Barriers to building an on-demand workforce

Kris Fuehr
Kris Fuehr Freelance AdvocateMember
edited May 7 in Service & Delivery

Several speakers at TSIA Interact talked about the idea of a blended workforce-- where some of the work is done by freelancers, particularly those local to the customer and where there are dispersed locations to serve.

While 90% of CEOs see on-demand talent platforms as essential, there seems to be a breakdown lower in the org. Here are the objections that Harvard's* research revealed:

Do these resonate with you? Which ones are the most important?

*Citation: Harvard Business School: Building the On-Demand Workforce - Managing the Future of Work - Harvard Business School (hbs.edu)

Best Answer

  • LexiProvost
    LexiProvost Member Success Coordinator Moderator | mod
    Accepted Answer

    Hi Kris!

    Thank you for your question. In my opinion, the hesitancy for people lower in the org happens due to operational breakdown. Managers and individual contributors will ultimately be responsible for most of the mentioned barriers, while high level executives incur less cost and less time commitment by leveraging new talent platforms.

    @Chris Wright, @Denise Stokowski, or @Bill Hor, do you have any additional color to add here?

Answers

  • Kris Fuehr
    Kris Fuehr Freelance Advocate Member

    Yes, I think you're right. Operational tools and metrics are sometimes inconsistent with exec goals. For example, if the Line Manager is utilizing tools that only offer internal resources, the bigger picture may be thwarted entirely. Maybe a bit of an audit either internally or a consultant, could identify these in pretty short order if they know what to look for.

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