The 2025 workforce strategies

Day 2 of the Contingent Workforce Strategies (CWS) Summit, hosted by Staffing Industry Analysts, kicked off with an inspiring keynote from Laura Gassner Otting.

Laura posed the thought-provoking question, “What if we could bring everything, we are to everything we do?” Drawing from her own life experiences and introducing a variety of intriguing characters, including the “4 Horsemen of the Success Apocalypse,” she challenged us to consider whether we are using the right scorecard to measure our success or if we are conforming to others’ standards.

She emphasized that we “can’t be insatiably hungry for someone else’s goals.” Instead, by aligning our success metrics with our own goals, we can achieve better outcomes for ourselves, our loved ones, and our colleagues.

What’s in it for me?

Laura also delved into engagement and motivation within the contingent workforce. While compensation remains important, her organization’s research highlighted other crucial factors that “don’t cost anything.” 

The four key motivators for contingent workers are: 

1. Meaning and values of the organization
2. Outside flexibility
3. Work-life alignment
4. Peer alignment

Interestingly, these factors often outweigh the motivations of permanent employees. While flexibility and work-life alignment are consistent with other research, it’s notable that “the work they are doing” and “the technology they are using” were not mentioned, despite being significant factors for professional contractors in other studies and my own experience. 

AI, Data, and Analytics

Technology, AI, and analytics were prominent themes throughout the conference, with several sessions dedicated to these topics. One session explored, “How will AI and analytics change how we manage the contingent workforce?” The discussion highlighted how predictive analytics can enhance program effectiveness, support decision-making, and inform location strategy for building teams. 

AI was a recurring topic, with the overarching message being that it is now integral to all aspects of business. As one panelist succinctly put it, “Every company is an AI company,” each with its unique output or product. 

In-House vs. Outsourcing

A lively session on “Challenging The Status Quo” revisited the debate between in-house management and outsourcing of the contingent workforce.  

Proponents of in-house management emphasized the importance of culture and understanding the business. In contrast, outsourcing advocates highlighted the benefits of resources, expertise, insights, and value-added services.

Despite my inherent bias, I believe it’s easier for an outsourcer to integrate into a company’s culture than for an in-house team to develop and maintain the specialized expertise required in areas such as projects, technology, suppliers, legal, and risk management. Outsourcers can invest in these areas based on a broader client and revenue base. 

The summit covered a more diverse range of topics than in recent years, with a clear focus on the “next generation” of contingent workforce management, offering valuable insights for all attendees. 

Did you miss CWS Day 1 highlights? Check them out here