Projected age of retirement
for current workers.

Data that is false or fabricated.

The best data scientists turn
distilled information into pure gold.

Too much churn and
companies lose the cream.

Guatemala has the largest CW
compared to population in Americas.

1 in 3
# of working Americans in
the contingent workforce.

As some jobs become out of date,
others emerge.

In a conformity string, we call attributes
that impact cost and availability of
qualified job candidates "pieces of work".

Projected growth office/clerical
staffing 2013.

Companies implementing proper
measures during offboarding.

Singapore was world's top CW
productivity market 2014.

Data Scientist: the most wanted
job by employers on LinkedIn
in 2014.

Belgium has the highest tax burden in EU.

Ratio of robots to employees in Korea,
highest level in the world.

Employers who find paying
freelancers cumbersome.

The big star in our universe is Data Centauri.

% of American workforce projected
to be freelance by 2020.

Predictive analysis is only as
insightful as the analysts.

Data should never be sugar coded.

A good strategy stretches without
changing its basic shape.

Average length of unemployment
of managerial candidates.

# of workers with tenuous
ties to employers.

% of senior HR officers identifying
talent management as top HR issue.


To find answers, we formulate questions.
Then question the questions.

< 20
% of private sector workers receiving
employer sponsored health insurance
by 2025.

CW population at average
large company.

France has the highest
tax burden in EMEA.

% of Fortune 100 who’ve
implemented a VMS.

Shortage of US managers able to
analyze big data and make decisions
based on findings.

Amount NHS spends on
temp staffing.

Independent contractors can
be reclassified by Irish courts.

CWS 3.0: January 30, 2013

By Christopher Minnick

Lewis Carroll famously wrote: “If you don’t know where you are going, any road will get you there.” This is true in life and in business.

My business is helping large, multi-national companies establish or clarify their vision, mission, goals and objectives for their contingent workforces. In many cases, companies have done this important work for their direct-hire workforces but have failed to account for a significant and growing portion of their workforces: non-employees.

The question am I consistently asked, with ever greater frequency, is: “What is the right mix of employees and non-employees for my company?” It is an incredibly difficult question to answer but one that I love being asked because it gives me an opportunity to ask four seemingly simple questions about the company’s existing contingent work force program:

  1. What is the company’s vision of its contingent work force program?
  2. What is the mission of your company’s contingent workforce program?
  3. What are the goals of your company’s contingent work force program?
  4. What are the objectives of your company’s contingent work force program? 

The answers to these questions are always very telling and help inform where to start in helping answer their question about the right workforce mix.

A common starting point is a two- to three-day workshop with executive sponsors, cross functional stakeholders, and representatives from managed service providers and vendor management system companies and other key suppliers. These workshops are a great way to establish an understanding of the existing state of a company’s contingent work force program across a wide range of perspectives. From there the team can begin to align the business strategy of the company and confirm a common understanding of the vision, mission, goals and objectives of the contingent work force program. I find it is helpful to remind workshop participants on the differences between vision and mission and goals and objectives. These words are often confused with each other. As a reminder, a mission statement describes what the company wants now (within 12-18 months), the vision statement describes what the company wants to be in the future (three to five years). Goals are broader than objectives in the sense that goals are general intentions and may not be specific enough to be measured. Objectives are specific targets within the general goal. Objectives are time-related to achieve a certain task.

Without a clear sense of the company’s vision, mission, goals and objectives for its contingent work force program, it is impossible to design the right work force mix. Start there and the answers to your company’s strategic questions and the resulting road to success become clearer.

View on the Staffing Industry Analysts website