, process modelling, and solution design.
• Demonstrated success in business process optimisation and governance, with a focus on continuous improvement.
• Extensive educational background, including a Master of Information Systems and certifications in project management and agile methodologies.

What is the most challenging aspect of your role?

The most challenging aspect of my role as a business analyst is to navigate through complex digital programs and projects; driving the change, overcoming resistance, and managing stakeholders expectations.

What is your favourite thing about your role?

The continuous learning aspect of my job as no project is the same. The rapid technology advancements and industry evolution, staying abreast of emerging trends, best practices, and industry standards is essential in my role and I am loving it.

What is your experience as a woman in a male-dominated industry?

I am cognisant of the pervasive stereotypes and biases that women often encounter in the workforce. However, I approach these challenges with a balanced blend of assertiveness and empathy. I firmly advocate for gender equality and inclusivity in all aspects of my work, while also fostering open dialogue and understanding to address any instances of bias or discrimination. By leading with a firm yet gentle approach, I am to create a supportive and empowering environment where all individuals, regardless of gender, can thrive and contribute to our collective success.

Who are your role models and inspirations?

My role models are my parents, who have worked together in several successful businesses over 30 years.

Do you have any advice to anyone entering the industry?

• Embrace continuous learning and foster a growth mindset
• Develop strong communication skills
• Foster collaboration and teamwork
• Be agile and adaptive
• Prioritise stakeholder relationships
• Lead by example
• Take ownership and accountability

At Talent, we’re proud to represent and support a global network of over 5,000 active contractors. Helping professionals unleash their potential has been the foundation of our business since 1995, and we’re not stopping yet. Learn more about the contractor community at Talent and how we can help you build your dream career here.

In this instalment of our Leading the Way series, we continue shining a light on women in the tech industry. Meet Tahnee Arndt, an IT project manager based in Brisbane. Tahnee has navigated an unconventional career path, which has eventually led her to finding success in IT. Join us today as she shares valuable insights on overcoming challenges in a still male-dominated industry and how she’s built a thriving career in IT.

Tell us about your current role and career background?

My current role is in IT project management. This includes supporting all aspects of project management for successful delivery – every day is different. It can include works around stakeholder engagement; planning; document preparation; board meetings; working through issues; managing risk; and (hopefully) celebrating wins, however small they might be!

In terms of career background, although my recent history would suggest otherwise, I haven’t always worked in the government sector. I started in the private sector and small business. Also – I didn’t start in IT. I often say I “fell” into IT – I wasn’t technically or formally trained in IT when I started in the industry. However, I used other transferrable skills to my advantage, and worked my way from the ground up. This type of start in IT has been very beneficial as a project manager – as I am able to quickly absorb, process, and communicate complex information to both IT and non IT audiences; and I am able to put the people element/ end user element behind the technology.

What’s the most challenging aspect of your role?

As someone who likes to hit goals, the most challenging aspect can be times when after comprehensively researching, preparing, developing, and planning for a solution according to a problem, things may not turn out how you thought. However, in saying that, it’s also blessing in disguise – with these types of scenarios, you build resilience over time, gain more tools for your toolkit, and then each time they present, you have the experience and skills to work through them better. There is also always an opportunity for learning and development.

What’s the favourite thing about your job?

My genuine most favourite thing is working as a team to deliver a quality product that makes a difference to our staff and community.

What has your experience been like as a woman in a male dominated industry?

I have generally had a positive experience – but it has not been all roses, as they say. I have had to prove myself beyond appearances, particularly given that I am female, blonde and young. In those exceptional circumstances, I have used my strength, intelligence, and work ethic to demonstrate my capability and skills past appearances and introductions.

Do you have a role model who has inspired you?

I’ve been lucky to have several role models that have inspired me to date. I have so much gratitude in that regard, as they all served a wonderful purpose at the time. They have been both male and female role models, and mostly my managers. These are people who believed in me, when, to be honest, I wasn’t fully believing in myself. Having role models and mentors in my career has been very beneficial personally and professionally – from having just a general chit chat, to working through complex issues and potential next career steps. Role models are so important.

