Why Augmented Staffing Continues to Grow

Intuit estimates that 45% of Canadians will be self-employed by 2020. The shift toward self-employment has been fast and far-reaching. Equally rapid has been the broader movement from traditional, full-time employment to augmented staffing. The two trends combined are nothing less than a transformation of the Canadian economy.

This exponential growth in remote work, self-employment, and the gig economy has resulted in more attention from legislators, regulators, and the CRA. This has put incorporated contractors, partnerships, sole proprietors and the businesses that contract them are at a crossroads: adapt to the regulatory changes that new governments have rolled out (and are expected to roll out) this year, of find themselves falling behind.

Augmented workforces are increasingly complex, often including short term temporary workers, long term contractors, remote employees, and consultants. The treatment of these workers changes from one administration, adding another layer of complexity to something business leaders are already struggling with.

A 2017 Deloitte survey showed that 66% of companies believe augmented staff will increase “significantly”  in the next 3-5 years. Although a stunning 49% report not able to manage contingent labour well. This disconnect between the rapidly changing nature of the workforce and how prepared companies are creates challenges.

Across the planet, companies are acknowledging the importance of this shift from full-time employees to an augmented workforce however many are unclear on how to proceed. Companies are venturing into unfamiliar territory as the definition of what a job is becoming increasingly fluid. What does the future office look like? How will the workforce be selected, trained, and perform their tasks?

Managing an augmented workforce does indeed pose challenges. Deloitte’s survey also revealed that only 19% of companies considered their management of augmented staff excellent. And while many consider their understanding of emerging skills and critical capability gaps “adequate”, that may not be enough to tackle the quickly changing employment landscape.  

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