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Who Actually Works Here? The Workforce Blind Spot · Edan Haddock - Total Talent

• 0:50
  SPEAKER_00: Welcome back to Eden Haddock Total Talent.
• 0:55
  SPEAKER_00: I am your host, Eden Haddock, Head of Talent and People Experience at Movember.
• 1:02
  SPEAKER_00: And this is day three of 30 days, 30 episodes, one mission.
• 1:08
  SPEAKER_00: 30 episodes across November to raise money and awareness for November and for men's health.
• 1:16
  SPEAKER_00: If you're enjoying the series, please donate if you can, share the episodes, and encourage somebody else to get behind the campaign too.
• 1:27
  SPEAKER_00: So right, I've got a question for you.
• 1:30
  SPEAKER_00: And on the surface, it sounds ridiculously easy.
• 1:35
  SPEAKER_00: How many people work for your organization?
• 1:39
  SPEAKER_00: Seriously.
• 1:40
  SPEAKER_00: What's the number?
• 1:42
  SPEAKER_00: Five hundred?
• 1:44
  SPEAKER_00: Two thousand?
• 1:46
  SPEAKER_00: twenty thousand?
• 1:48
  SPEAKER_00: You probably know your permanent headcount, and your people team certainly should.
• 1:54
  SPEAKER_00: But that's not what I asked.
• 1:57
  SPEAKER_00: I asked how many people actually work for your organization?
• 2:03
  SPEAKER_00: Permanent employees?
• 2:05
  SPEAKER_00: Fixed term employees contractors?
• 2:10
  SPEAKER_00: Consultants Contingent workers Agency workers People engaged through their own businesses statement of work arrangements people working overseas people being paid through third parties People sitting inside projects people who have been temporary for five years.
• 2:38
  SPEAKER_00: Now, how confident are you in the number?
• 2:44
  SPEAKER_00: Because I think we've got a pretty significant blind spot in workforce strategy.
• 2:51
  SPEAKER_00: We keep talking about the future of work.
• 2:54
  SPEAKER_00: We talk about skills, AI, workforce planning, workforce five point zero, talent intelligence, organizational design, flexible careers, portfolio careers, fractional talent, internal mobility.
• 3:16
  SPEAKER_00: But I'm increasingly convinced that plenty of organizations are trying to design the workforce of the future without having complete visibility of the workforce they have today.
• 3:31
  SPEAKER_00: The workforce is bigger than headcount.
• 3:35
  SPEAKER_00: As part of this Movember series, I recently spent some time with Vicky Carolyn from CXC.
• 3:43
  SPEAKER_00: CXC has been working in contingent workforce management for over 30 years.
• 3:50
  SPEAKER_00: And I'll get into what they actually do shortly.
• 3:54
  SPEAKER_00: But there was one word Vicky kept coming back to during our conversation.
• 4:01
  SPEAKER_00: Visibility.
• 4:03
  SPEAKER_00: Who are your workers?
• 4:06
  SPEAKER_00: Where are they?
• 4:09
  SPEAKER_00: How are they sourced?
• 4:12
  SPEAKER_00: How are they engaged?
• 4:15
  SPEAKER_00: Who is paying them?
• 4:18
  SPEAKER_00: What type of agreement are they working under?
• 4:23
  SPEAKER_00: How long have they been there?
• 4:25
  SPEAKER_00: Who owns the relationship?
• 4:29
  SPEAKER_00: And are they actually being engaged in the way everybody thinks they are?
• 4:36
  SPEAKER_00: Those aren't particularly sexy questions.
• 4:39
  SPEAKER_00: There's no shiny AI agent involved.
• 4:44
  SPEAKER_00: Nobody is standing on a conference stage talking about the revolutionary future of contractor classification.
• 4:52
  SPEAKER_00: But bloody hell they're important.
• 4:56
  SPEAKER_00: Because you can't strategically manage something that you can't see.
• 5:03
  SPEAKER_00: Now the org chart isn't the workforce.
• 5:07
  SPEAKER_00: I think this is where we need to change our mental model.
• 5:12
  SPEAKER_00: Pull up your organizational chart.