What advice would you give your younger self / someone that wants to enter the industry?

Advice to give my younger self would be – believe in yourself more; take confidence in your abilities; and know that you don’t have to have all the answers straight away (no-one does). It is all learning and progress, no matter how it shows up.

My personal advice to someone wants to enter the industry would be – have a go! IT is such a large eco-system; you can try your hand at so many different things. And it’s so interesting! There is always something happening and so much opportunity for growth. Also – connect with your colleagues! Talking to others and networking is so helpful. Their story and experience can help you, and them yours.

Here at Talent, we’re proud to represent and support a global network of over 5,000 contractors like Tahnee. Whether you’re starting out as a contractor or looking for new opportunities, Talent can support you in every step of the journey. Ready to learn more about contracting through Talent? Click here.

Our Talent Contractor Feedback Survey 2024 will launch in October.

At Talent, our vision is to empower people to build a better world of work for all. That means providing the most rewarding and empowering experiences for our contractors, and we would love your feedback to help us on this mission.

The 2024 winner of the draw is: S Higgins from Perth

Have you ever considered how long you spend seated during your 9-5 working day? Chances are, it’s the majority of your time in the office. So, when the 3 o’clock slump rolls around, you’re probably truly feeling it. With the proven benefits of exercise being increased productivity and improved mental wellbeing, why isn’t fitness in the workplace more commonplace? Let’s explore what you can do to stay fit at work:

1. Two is better than one

Join a group activity in your workplace or get one going yourself and turn it into a social event. Maybe it’s a morning run club or maybe a meditation session – not only will this strengthen your social ties with others in the office, but it will also drive a culture of wellness and fitness. Team activities, like boxing or indoor soccer, are also great ways to let off some steam and relieve workplace stress. Plus, the added motivation of a group setting will give you and your peers the push to achieve your fitness goals. 

2. Walk the talk

Sitting down for hours on end in back-to-back meetings can be tiring and mind-numbing. So, why not change it up a bit? Take the meetings to the outdoors! A walk in the fresh air will not only make for a more relaxed setting, but will also help you maintain a clearer mind, helping you make better decisions. These unconventional meeting styles can help you to keep on point as well. Being more alert and focused during your 9am meeting never went astray. Plus, the fitness benefits can’t be overlooked. Smash out your work goals while smashing out that workout – it’s a win-win! 

3. Rise to the challenge

Who doesn’t love a little competition? Fitness challenges and comps are a great way to bring a little joy to a workout – which is never a bad thing! Forming a workplace futsal team that plays competitively, or signing up for a fun run are great ideas. With the support of an entire office behind you, what more motivation do you need?

4. Think outside the square

Take the lead and get creative! Maybe it involves getting a few colleagues together to go for a walk during lunch, or signing up for an exercise class together. You just need to start somewhere. Momentum will build up, and soon the whole office will be on board.

As a contractor, you are constantly on the move. In amongst deadlines and projects, looking after your mental health can often take a back seat.

Here are some tips that can help you manage the challenges associated with contract work and put your health and wellbeing first.

1. Managing the irregularity of contract work

While contract work comes with great flexibility and an exciting pace of change, the irregularity of the work can also be source of stress. Particularly, when you’ve got financial and family obligations to look after. It’s difficult to achieve a balance, give each contract your very best and prepare at any time to start looking for new opportunities.

Here are some tips to help manage this:

• Have an open dialogue with your employer, and don’t be afraid to ask for a status update on your contract. Gaining clarity can help you plan ahead and minimise stress.
• Keep an eye on the market. It’s worth having a good relationship with a recruiter who specialises in contract roles, so that you’ll be top of mind for any opportunity that might arise.

