This is why we need a contingent workforce program globally. Our contingent workforce is part of our strategic component of making sure that we deliver great projects to our clients. There are constraints in both capacity and in the niche capabilities needed.

At Capgemini, as a consulting digital transformation company, we innovate and address the entire breadth of client opportunities in the evolving world of cloud, digital, and platforms.Īnd that means we have a huge variety of roles, skills, and capabilities that we need to deliver to fulfill all of these kinds of projects. Hettwer: We are a big company with roughly 250,000 employees worldwide. Gardner: Andreas, what’s driving the need for external workforce management - and specifically the role of contingent workforce workers - there at Capgemini? The discussion is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. To learn more about making the most of a diversified portfolio of workers, please join me in welcoming Andreas Hettwer, Vice President and Group Procurement Category Director at Capgemini in Berlin. Read a full transcript or download a copy.

Stay with us now as we hear from a contingent workforce expert at Capgemini on managing the processes that best procure and support talent and skills agility. As a result, they can’t manage the productivity, nor the risk. The next BriefingsDirect digital business innovation discussion explores the growing importance of contingent workforces.Īs more businesses look to external workforces and services to satisfy their skills and information technology (IT) needs, the ability to manage those workers and services is lagging.Įven as upward of 42 percent of workforce spend is now going to external workforces, many organizations lack visibility into the nature of that spend.

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