• 5:16
  SPEAKER_00: And what are you looking at?
• 5:18
  SPEAKER_00: You're looking at positions, reporting lines, permanent employees, maybe fixed-term employees.
• 5:28
  SPEAKER_00: That's the organization.
• 5:31
  SPEAKER_00: Except it isn't.
• 5:34
  SPEAKER_00: Because sitting around that organization could be an enormous invisible workforce.
• 5:41
  SPEAKER_00: You've got a technology project running with consultants.
• 5:45
  SPEAKER_00: Marketing has brought in freelancers.
• 5:48
  SPEAKER_00: Finance has contractors.
• 5:51
  SPEAKER_00: Operations is using agency labor.
• 5:55
  SPEAKER_00: Someone has engaged a specialist through their ABN.
• 6:01
  SPEAKER_00: Procurement has statement of work arrangements.
• 6:05
  SPEAKER_00: You've got someone working overseas through another entity.
• 6:10
  SPEAKER_00: Someone else was bought in for six months, and somehow it's now year four.
• 6:18
  SPEAKER_00: They're all doing work.
• 6:21
  SPEAKER_00: They're all contributing capability.
• 6:25
  SPEAKER_00: They're all consuming organizational resources.
• 6:29
  SPEAKER_00: Many of them have access to your systems.
• 6:33
  SPEAKER_00: Some are managing people.
• 6:36
  SPEAKER_00: Some might hold critical organizational knowledge.
• 6:41
  SPEAKER_00: Some could be absolutely fundamental to delivering your strategy.
• 6:47
  SPEAKER_00: But when we talk about our workforce, do we actually include them?
• 6:56
  SPEAKER_00: This is where Total Talent gets real.
• 6:59
  SPEAKER_00: And this is particularly interesting to me because of the name of this podcast, Total Talent.
• 7:08
  SPEAKER_00: I've talked a long time about talent needing to become broader than recruitment.
• 7:14
  SPEAKER_00: A long time.
• 7:16
  SPEAKER_00: Workforce planning, capability, internal mobility, performance, potential, succession, REM, engagement, workforce design.
• 7:34
  SPEAKER_00: But there's another dimension: worker type.
• 7:39
  SPEAKER_00: If talent is genuinely going to become total talent, then surely we cannot only think about people who sit on permanent employment contracts.
• 7:52
  SPEAKER_00: Because the organization doesn't care which payroll mechanism delivered the capability.
• 7:59
  SPEAKER_00: The organization needs the capability.
• 8:02
  SPEAKER_00: That's the bit that matters.
• 8:05
  SPEAKER_00: Maybe I need Sarah permanently.
• 8:09
  SPEAKER_00: Maybe I need Sarah for twelve months.
• 8:12
  SPEAKER_00: Maybe I need Sarah three days a week.
• 8:16
  SPEAKER_00: Maybe I need Sarah for one project.
• 8:19
  SPEAKER_00: Maybe I need Sarah's company to deliver a defined outcome.
• 8:25
  SPEAKER_00: Those are different engagement models.
• 8:29
  SPEAKER_00: But the workforce question comes first.
• 8:33
  SPEAKER_00: What capability do we need?
• 8:37
  SPEAKER_00: Then what's the right way to access it?
• 8:42
  SPEAKER_00: And then how do we engage it properly?
• 8:47
  SPEAKER_00: That sequence matters.
• 8:51
  SPEAKER_00: Enter CXE.
• 8:53
  SPEAKER_00: This is where CXE becomes interesting.
• 8:57
  SPEAKER_00: Because before spending time with Vicky, I probably would have put CXE primarily in the EOR bucket.
• 9:07
  SPEAKER_00: That stands for employer of record.
• 9:11
  SPEAKER_00: And that's certainly something they do.
• 9:15
  SPEAKER_00: But it's considerably broader than that.
• 9:19
  SPEAKER_00: CXC works across employees, contractors, payroll, contingent workforce management, agent of record arrangements, larger managed workforce programs, sourcing solutions, and increasingly statement of work arrangements.