2. Coping with long hours and strict deadlines

Although being a contractor gives you more flexibility and control over your hours, leaving work ‘on time’ isn’t always possible. Busy periods, tight deadlines or team expectations can lead you to feel the need to go beyond standard hours. This can start to impact your health and throw any concept of work-life balance out the window.

How do you stay afloat when you feel like you’re drowning in work?

• If working overtime becomes the norm rather than the exception, or you need more flexibility, remember you are in control of your own hours as a contractor. Have a chat with your manager or supervisor about your concerns and what you want to adjust your hours to. Assuming they’re human, they should get where you’re coming from.
• Try and minimise the number of meetings you have and block out periods in your calendar where you can work uninterrupted.
• Make sure you have the right tools to work efficiently. If not, don’t be afraid to ask.

3. Taking time out

The question of taking leave is a common struggle when it comes to short-term work, as many contractors feel as though they are not in a position to ask for a break. Plus, if you’re paid by the hour, it’s difficult to make the decision to take unpaid leave.

According to Beyond Blue, one in five Australians (21%) have taken time off work in the past 12 months because they felt stressed, anxious, depressed or mentally unhealthy.

Taking regular breaks is essential for your mental wellbeing. Here are some tips for managing time away from your screen:

• Albeit unpaid, as a contractor you are entitled to ask for leave. While it may not be possible to take a month off in the middle of a major project, you can ask your employer for some time to refresh. We’re all human and sometimes we need that break to get away from the hustle and bustle of our daily lifestyle.
• Take regular breaks during work hours. Whether it’s getting fresh air at lunchtime or moving around your workplace every hour or so, this will improve your wellbeing and help you stay focused and productive.
• Use the time between contracts to recharge your battery. Just let your consultant know when you are available for the next job and they can continue looking for your next opportunity while you’re putting your feet up.

4. Setting healthy boundaries

As a contractor, it’s natural to want to go above-and-beyond your employer’s expectations, particularly if you are hoping to pick up additional work within the organisation.

It’s not always easy to say no, especially when you are relatively new to a company and there are big expectations for what you can deliver.  However, you have a right to set work limits when the demand exceeds your capacity for what you can take on and deliver. But how can you do this without limiting your opportunities?

• Remember that it’s okay to say no. If you’re being asked to take on additional tasks, explain how this would affect the project you’re working on. For example, “if I spend my time on X that will delay our project by Y.”
• Limit the amount of work you do at home – including responding to phone calls, texts and emails. Successfully switching on and off from work will help you de-stress and sleep better.

5. Finding support

Most companies now have contractors as a major part of their overall workforce, and this trend will only continue to increase. It is currently estimated that 30% of Australian employees are contingent workers. Even though contracting is becoming more common, there is still a huge gap between the benefits offered to contract and permanent workers. Whether it be social activities, wellness programs, skills development schemes or general support, it can often feel like you’re missing out as a contract employee.

How can you gain access to support and development schemes?

• Build relationships with your colleagues offline. This gives you a chance to interact with your team and build up a support network. Plus, a temporary colleague could still be a friend for life.
• Reach out to mental health and support organisations such as Beyond Blue and R U OK?
• Talent contractors have access to our Employee Assistance Program, LifeStreet. Contact us for more information.

In the rapidly evolving world of enterprise hiring, the topic of contingent workforce often flies under the radar. Traditionally, companies have treated permanent and contingent workforces as separate entities, but this approach can lead to missed opportunities and increased risks. The solution? Total Talent Acquisition (TTA).

Bridging the gap at Yahoo

At Yahoo, we recognised the importance of merging these two streams. More than five years ago, Talent Solutions was brought onboard to integrate permanent and contractor recruitment. Fast track to today, our successful Total Talent Acquisition solution offers an overarching Talent Acquisition (TA) strategy and consistent personnel, tools and processes that span all permanent, contingent (aka contractor and freelancer) and fixed-term hiring across the organisation.

Want to know more? Read all about what we’ve been up to at Yahoo here!

