Article Attribution: This is an excerpt from an article on Harvard Business Review
Original Author: Posted September 11, 2017
In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. For instance, 40 percent of U.S. companies can’t fill their open positions, according to a McKinsey Global Institute study that found that analytical, engineering, and management roles are the hardest to fill.
With those gaps, companies must now focus less on the fixed supply of in-house people and more on the capabilities they need to get work done. And a pool of independent and highly skilled workers who can fill those needs is growing. Economists Lawrence Katz and Alan Krueger found that American workers in alternative work arrangements, including temp workers, increased by 9.4 million from 2005 to 2015, a 67 percent jump.
Many of these independent professionals are increasingly being engaged to do strategic, high-value-add work requiring deep expertise. They can be called upon to staff high-level projects that were previously too expensive to hire employees to work on full time. These are workers who often want more flexibility for themselves than traditional employees in a corporate setting.
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