Open talent communities are growing rapidly to meet demands for general and niche skills. In our recent 2020 trends report we explored this trend.
Can you remember the first time you hired someone—or a service—online? I can barely pinpoint that time, myself. The thing is, open talent platforms or “talent communities” have been around for decades (yes, plural). But until recently many companies showed reluctance to make them a significant part of their workforce/talent strategy.
Open talent strategies and horizontal cross-functional teams are replacing traditional vertical hierarchies and siloed organizational models. But change can be hard.
Open talent doesn’t solve everything, but businesses that are taking a team-oriented, challenge focused, and flexible approach to talent are seeing big gains. Find out why in Open Assembly’s Future of Work 2020 Trends Report.
It used to be, you’d take one job and try to stick with it for decades. That’s not how work happens anymore.
Open talent models are challenging the structure of traditional HR. Here’s how open sourcing can change HR and business-as-usual for the better.
It can be tempting in any new industry to create buzzworthy terms to identify and establish thought leadership. Words like “gig economy,” “ remote work,” and “open talent” sound new and exciting. But do creative new terms risk alienating key customers, talented employees and the general public? Do they do more harm than good?
Traditional work structures are failing and a lot of us in the future of workspace are supporting new systems—like digital platforms that connect companies to a global workforce and connect workers to better contract assignments. This is all great news. But it’s also changed everything, including employment access to the perks that traditionally come with more classic structures, like a salaried job with benefits.
40% of today’s workers are expected to take part in the gig economy in 2020. These are impressive numbers. But who are the tens of millions of people who have bravely eschewed traditional work roles in favor of working independently?
In a wildly changing work landscape in which on-demand talent models are gaining ground, there will always be skeptics of open models standing right alongside the early adopters. One stance is not more right than the other. Businesses need the deep questioners just as much as evangelists. The key to moving forward is determining how these two functions or personality types can build trust—keeping business on course while embracing opportunity at the same time.