What are the benefits of combining your TA strategy across permanent and contingent workforces?

• Cost Saving: By managing all contingent and permanent recruitment, we ensure visibility and control over recruitment-lead expenditure.
• Candidate Care: We put the candidate experience at the heart of all recruitment activity and where TA can positively influence each interaction, ensuring a positive candidate journey.
• Consistency: Of brand, of points of contact and of experience for all stakeholders. Plus, our team centrally handles the complexities of contractor management and payrolling.
• Talent Pooling: We maintain talent pools that transcend outdated siloed approaches, ensuring mobility and access to top talent regardless of employment type.
• Reduced Time to Fill: By combining both workforces within the TA function, we can influence hiring decisions and in turn enable quicker time-to-fill ratios.

The bottom line:

Embracing Total Talent Acquisition is a strategic move to keep your business competitive. Through integrating permanent and contingent workforce recruitment, you can achieve significant cost savings, enhance candidate care, ensure consistency, leverage broader talent pools, and reduce time-to-fill. At Yahoo, our experience has shown that a unified TA strategy is the key to unlocking benefits and driving organisation success.

Discover our services at Talent Solutions to see how we can help scale your business!

Ready to revolutionise your networking game? Join us for an Impromptu Networking session combining Liberating Structures and LEGO Serious Play techniques!

Dive into dynamic discussions, unleash your creativity, and forge meaningful connections with fellow Business Analysts at Perth’s Talent office on Tuesday 7 May at 5:30pm as we proudly support and host the IIBA Australia Chapter. IIBA Australia Chapter is the community of professionals in Australia building business analysis capability to influence change and deliver value for everyone.

Lego Serious Play (LSP) is a facilitated workshop methodology that uses Lego bricks as a hands-on medium for creative problem-solving, communication, and skills development. Participants build symbolic Lego models in response to prompts from a trained facilitator, and then share and discuss their constructions with the group. This tapping into “hand knowledge” helps unlock insights, perspectives, and collaborative solutions in a more engaging way than traditional formats. LSP is used by businesses, organizations, and educators for purposes like strategy development, team building, and fostering skills like creativity and communication.

Register now

About the speaker: Aline Cunha, Business Transformation Consultant – Rio Tinto

Aline Cunha is an experienced business professional with a diverse background. She has a successful track record of driving impact in challenging, high-profile positions.Aline is particularly skilled in the Lego Serious Play methodology, which she uses to facilitate workshops and help organizations unlock creativity, foster collaboration, and drive innovation.

When we talk about skills like “active listening,” “feedback,” and “collaboration,” it often feels like we’re treading over familiar ground. The mere mention might provoke some eye rolls or a mental chorus of “here we go again.” Despite this, it’s undeniable that abilities in communication, teamwork, collaboration, problem-solving, and creativity are highly valued in the workplace, crucial for both attracting and keeping talent.

These skills all share common elements—clear communication, a positive mindset, and a deep understanding of others’ perspectives.

Join Talent on Thursday 9 May at 5:30pm as we proudly support and host the IIBA Australia Chapter in our Brisbane office. IIBA Australia Chapter is the community of professionals in Australia building business analysis capability to influence change and deliver value for everyone.

Delve into vital skills often overlooked in the workplace with speaker Aleks Dimeski, and gain a renewed perspective on communication, collaboration, and teamwork. ENGAGE members based in Brisbane can access free tickets. Please reach out to Bernie and Claire on contractorengagement@talentinternational.com

Register now

Rest assured, this won’t be a session about mastering the art of the feedback sandwich—a concept as appetising as stale bread. Nor will we default to the mundane provision of actual sandwiches from the office catering menu. Instead, we’re here to unpack these concepts in a way that’s as engaging and refreshing as your favourite lunch spot. Let’s rejuvenate these critical skills with actionable strategies, ensuring they become tools for empowerment rather than subjects of dread.