• 9:39
  SPEAKER_00: And I think that distinction matters because the question isn't necessarily how do we put this person into an employer of record product?
• 9:50
  SPEAKER_00: The better question is: what's actually the right way to engage this person?
• 9:59
  SPEAKER_00: That feels subtle, but it's a fundamentally different starting point.
• 10:06
  SPEAKER_00: One starts with the product, the other starts with the workforce problem.
• 10:13
  SPEAKER_00: And I will always prefer the second one.
• 10:18
  SPEAKER_00: Complexity is the problem.
• 10:21
  SPEAKER_00: Vicky described contingent workforce legislation as complex and constantly changing.
• 10:30
  SPEAKER_00: Different worker types, different jurisdictions, different obligations, different contractual structures, different payroll considerations, different employment considerations.
• 10:50
  SPEAKER_00: And if you're operating globally, multiply that again.
• 10:56
  SPEAKER_00: Now, I'm deliberately not going to turn this episode into a lesson on employment law.
• 11:02
  SPEAKER_00: I'm not an employment lawyer.
• 11:05
  SPEAKER_00: And if you're making decisions about worker classification, tax, superannuation, or employment obligations, do get appropriate professional advice.
• 11:20
  SPEAKER_00: But the strategic talent point is incredibly important.
• 11:25
  SPEAKER_00: Worker classification isn't just administration, it's workforce risk.
• 11:33
  SPEAKER_00: And Vicky gave me a great example around sole traders and ABN arrangements.
• 11:40
  SPEAKER_00: There's a temptation to think they have an ABN, they're a contractor.
• 11:47
  SPEAKER_00: Done.
• 11:49
  SPEAKER_00: Except the reality of the working relationship matters.
• 11:55
  SPEAKER_00: How are they actually working?
• 11:59
  SPEAKER_00: Are they genuinely operating independently?
• 12:04
  SPEAKER_00: Or are they effectively working inside your organization?
• 12:10
  SPEAKER_00: What equipment are they using?
• 12:14
  SPEAKER_00: How are they paid?
• 12:17
  SPEAKER_00: How much control exists?
• 12:21
  SPEAKER_00: How long has the arrangement continued?
• 12:25
  SPEAKER_00: Again, I'm not giving you a legal test here.
• 12:30
  SPEAKER_00: The point is that simply giving somebody a label doesn't necessarily make the underlying risk disappear.
• 12:40
  SPEAKER_00: And this was something else I liked about Vicky's positioning.
• 12:45
  SPEAKER_00: She didn't tell me CXE magically eliminates risk.
• 12:49
  SPEAKER_00: She explicitly said it doesn't.
• 12:53
  SPEAKER_00: The objective is to understand it, govern it, manage it, reduce it.
• 13:03
  SPEAKER_00: That's a much more credible conversation.
• 13:08
  SPEAKER_00: Now, the person who has been temporary for ten years.
• 13:14
  SPEAKER_00: This is where visibility becomes fascinating.
• 13:19
  SPEAKER_00: Imagine discovering you've got a contractor who has been sitting inside your organization for ten years.
• 13:27
  SPEAKER_00: Ten years.
• 13:30
  SPEAKER_00: Maybe everybody knows them.
• 13:33
  SPEAKER_00: They've got the laptop, they've got the email address, they come to the Christmas party, they know where everything is.
• 13:44
  SPEAKER_00: They might know more about your organization than half your permanent workforce.
• 13:51
  SPEAKER_00: But somewhere inside a system, they're still classified as temporary labor.
• 13:59
  SPEAKER_00: What does that mean?
• 14:02
  SPEAKER_00: What obligations have accumulated?
• 14:07
  SPEAKER_00: What risk exists?
• 14:10
  SPEAKER_00: And what happens if that relationship ends?
• 14:15
  SPEAKER_00: And strategically, why are they still contingent?
• 14:21
  SPEAKER_00: Maybe there's a perfectly good reason.
• 14:24
  SPEAKER_00: But somebody should know the answer.
• 14:28
  SPEAKER_00: And that's what visibility gives you.
