By V. Vaiman
Freelancers own a huge quantity of data, ability, and talent. settling on, defining, and enforcing expertise administration suggestions geared toward making sure the effective administration of non-traditional wisdom staff in a company are the foremost subject matters of this booklet
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Additional info for Talent Management of Knowledge Workers: Embracing the Non-Traditional Workforce
In return for their relatively lower wage, regular employees tend to receive career development opportunities, extensive training, and overall job security. These additional non- monetary benefits need to be emphasized throughout the company. Another concern that requires employers’ undivided attention is the problem of scheduling projects. Especially when skilled contingent workers and regular employees work together on the same project, the unconventional work schedules of the contingent workers could have an effect on the schedule of regular employees.
10 9 8 7 6 5 4 3 2 1 19 18 17 16 15 14 13 12 11 10 Printed and bound in Great Britain by CPI Antony Rowe, Chippenham and Eastbourne Contents List of Figures, Tables and Appendix Notes on the Contributors List of Abbreviations 1 Managing Talent of Non-Traditional Knowledge Workers: Opportunities, Challenges, and Trends Vlad Vaiman Who are the non-traditional workers? Non-traditional workers: a deeper look at the employment relationship Factors determining success of non-traditional employment Trends and outlook Overview of the book 2 Talent Management in the New Economy: Applying Lessons Learned from Knowledge Workers Rhonda Jones Introduction Talent management Importance of knowledge workers Using technology to manage workers Managing knowledge workers Lessons learned Conclusion 3 The Move from Employment to Associate Consulting within the Employment Relationship Rosalind Bergemann Defining the key concepts Research methodology Understanding the root causes of the movement: the individual perspective Understanding the root causes of the movement: the employer’s rerspective The move to associate consulting: a very real phenomenon Integrating permanent workforce talent management and associate consulting in practice Conclusion 4 Are They One of Us?
Hence, specialist knowledge needs to be brought into the organization swiftly in order to remain competitive. Undoubtedly, organizational learning and commitment to innovation are indispensable. Even so, management cannot be expected to refrain from hiring highly qualified outside contractors to assist in carrying out projects by providing specialized know- how and skills (Lowe, 1999). Furthermore, the interdependence of organizations, as well as entire nations, is becoming more visible and palpable.