How to Achieve Corporate Agility by Leveraging Independent Talent

Enterprises today are increasingly using workforces composed of full-time, independent, and offshore talent. By shifting to project-based workflows that align with this mix of talent, companies can be more flexible in creative in how work gets done. Many have transitioned to remote work, or partially remote work as a new way of operating.

To remain agile in the current workforce environment, organizations must find ways to move quickly, responding to customer needs, and scaling operations up or down based on the market. The independent workforce enables companies to move with this speed, bringing in much-needed expertise while helping to lower costs and improve products and services. Here are three ways your company can become more agile by leveraging independent talent.

1. Review Your Workforce Strategy

Look at the composition of your current workforce. What type of talent are you using? If your company conducts project-based work, needs specific skill sets, or is looking to explore a new market or product, independent talent may be the answer you’re looking for.

No matter what strategy your business is taking, reducing friction, and increasing efficiency are likely top priorities. Independent professionals are experts in their respective industries and provide enterprises with access to in-demand skills when and where they are needed most. Rather than matching work with a traditional, full-time role, think about how work could be divided into a series of project-based efforts.

By engaging independent talent to focus on a specific project, you can often realize faster results along with greater staffing flexibility. Position full-time talent in projects or roles that require skills that are an essential core part of your business. Then, look to your base of independent talent to supplement where additional skills or expertise is needed.

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2. Use Technology to Streamline Remote Work

As more companies shift their talent strategy to focus on independent contractors, there is a growing infrastructure of products, services, and programs to support these efforts. Online tools like marketplace platforms allow you to promote open roles to reach skilled professionals. You can build a network of on-demand talent and quickly and compliantly engage this talent when needed.

Marketplaces are quickly growing in popularity among talent. In 2023, 40% of independents who provide services to businesses said they had used an online talent platform to find work in the past 12 months, and 47% say they plan to do so in the next 12 months.

With the right talent on board, review your options for facilitating remote work. For project management, Basecamp, Trello, or Asana can help enterprise managers and talent stay on the same page. Store project documents with cloud-based platforms like Dropbox or Google. Establish personal connections and lines of communication with Zoom, Skype, Slack, or Microsoft Teams. Remember, independent talent are used to working remotely and know how to get to work quickly when a client engages their services. Incorporating the right technology can help your business stay flexible by facilitating faster question-response time, increasing overall worker satisfaction, expediting projects from start to finish.

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3. Prioritize Good Communication

When working with independent talent and remote workers in general, keeping teams connected, engaged, and motivated is key to remaining agile. When workers have regular communication with their managers—along with the right tools to facilitate this communication—it helps build a cohesive team where everyone is held accountable.

Managers should take time to discuss and set expectations before a project begins to make sure independent contractors understand the scope of the project and deliverables. Discuss performance objectives, project goals, and daily communication expectations. Regular communication will help build trust among independent talent, leading to a more productive and collaborative environment.

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