• 14:33
  SPEAKER_00: It allows you to stop accidentally inheriting workforce structures and start deliberately designing them.
• 14:43
  SPEAKER_00: So who actually owns this?
• 14:48
  SPEAKER_00: Here's where things get messy internally.
• 14:52
  SPEAKER_00: Who owns the contingent workforce?
• 14:55
  SPEAKER_00: Talent?
• 14:57
  SPEAKER_00: HR?
• 14:59
  SPEAKER_00: Procurement?
• 15:03
  SPEAKER_00: Finance?
• 15:05
  SPEAKER_00: Hiring managers?
• 15:08
  SPEAKER_00: Vicky's answer was effectively all of them.
• 15:13
  SPEAKER_00: And I think she's right.
• 15:16
  SPEAKER_00: Procurement sees suppliers, contracts, and commercial arrangements.
• 15:23
  SPEAKER_00: Talent sees capability and sourcing.
• 15:28
  SPEAKER_00: HR sees people risk.
• 15:31
  SPEAKER_00: Workforce experience and employment considerations.
• 15:36
  SPEAKER_00: Finance sees cost and payroll.
• 15:40
  SPEAKER_00: IT sees system access and assets.
• 15:45
  SPEAKER_00: The hiring manager just sees, I need someone who can do this work.
• 15:52
  SPEAKER_00: Every function is looking at the same worker through a different window.
• 15:59
  SPEAKER_00: And that's exactly why the cracks appear.
• 16:03
  SPEAKER_00: Because when everybody owns a little bit, sometimes nobody owns the whole thing.
• 16:13
  SPEAKER_00: I've spoken previously about workforce labs and cross-functional workforce governance.
• 16:20
  SPEAKER_00: This is exactly the kind of problem they're built for.
• 16:25
  SPEAKER_00: Talent cannot solve this alone.
• 16:29
  SPEAKER_00: HR cannot solve it alone.
• 16:33
  SPEAKER_00: Procurement cannot solve it alone.
• 16:36
  SPEAKER_00: Finance cannot solve it alone.
• 16:39
  SPEAKER_00: This is workforce architecture.
• 16:42
  SPEAKER_00: And it requires those functions to actually talk to each other.
• 16:49
  SPEAKER_00: Visibility before strategy.
• 16:52
  SPEAKER_00: Let's talk about that.
• 16:55
  SPEAKER_00: Vicky said something during our conversation that I wrote down immediately.
• 17:01
  SPEAKER_00: Visibility is power.
• 17:05
  SPEAKER_00: Because once you know who the workforce actually is, then you can get strategic.
• 17:13
  SPEAKER_00: Maybe you've got too many suppliers.
• 17:17
  SPEAKER_00: Maybe contractor tenure is becoming a risk.
• 17:23
  SPEAKER_00: Maybe you're spending significantly more in one function than you realized.
• 17:29
  SPEAKER_00: Maybe one business area has become completely dependent on external capability.
• 17:37
  SPEAKER_00: Maybe you've got inconsistent onboarding experiences.
• 17:43
  SPEAKER_00: Maybe your gender balance looks completely different once contingent workers are included.
• 17:50
  SPEAKER_00: Maybe there's an opportunity to direct source more people.
• 17:55
  SPEAKER_00: Maybe some contractors should become employees.
• 17:59
  SPEAKER_00: Maybe some permanent positions would actually make more sense as project capability.
• 18:07
  SPEAKER_00: Maybe statement of work arrangements are being used where another model could be more appropriate.
• 18:15
  SPEAKER_00: You can't answer any of those questions if your starting data set is wrong.
• 18:22
  SPEAKER_00: And this is where I think workforce planning has historically had a problem.
• 18:28
  SPEAKER_00: We build beautiful models around permanent headcount.
• 18:33
  SPEAKER_00: But then reality walks in the room.
• 18:38
  SPEAKER_00: Now, the experience question.
• 18:42
  SPEAKER_00: There's another part of this that I don't think gets enough attention.
• 18:47
  SPEAKER_00: Worker experience.
• 18:50
  SPEAKER_00: If somebody works inside your organization for twelve months, how different should their experience be because they're contingent?
