Report: The evolution of Contingent Workforce programs

This Week in Talent - Corporate Australia is made up of more than just employees. Temps, freelancers, contractors, consultants - we all play a part. But there’s still a lingering mindset that some contributions matter more than others, depending on employment status. This blog challenges that thinking. Because in a fast-changing world, value isn’t defined by employment status - it’s defined by impact. Whether you’re here for a project or the long haul, your work helps shape the organisation’s story. It’s time to drop the “us vs them” mentality and embrace a more inclusive way of working - where everyone belongs.

If you look at a Venn diagram of the needs and drivers of Talent Leaders, Procurement Leaders, and Employee Relations, the overlap is surprisingly small, yet their alignment is critical to managing a successful contingent workforce. Talent focuses on speed and delivery, candidate experience, and securing the right skills. Procurement is driven by cost control, risk mitigation, and contract compliance. Employee Relations ensures adherence to labor laws, fair treatment, and risk management. Each function has its own priorities, but without collaboration, you risk inefficiencies, compliance issues, and missed opportunities. Carrie shares how a new approach achieved more with aligned goals and shared understanding.