About the speaker: Aleks Dimeski

Aleks is an authentic leader with a passion for unleashing the true potential of an organisation’s engine room: its people, customers, processes. Her enthusiasm and experiences have led her to coach and lead cross-functional teams through transformations large and small, across a diverse range of industries. Aleks has a proven record of success in shaping and embedding ‘right fit’ ways of working for each organisation, to create outcomes that are customer-centred and optimise the bottom line.

Amidst an ever-changing world of work, there remains one constant: the contingent workforce continues to grow. Fuelled by businesses requiring agility and individuals demanding flexibility, the proportion of work which is being completed by contingent workers is growing. With it comes growing risk, growing cost and a need to apply responsible financial management practices.

Getting a handle on your company’s contingent workforce is key – not only will it deliver immediate bottom line commercial value by preventing overspending, but it will lead to increased ROI on contingent workforce costs by making sure you’ve got the best workers delivering quality work, and fundamentally make your company far more efficient through improved processes. Here are Cameron Robinson, Talent’s Head of Enterprise Solutions’ top tips on how you can manage your contingent workforce costs and save the big bucks:

Five strategies to responsibly manage contingent workforce costs

1. Ensure the business request matches the business need. Good governance will ensure that the right type of worker is being engaged to do the right type of work in the first place. You could achieve 100% cost savings on a case-by-case basis by preventing inappropriate and inadequate contingent recruitment before it even happens. If this issue exists in your company it might appear in a few different ways:

• Managers engage contractors because of an inability to fill permanent positions (in this case, focus on solving the root cause)
• Long-tenured contractors are performing a role that warrants being a permanent position
• Contingent workers are being moved across the business and performing roles that they are technically overqualified for and therefore are overpaid to do as well
• Budget holders are paying service providers based on time and materials for work which could be delivered on an outcome-based pricing model instead

2. Pay and bill rate management. Centrally benchmarking worker pay rates and managing adherence to a rate card can generate huge savings, quickly tallying into hundreds of thousands or even millions per year. Robinson notes “As an example, a single manager agreeing to pay $1100 instead of $950 for one Project Manager could needlessly cost your business almost $50,000 per annum. Having a good understanding of each statutory and cost component (like ‘administration fees’) within your total bill rate is another avenue to mitigate financial risk.”

3. Sourcing channel management. The first element of sourcing channel management is making sure that your business has sustainable access to the high quality contingent workers it needs. As the saying goes: “buy cheap, buy twice”. Anyone who has ever spent weeks wondering why agencies on rock-bottom rates aren’t submitting candidates for their vacancy, or had to prematurely exit a cheap but ultimately unsuitable contractor could attest to this sentiment ringing true within the world of contingent recruitment. That said, there is value to be had by leveraging economies of scale to establish competitive, fair, and consistent rates with your supply chain.

Sourcing channel management extends beyond the rates you pay for each source of talent, but also which sources you’re accessing and how often. “At risk of stating the obvious, lower-cost sourcing channels tend to be ones which don’t involve as much external expertise, effort and risk. Establishing a mechanism to tap into your employees’ existing networks or solicit contingent worker referrals are two examples of lower-cost channels which can complement more traditional routes into the candidate market” shares Robinson.

4. Measuring (and improving) value for money. Can you correlate the expense of one contingent worker with their quality of work? What about comparing the workers of one supplier versus another? Or one specific worker with another? Maximising your return on investment starts with being able to accurately measure where you’re spending money on contingent workers and what you’re getting back. According to Robinson, “centralising management of the contingent workforce is a great starting point for building a single source of truth and controlling costs to the extent you’re expected to for other parts of the business.”

5. Streamline processes for operational efficiency. Running decentralised contingent workforce processes can cripple productivity, lead to working capital nightmares, and create a huge hidden financial burden on your company through needless inefficiencies such as:

• Managers spending too much time on contingent recruitment
• Accounts payable receiving hundreds or thousands of invoices too many
• Senior leaders wasting time retrieving data and reports for their own management information needs
• Interest expenses caused by unpredictable and inconsistent pay and bill cycles

An MSP will combine detailed historical financial reporting, real-time contingent workforce cost forecasts and consolidated invoicing at an agreed frequency and payment terms to immediately deliver newfound visibility and predictability of your working capital requirements.

