We live in an age of hustlers. By that I don't mean the recent Jennifer Lopez film Hustlers. Instead, I'm talking about contingent or alternative workers—those who work on an outsourced basis for organizations.
This segment of the workforce is not only growing, it's becoming an essential source of talent for global organizations, as detailed by Deloitte's Human Capital Trends Report. The ability to fill vacancies with the right talent is growing more difficult as the number of self-employed people or freelancers rises—outpacing regular employment growth in the European Union in recent years.
The report from Deloitte, which is based on a survey of more than 10,000 business and HR leaders from around the world, includes a breakdown of areas where respondents reported heavy use of alternative workers:
- 33% for IT
- 25% for operations
- 15% for marketing
- 15% for research and development
The IT share may have been expected; outsourced teams or contractors have been a standard there for some time. But the spread of this same practice across business functions puts forward a new challenge for today's companies: How to effectively manage the entire workforce—traditional and alternative.
An eye-opening stat from the report suggests this challenge is one many companies are only now waking up to, with 54% of those who weighed in reporting they "managed alternative workers inconsistently or had few or no processes for managing them at all."
If there are few or no processes for managing the alternative workforce, how is this same segment treated when it comes to travel processes? At Pana, we know that one in five business trips are for non-employee travel. That not only covers recruits and interns, but also the very segment of the workforce that’s quickly becoming critical to business success.
It's important that companies consider how all of their workers interact with the organization, from HR to IT to, yes, travel.