• 19:02
  SPEAKER_00: Obviously, there may be legitimate differences in employment terms and entitlements.
• 19:09
  SPEAKER_00: But I'm talking culturally, operationally, from an onboarding perspective, communication, feeling respected, knowing what's expected, getting paid correctly and consistently, having someone who can answer a question.
• 19:33
  SPEAKER_00: Those things matter.
• 19:36
  SPEAKER_00: Vicky talked about creating more consistent experiences across non-permanent workforces.
• 19:43
  SPEAKER_00: And personally, I think that's important.
• 19:48
  SPEAKER_00: Because your employer brand doesn't magically stop applying because someone invoices differently.
• 19:56
  SPEAKER_00: They're still experiencing your organization.
• 20:01
  SPEAKER_00: They're still telling people what it's like to work there.
• 20:05
  SPEAKER_00: They're still interacting with your employees.
• 20:09
  SPEAKER_00: They're still potentially representing your brand.
• 20:14
  SPEAKER_00: And they're still human.
• 20:18
  SPEAKER_00: Total talent means thinking about that experience too.
• 20:24
  SPEAKER_00: People on the ground matter.
• 20:26
  SPEAKER_00: Another thing Vicky wanted me to emphasize about CXC is their local presence.
• 20:34
  SPEAKER_00: They operate globally, but they have people in market who understand local employment practices, regulations, and workforce nuances.
• 20:47
  SPEAKER_00: And I think this becomes more important as organizations globalize.
• 20:54
  SPEAKER_00: Because global can sometimes become shorthand for we've built one system and everyone uses it.
• 21:02
  SPEAKER_00: But workforce rules aren't globally standardised.
• 21:07
  SPEAKER_00: Culture isn't globally standardised.
• 21:11
  SPEAKER_00: Employment practice isn't globally standardised.
• 21:16
  SPEAKER_00: Markets aren't globally standardized.
• 21:20
  SPEAKER_00: What works in Melbourne doesn't automatically work in London.
• 21:26
  SPEAKER_00: What works in London doesn't automatically work in Toronto.
• 21:31
  SPEAKER_00: And what works in Toronto doesn't automatically work somewhere else.
• 21:36
  SPEAKER_00: I know this well.
• 21:53
  SPEAKER_00: Human expertise versus the platform.
• 21:56
  SPEAKER_00: Here's another interesting connection across the first three episodes of this series.
• 22:03
  SPEAKER_00: CXC is launching its one CXE global platform.
• 22:07
  SPEAKER_00: Technology clearly matters to them.
• 22:10
  SPEAKER_00: But Vicky was quite deliberate about describing CXE as people first supported by technology.
• 22:20
  SPEAKER_00: Not technology first with humans somewhere behind a support ticket.
• 22:25
  SPEAKER_00: And I think there's something in that.
• 22:29
  SPEAKER_00: Because standard transactions are relatively easy to automate.
• 22:34
  SPEAKER_00: It's the weird stuff that isn't.
• 22:37
  SPEAKER_00: And workforce management contains a lot of weird stuff.
• 22:42
  SPEAKER_00: What if a worker lives here but works there?
• 22:47
  SPEAKER_00: What if they're engaged through this structure?
• 22:50
  SPEAKER_00: What if this project changes?
• 22:53
  SPEAKER_00: What if they move countries?
• 22:56
  SPEAKER_00: What if they've been here considerably longer than expected?
• 23:01
  SPEAKER_00: What if we actually don't know what kind of engagement this is?
• 23:06
  SPEAKER_00: A workflow can handle the standard case.
• 23:11
  SPEAKER_00: Expertise becomes valuable when the standard case stops being standard.
• 23:18
  SPEAKER_00: That's why I think Vicky's description of CXC as consultative rather than purely transactional is important.
• 23:29
  SPEAKER_00: Sometimes you don't need somebody to process the answer.
• 23:35
  SPEAKER_00: You need someone to help you work out what the answer should be.
• 23:42
  SPEAKER_00: Complexity changes the value equation.
• 23:46
  SPEAKER_00: And this might be the bit I found most interesting, to be honest, about CXC.