Plus, on top of solving these issues is the financial gain in productivity of a high-quality contingent workforce that’s ready and available exactly when you need it.

There is a solution to achieve all this (and more)

A contingent workforce (also known as contingent labour) managed service program (MSP) is a proven solution to the common problems faced by senior executives in large organisations.

Organisations who implement a contingent workforce managed service program (MSP) achieve cost savings of up to 20% of their total spend. The savings on offer are just as significant and impactful, even when companies have already taken some action in this arena, such as appointing a preferred supplier panel.

Advancements in our industry mean that MSPs are no longer the domain of giant multi-nationals spending hundreds of millions if not billions of dollars on contractors each. Creative and customer-centric solution design alongside the abundance of new, nimble technology providers means that whether you have 50 contractors or 5,000, or 5 suppliers or 105, the principles of MSP can still deliver significant value. If you’re wondering whether MSP is right for you, it’s best to simply have a chat with us.

Benefits of an MSP are more widespread than just cost savings too

Cost savings are just one of the key reasons Staffing Industry Analysts reports that around 70% of large organisations choose to manage their contingent workforces via an MSP model. Key benefits of implementing an MSP also include:

• Reduced risk
• Improved operational efficiency
• Improved visibility and control
• Increased worker and service quality

Calculate the size of your prize

If you’re keen to understand what the cost savings opportunity within your organisation could look like by implementing a contingent workforce MSP, click here to check out our fast and simple ROI calculator.

Alternatively, get in touch with one of our contingent workforce experts who’ll take you through our preliminary diagnostic tool to provide a more detailed savings breakdown. We can also help transform your contingent workforce from a financial risk to a well-managed and increasingly valuable business asset. Reach out here.

In most situations, the idea that your company could save 50% of the cost of the exact same asset, in the same place, at the same time would be laughed off incredulously.  

However, in the world of contingent workforce management, this is possible, and it needs CFO attention. We’ve seen it happen: the same contingent worker, for half the cost. Not just someone similar. Or someone working half the time. The exact same person. Doing the same work. 

How can this be possible? Cameron Robinson, Talent’s Head of Enterprise Solutions, shares his insights: 

Let’s summarise how this scenario can play out. 

A senior manager needs specialist external support to plug a skills gap on a critical project. 

Commonly, managers will have a network of trusted contacts they can call upon for times like these. So, the manager speaks to someone from their network, offering them the chance to join the organisation as a contractor. 

The manager informally asks their contact what the rate should be. The contractor chances their arm and throws out a high-ball offer. If the manager has used the contractor before, bias creeps in and they don’t even stop to question the rate. In any case, the manager believes they’ve got the budget, so the conversation progresses. 

The manager follows the agreed internal process to onboard this contractor, which involves engaging their Managed Service Provider (MSP) partner, who is responsible for the onboarding and management of the contingent workforce on behalf of the customer.  

Prior to issuing contracts and onboarding anyone, the MSP benchmarks the market pay rate for that skillset, at that time, in that location, and for that contract term. This time, they find that market rate is in fact only half of what the manager has been proposed by their network contact. 

Armed with this reliable data, the MSP quickly and effectively renegotiates the pay rate directly with the contractor – which they accept – before compliantly onboarding the contractor in time for their required start date.  

The company gets the same worker, doing the same work, for half the price.  

So, what’s the point here?  

That’s simple: If you haven’t got an MSP who knows your market and knows what ‘good’ looks like to govern your contingent workforce, then you may be paying too much! 

With the average enterprise workforce mix now containing upwards of 20% contingent workers (and growing), the scenario above could be happening often within your business.  

