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Although contract talent -- including independent contractors, temporary workers, Statement of Work consultants and other contingent labor categories -- was important to organizations before the Great Recession, all indicators point to the role of this segment of the workforce as being more critical than ever before.
And as the strategic importance of properly using independent contractors grows, organizations that use them are looking for increasingly better ways of managing them.
If you paid attention to the recent publication of the Aberdeen Group's 2010 Contingent Labor Study, "Strategies for Managing the Complexities of the Contingent Labor Umbrella," then you know how groundbreaking this new study is.
The latest issue of the online magazine Leadership Excellence in Government, published by the Center for Human Capital Innovation (CHCI), highlights the latest sticky issue among government talent and HR executives: hiring reform.
According to the latest information from the Aberdeen Group, the use of contingent labor -- including independent contractors, SOW consultants, and temporary employees hired on a contract basis -- has increased 20% over last year.
As we settle in for an uncertain and perhaps lumpy economic recovery, everyone is looking for savings. And the word on the street is that using contingent labor -- defined most broadly to include categories like staff augmentation, independent contractors, SOW consultants, and temporary workers -- saves businesses money.
But conventional wisdom isn't always right. As Edward Deming once said, "In God We Trust, all others bring data."