• 23:53
  SPEAKER_00: Their proposition potentially becomes more valuable as the workforce gets more complicated.
• 24:02
  SPEAKER_00: Imagine you're a small Australian company with one contractor.
• 24:07
  SPEAKER_00: Maybe you can manage that relatively easily.
• 24:11
  SPEAKER_00: Now you've got twenty, then you enter another market.
• 24:16
  SPEAKER_00: Now you've got permanent employees in Australia, contractors in the UK, a project team somewhere else, different payroll requirements, different worker types, different suppliers, different legislation.
• 24:36
  SPEAKER_00: Suddenly the problem isn't can we onboard this contractor?
• 24:42
  SPEAKER_00: The problem becomes: do we actually understand our workforce architecture?
• 24:49
  SPEAKER_00: That's a much more strategic question.
• 24:53
  SPEAKER_00: And that's where thirty plus years of workforce experience becomes relevant.
• 25:00
  SPEAKER_00: CXC isn't a company that appeared when Employer of Records suddenly became a fashionable technology category.
• 25:09
  SPEAKER_00: They've been operating in workforce management for more than three decades.
• 25:15
  SPEAKER_00: There is institutional knowledge in that.
• 25:18
  SPEAKER_00: And particularly when something doesn't fit neatly into the standard workflow.
• 25:24
  SPEAKER_00: Experience matters.
• 25:29
  SPEAKER_00: Now, statement of work is one to watch.
• 25:33
  SPEAKER_00: Vicky also raised something that talent leaders should have on their radar.
• 25:37
  SPEAKER_00: These statement of work engagements.
• 25:41
  SPEAKER_00: Her analogy was basically squeezing a balloon.
• 25:46
  SPEAKER_00: Put pressure on one part of workforce engagement, an activity starts appearing somewhere else.
• 25:56
  SPEAKER_00: As organizations place greater governance around contingent labor, you may see more work moving into statement of work arrangements.
• 26:07
  SPEAKER_00: And there is a problem.
• 26:10
  SPEAKER_00: Those arrangements often sit predominantly with procurement rather than talent or HR.
• 26:18
  SPEAKER_00: But there's still humans doing the work.
• 26:23
  SPEAKER_00: There is still capability entering the organization.
• 26:29
  SPEAKER_00: There is still workforce dependency.
• 26:34
  SPEAKER_00: And there is still risk.
• 26:37
  SPEAKER_00: And there is still a question of whether the engagement has been classified appropriately.
• 26:45
  SPEAKER_00: So if your workforce strategy excludes statement of work arrangements completely, are you actually looking at the whole workforce?
• 26:56
  SPEAKER_00: That's when I think talent leaders should start asking.
• 27:02
  SPEAKER_00: Workforce 5.0 makes this more important because now we arrive at the future.
• 27:09
  SPEAKER_00: I've been talking a lot about workforce 5.0.
• 27:14
  SPEAKER_00: Humans and technology working together.
• 27:18
  SPEAKER_00: Roles becoming more fluid, skills changing faster, permanent careers becoming less linear.
• 27:28
  SPEAKER_00: People moving between employment, projects, consulting, and other ways of contributing capability.
• 27:37
  SPEAKER_00: And if even any of that happens at scale, contingent workforce strategy becomes significantly more important.
• 27:49
  SPEAKER_00: We can't celebrate fluid careers on LinkedIn.
• 27:54
  SPEAKER_00: Then we absolutely have no idea how to govern them inside our organizations.
• 28:01
  SPEAKER_00: If we genuinely believe the future workforce will be more fluid, then we need the infrastructure to support fluidity, governance, visibility, classification, data, experience, technology, human expertise, and cross-functional ownership.
• 28:35
  SPEAKER_00: That's the boring stuff underneath the sexy future of work conversation.
• 28:42
  SPEAKER_00: But without it, the sexy future of work conversation doesn't work.
• 28:50
  SPEAKER_00: So where do I land on CXE?
• 28:54
  SPEAKER_00: The thing I like most isn't actually any individual service.