But first things first, what is an MSP when it comes to contingent labour and contractor recruitment? A Managed Service Provider is responsible for the end-to-end management of your contingent workforce. So, without an MSP effectively managing an internal process for you, benchmarking rates and controlling your costs, you could be missing out on precious cost savings. 

Let’s be real, you might not see savings as high as 50% every time but, in our experience, an average of 5-10% savings is achievable through good governance. This missed opportunity could be costing you millions of dollars each year.  

Save millions: the benefits of MSP for your contingent labour  

If you could secure the exact same office space for half the rent you’d jump at the chance. You’d likely have no hesitation if a permanent employee accepted a job for half the advertised salary. Why let these savings opportunities pass you by in your contingent workforce too, where the largest cost component will always be the pay rates themselves?  

Get in touch with one of our contingent workforce experts to learn more about how you can save millions while still preserving access to the same high-quality contractors your business needs to succeed. 

CFOs, imagine you’re in your next board meeting and you’re asked the question “How much have we spent on the contingent workforce this financial year?”.  

How would you feel facing this question head on?  

Are you confident because you’ve already got figures to hand? 

Are you relaxed because they’re reliably only ever the click of a button away, or taken aback because you don’t know and typically haven’t needed to know? 

Do you feel daunted by the task of retrieving the data and uncertain about the validity of what you might find? 

If you don’t know the answer upfront, you might glance towards your CHRO, hoping to catch their eye in a pleading call for back-up. Chances are they can’t save you though.  

Talent’s Head of Enterprise Solutions, Cameron Robinson delves into this scenario and shares his top tips on what you can do to get ahead: 

What’s the problem? 

For all of the rigour and governance that goes into tracking and managing the costs of permanent workforces to meet financial goals and satisfy shareholders – like reviewing compensation, policing salary bandings, implementing hiring freezes, right-sizing the workforce – there is regularly a huge irony with how the contingent workforce is managed. 

Your contingent workforce is often literally right in front of you. Temporary workers, independent contractors and external consultants, make up more than 20% of the average organisation’s workforce, according to Staffing Industry Analysts. They’re probably working in project teams you’re a part of. Or almost certainly providing critical expertise and filling skills gaps on high profile, transformative projects you’re aware of.  

You could be missing out on millions 

Yet, even though contingent workforce costs are estimated to be as high as 42% of an organisation’s total workforce expenditure, as revealed in an SAP and Oxford Economics survey of 1,000 executives, some CFOs allow the true cost of this critical asset to remain largely invisible, and therefore uncontrolled. 

Delegating budgeting responsibility – and the authority to spend – to hiring managers, individual P&L owners and project leads may seemingly create operational efficiency through autonomy. But without centralised governance and control in place, the ‘if-you’ve-got-budget-you-can-spend-it’ approach it is fraught with the danger of becoming a multi-million-dollar missed opportunity.  

There’s a solution 

The good news is that answering the question of “How much have we spent on the contingent workforce this financial year?” can genuinely be the click of a button away. In fact, even easier than that, it could be waiting in your inbox, in an automated, freshly prepared report the morning of each board meeting if you wanted it to be.  

You could even compare this financial year to last. Or forecast how much you might spend next financial year too.  

This isn’t too good to be true. It’s part and parcel of a Talent managed service program (MSP) – a program built specifically for you to centrally manage and report on all aspects of how, who, what, why, when and where you’re spending money on your contingent workforce. The MSP brings the cost benefit of price negotiation at scale and subsequent centralised financial compliance in line with the contingent workforce margins you should be paying. Think of it as an embedded squad of experts who are an extension of Finance, Procurement, HR and Talent Acquisition all rolled into one.  

Why should you consider an MSP? Hint: there are a wealth of benefits 

If you’re reading this and hoping you don’t get a left-field contingent workforce question at the next board meeting, then get in touch with our contingent workforce management experts to learn more. 

Controlling spend first starts with capturing it. Let us help you uncover and shine a spotlight on your (soon-to-be former) invisible contingent workforce spend and start capitalising on the huge opportunity right in front of you. 

