The Future of Work
A Guide to Managing a Gig Workforce
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In This Guide
This is an abridged version of our guide. To read the full guide, please download the PDF version. This guide features the following sections:
Section 1 - Future of Work Aspirations
Section 2 - Architectural Considerations
Embracing Familiarity in User Interfaces
Section 3 - Functionality
Section 4 - Procurement Considerations
Supporting the Lifecycle of Contingent Workforce Sourcing, Management and Exiting
Speed-to-Value
Configuration, Not Customization
Responsiveness and Uptime
Interoperability Standards
Data Security and GDPR Compliance
Internationalization Features
Section 1 – Future of Work Aspirations
If we’ve learned anything from the lockdowns, is that external market forces are unpredictable, and they can swiftly change the make-up of markets.
The Temps are Now Permanent
The term ‘flexible workforce’ can mean a number of things. One perspective is that your permanent employees are granted more flexibility in when and where they work. Another is more fundamental: fostering a workforce capable of adapting to change as and when needed.
These days, when a task or activity needs to be done, there are many mechanisms that can be employed to complete it; including various forms of automation, knowledge markets, crowd sourcing platforms, task portals, freelancers, self-employed contractors and, permanent workers. A flexible workforce should be able to dovetail into work allocation systems to deliver best-fit talent to the right task at the right time.

A Total Talent Management Approach
Hybrid and Remote Workforce
Hyperautomation and AI
Learning and Improvement
Section 2 – Architectural Considerations
We’re trained to use modern user interfaces in a particular way. Consumer facing platforms, such asGoogle Maps and Facebook, have educated a generation of people to learn and use applications in a certain way. That’s important knowledge for UX designers, because any system that works in a much different way isn’t ‘innovative and refreshing’ anymore, is just annoying.
Embracing Familiarity in User Interfaces
Mobile-First Accessibility
User Group Personalisation
It is likely stakeholder groups will have differing needs when it comes to their information and data processing demands. To serve these varying aspirational outcomes, your VMS should be equipped to tailor landing pages, features, and user journeys according to the common demands set out by these communities.
Modularity/Embracing Best-in-Class
Ease-of-Use
Section 3 – Functionality
Presented with a PowerPoint filled with program performance stats, QBR participants and bystanders are generally left with a feeling of emptiness and the constant question of ‘so what?’ on their minds. Does it matter that you’ve hired X-number of people, or that P2P costs have peaked at Y-dollars this quarter? Without some comparison to previous trading periods, or competitive peers, or market rates, these statistics on their own give up little useful insight.
Dashboard/Reporting
Order Management
Candidate Management
Applicant Tracking
Float Pool
Evaluations and End-of-Term
Scheduling
Time/Expense Management
Direct Sourcing
Background Checks and Credentialing
Invoicing
Statement of Work
Section 4 – Procurement Considerations
In this section, we’ve summarized the most common ‘hygiene factors’ that should be included in a procurement.
Supporting the Lifecycle of Contingent Workforce
Speed-to-Value

Configuration, Not Customization
Responsiveness and Uptime
Interoperability Standards