• 29:00
  SPEAKER_00: It's the starting question.
• 29:04
  SPEAKER_00: Who is in your workforce and how are they engaged?
• 29:09
  SPEAKER_00: Because I think more organizations need to know the answer.
• 29:14
  SPEAKER_00: CXC can support employer of record and agent of record arrangements.
• 29:20
  SPEAKER_00: They can manage contractor onboarding, payroll, timesheets, invoicing, and offboarding.
• 29:29
  SPEAKER_00: They can support larger contingent workforce programs.
• 29:35
  SPEAKER_00: They work across sourcing and manage service models.
• 29:39
  SPEAKER_00: They're increasingly looking at statement of work arrangements.
• 29:44
  SPEAKER_00: And they're building the one CXE technology layer across their global operation.
• 29:52
  SPEAKER_00: But if I was exploring this as a talent leader, I wouldn't start by asking which CXE product should I buy.
• 30:15
  SPEAKER_00: Then work out what solution you need.
• 30:20
  SPEAKER_00: And that may be where the consultative element of an organization like CXC becomes particularly valuable.
• 30:31
  SPEAKER_00: So maybe headcount is the wrong number.
• 30:34
  SPEAKER_00: Let me finish where we started.
• 30:38
  SPEAKER_00: How many people work for your organization?
• 30:41
  SPEAKER_00: Not how many permanent employees do you have?
• 30:45
  SPEAKER_00: Not what's your approved headcount?
• 30:49
  SPEAKER_00: Not how many people sit in your HRIS?
• 30:53
  SPEAKER_00: How many humans are currently contributing capability to your organization?
• 31:01
  SPEAKER_00: And then ask, who are they?
• 31:04
  SPEAKER_00: Where are they?
• 31:06
  SPEAKER_00: What are they doing?
• 31:08
  SPEAKER_00: How long have they been doing it?
• 31:11
  SPEAKER_00: How are they engaged?
• 31:14
  SPEAKER_00: What capability do they represent?
• 31:17
  SPEAKER_00: What do they cost?
• 31:19
  SPEAKER_00: What risk exists?
• 31:22
  SPEAKER_00: What would happen if they disappeared tomorrow?
• 31:27
  SPEAKER_00: Now we're doing workforce planning.
• 31:31
  SPEAKER_00: Because the workforce of the future isn't necessarily going to fit neatly into boxes marked employee, contractor, consultant, technology.
• 31:43
  SPEAKER_00: Those boundaries are going to become increasingly fluid.
• 31:49
  SPEAKER_00: And total talent needs to understand all of it.
• 31:55
  SPEAKER_00: You cannot strategically manage a workforce you cannot see.
• 32:01
  SPEAKER_00: Visibility first, then strategy.
• 32:07
  SPEAKER_00: A huge thank you to Vicky Carolyn and the team at CXC for opening up their world to me and contributing their thinking to this Movember series.
• 32:19
  SPEAKER_00: As always, nobody has paid to appear here.
• 32:23
  SPEAKER_00: CXC isn't sponsoring this episode.
• 32:27
  SPEAKER_00: They gave me access and expertise.
• 32:30
  SPEAKER_00: I took that away, thought about it through my own practitioner lens, and what you've heard is my perspective.
• 32:38
  SPEAKER_00: That's all it is.
• 32:39
  SPEAKER_00: That's the deal.
• 32:41
  SPEAKER_00: We're three episodes down, 27 to go.
• 32:46
  SPEAKER_00: But all of this is ultimately for something bigger than talent.
• 32:51
  SPEAKER_00: Considerably bigger.
• 32:53
  SPEAKER_00: Men's health.
• 32:57
  SPEAKER_00: So if you've listened this far, I'd love you to do something for me.
• 33:03
  SPEAKER_00: Donate to my Mospace if you can.
• 33:07
  SPEAKER_00: Then share this episode.
• 33:09
  SPEAKER_00: Maybe send it to your head of talent, your HR leader, your procurement team, or that person in finance who somehow knows where all the contractors are when nobody else does.
• 33:26
  SPEAKER_00: And when you share it, ask someone else to donate to.