In harvardbusinessreview Dan Pink, author of Free Agent Nation and Drive talks about short-term workers: “The relationship is often less fraught, less hierarchical, and doesn’t come with the same expectations,” he explains. “But that doesn’t mean that you can be completely hands off. You still need to actively and thoughtfully manage them so that you can get their best output and ensure they’ll want to work with you again.”
Over the course of 20 years in HR, I have seen many times the relief that hiring a contractor can bring to an employer. No need to worry about their personal struggles, overseas holidays (remember those?), sick leave or general happiness about their roles. Paid by the hour, they’re there to do the job, make our lives easier and move on. When I mention that contractor wellbeing is something that we focus on at Talent, I’ve often heard “Why? I hire contractors so I don’t need to worry about their personal wellbeing!” in response.

However, this is an assumption I would challenge. In fact, I’d argue that it’s just as important to focus on your temporary workers’ engagement as much as your permanent team.
Why is it important to fully include someone who stays for only a few weeks or months? Because this person accomplishes significant work to your company’s operations, extends your strategy, determines the output of your project and can be your best advocate (or biggest detractor!) in a competitive hiring market. People are a company’s most precious asset, and that includes the ones who are only with you for a short time.

So, how do you drive engagement with contractors?

We recently surveyed over 1,700 tech contractors around the world to find out what is most important to them when working for a client. The following tips are based on their direct feedback:

1. Build connection

87% of the contractors we surveyed felt that it was highly important or important to feel connected to their co-workers. Connection is a natural human need, but contractors are often left out of the social aspects of a company’s culture. Creating a sense of connection between your temp and permanent team members can have an enormous impact on the quality of the outcomes you’ll receive. So how do you do this? Here are some of their suggestions:

• “Opportunities to network and socialise”
• “Regular events, virtual connect sessions and in-person meet ups”
• “Training sessions”
• “Access to a forum so we can stay connected”
• “A social media site (like Slack), social events, learning workshops, and/or virtual guest speakers (lunch time sessions).”

2. Instil purpose

Organisations that succeed in making their mission personal to employees see performance that sets them apart. Gallup research shows that just a 10% improvement in employees’ connection with the mission or purpose of their organisation leads to a 4.4% increase in profitability. Yet this is not just limited to permanent staff. In our research, we found that a large number of contractors expect their clients to have a clear purpose or mission in order to feel fulfilled at work. In fact, 86% of the contractors we surveyed said it was important for them to feel connected to the company’s mission or purpose. So how do you do this? Here’s what our survey participants said helped:

• “A sense of knowing my work / contribution is important and valued.”
• “Interesting and challenging work.”
• “Making a significant difference.”
• “Achieving positive change.”

It’s clear that making sure your contractors know and understand the value of their contribution towards a bigger picture purpose can have a hugely valuable impact on their motivation and productivity.

3. Provide them the benefits that really matter to them

Over 50% of the contractors we surveyed said that benefits / perks were highly important or important to them. This is an interesting discovery, as contractors have historically missed out on the usual company-provided goodies. But before rolling out gym memberships to everyone on the project team, take the time to find out what really matters to them – you might find it’s something that won’t panic your CFO.

Our survey participants ranked flexible work hours & remote work the number one benefit an employer could offer them, taking over 75% of the vote. The next top answer was healthcare benefits, which received just 9.39% of votes. The shift to flexible work is here to stay, so accommodating contractors’ desire for flexibility is imperative for businesses who want to attract the very best.

These are just a few ways you can improve life for contractors at your company, however there are many more. I encourage you to read our full report here to learn more.

There’s no doubt that the contractor workforce is growing at a rapid pace, and the competition to attract top temporary talent is fierce. Delivering an exceptional experience for your contractors will have a significant impact on your team productivity, culture and employer brand. A company with strong values will treat every colleague with the same level of respect, no matter how long the person stays