000			01495nam a22001937a 4500
008			240508b |||||||| |||| 00| 0 eng d
100			_aDiane Gherson _93601
245			_aHighly Skilled Professionals want y our work
260			_aMumbai _bApex Pvt Ltd _c2024
300			_aVol 102 Issue 3 Pg 76-85
520			_aCompanies today are facing a big talent-management challenge. They simply do not have the capabilities they need in-house to transform their offerings, processes, and infrastructures—and they’re increasingly unable to persuade highly skilled professionals to come on board full-time, despite making attractive offers. In many fields—particularly technology, data sciences, and machine learning—the people with the most sought-after skills are freelancers. Integrating and managing a new “blended workforce” will be one of the main managerial challenges in the years ahead. Force-fitting the model used for temporary staff onto highly skilled freelancers won’t work, however. Firms must fully integrate these professionals into a highly cohesive internal team.This article looks at successful efforts to manage the blended workforce at companies such as Microsoft, M&C Saatchi, and Mars and lays out some of the most helpful lessons they have learned.
650			_aSkilled Professionals _93602
650			_aworkforce _93603
650			_aTalent _93604
650			_aFreelancer _93605
700			_aLyanda Gratton _93606
773			_tHBR
942			_cAR
999			_c39488 _d39488