Business professionals know that it has become increasingly difficult to find, recruit, and maintain top independent talent. In fact – it’s practically a war zone out there. So…how do you keep the talent you have, and continually attract top new talent at the same time? The answer is surprisingly simple: keep your independent contractors and consultants happy— and stay compliant. But how? On November 12th, Terri Gallagher, owner and CEO of Gallagher and Consultants, a leading workforce strategy solutions company, joined us to discuss how to best utilize the 30.2 million full- and part-time Independents currently in the workforce. "Leveraging Independent Contractors: A Solution for the Talent War" explored both how organizations can become a client of choice for top talent, as well as how independent consultants can make themselves more attractive to companies.

1. Leveraging Independent Contractors
A Solution For the Talent War
(c) Gallagher and Consultants

2. Sara Conde
Director, Consultant Services
MBO Partners
Moderator
(c) Gallagher and Consultants

3. We make it easy for self‐employed professionals and
their clients to work together
#1 back‐office solution for
independent consultants
(c) Gallagher and Consultants

4. Webinar Controls
Full screen icon maximizes
the presentation area
Chat box allows you to send a
question to the presenter
(c) Gallagher and Consultants

5. Live Tweeting
#MBOWeb
(c) Gallagher and Consultants

6. Terri Gallagher
President/CEO
Gallagher and Consultants
Presenter
(c) Gallagher and Consultants

7. Evolution of IC’s – Shift from Companies Employing You
Sparingly to ……….
• Early 1990’s ‐ the IRS began looking for
employers who misclassified independent
contractors as employees.
• 2007 – 2009 ‐ The “Great Recession” 8.8
Million Jobs Lost.
• 2011+ improved networks to connect IC’s to
the people who need them.
• Growing IC population; why?
(c) Gallagher and Consultants

8. Evolution of IC’s – …….IC’s – in High Demand!
• 2010 ‐ The escalation of the “Knowledge
Economy”.
• Enter the millennials and disenfranchised workers.
• Globalization of the workforce and the “Talent
War”.
• Escalated technology evolution enables IC’s across
the globe to connect with the organizations that
need their skills and experience.
5.1
4.6 4.6
5.8
9.3 9.6
8.9
8.1
7.4
6.2
5.4
0.0
2.0
4.0
6.0
8.0
10.0
12.0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Avg. Nat. Unemployment Rate
(c) Gallagher and Consultants

9. Technology is Driving How, Where, and When We Hire IC’s
• Online Staffing Platforms ‐ allowing IC’s/freelancers to
sell their services directly to businesses or consumers.
• Freelance Management Systems ‐ enables enterprises to
self‐manage their engagements with independent workers
and freelancers.
• Many of these systems are integrating into VMS tools to
participate in Contingent Workforce Programs
(CWM/MSP).
• IC Management Systems
• MBO Partners – Provides Compliance, Engagement,
Payment, Talent Management. MBO Connect provides
Direct Sourcing Cloud‐based “bench.”
• Clients have access to temp talent communities they
otherwise would not have.
• Technology Connecting talent directly to end user; less
layers
Connecting talent directly to end user;
Increase of direct peer‐to‐peer, non
supplier intermediated engagements
Total Spend “Human Cloud”
2014 2015 2020
$11B
$16B+
$46.5B
(c) Gallagher and Consultants

10. How Can IC’s Market Themselves?
• Network, Network, Network
• Word of mouth, particularly for those at $100K+
annual income
• Brokers
• MBO Connect
• Former employers
• Protect your reputation and build your brand
• Social Media
• Continue to keep your skills relevant and
current
• Online platforms good start for relatively young or
inexperienced workers
(c) Gallagher and Consultants

11. Total Workforce Landscape – Expanding Opportunities
for IC’s
• Technology Changes
• New methodologies available to integrate IC’s into
total workforce and expand IC opportunities across
the globe.
• Risks –
• Co‐employment “Uber Effect”.
• Control – Behavioral and Financial ‐ Model is still
evolving
• Some “Gig” companies moving to W‐2
(Spring.com, Luxe.com)
• Some of these suites getting dismissed (Google, Uber
– Belgium).
• Treat IC’s right; majority of suits started by mistreated
workers.
• Results of these suits will not slow down usage; the
benefits far outweigh risks.
(c) Gallagher and Consultants

12. Companies Want to Hire You! ‐ IC Talent is Critical to
sustaining Growth and Profitability
• Companies are recognizing the strategic advantage to growth and
profit utilizing IC’s; high quality talent and cost effective.
• Globalization of the Workforce and Technology evolution
• Connecting key talent to companies that need them across the
globe quickly, efficiently.
• Businesses will continue to turn to independent workers to meet
their needs for agility and flexibility due to an increasingly volatile,
complex, competitive, and always‐changing global economy.
(c) Gallagher and Consultants

13. Advances with Workforce Intermediaries – Connecting IC’s
to Employers
• Different intermediaries were created (MSP’s,
VMS’s, Hybrids, RPO’s, etc.).
• Over the past 15 years, information technology has
begun to transform existing intermediaries.
• We are now entering a new period. Businesses are
increasingly engaging independent “critical talent”
on a contingent basis across the world.
• IC’s reach expands globally; Enter Online Work
Platforms (OWP’s) and Freelancer Management
System Platforms (FMS’s) .
(c) Gallagher and Consultants

14. Workforce Landscape – Mix of Labor Changing in IC’s Favor
• In 2015, the U.S. Department of Labor found that 65
percent of employers anticipate an increase in the use
of flexible staffing arrangements to meet their future
talent needs.
• Millennials – by 2020 are estimated to make up 50% of
our workforce. They want interesting work, earnings
potential, and mobility.
• Baby Boomers leaving the workforce and taking their
skills/knowledge with them.
• This creates substantial opportunities for IC’s across the
globe.
(c) Gallagher and Consultants

15. Workforce Landscape ‐ Globalization and the Talent War
• Globalization of the Workforce:
• Economic tug of investment, production,
and services toward emerging/developing
markets.
• Technology‐enabled capabilities to engage
those workers across the globe.
• Talent War
• Talent shortages and shift in total
workforce make up 33%+ temp labor
creating unique challenges
• Shortages in Science, Technology, and
Engineering and Mathematics categories
(“STEM”).
• These categories have high
percentage of skilled/experienced IC
talent available.
(c) Gallagher and Consultants

16. How Will the “New Normal” in the World of Work Affect
IC’s?
• Technology Changes
• New methodologies available in Technology
strategies (Human Cloud, VMS Integration)
to integrate IC’s into total workforce.
• Globalization of the Workforce
• Growing Utilization of Global Talent to
accommodate organizations investment,
production, operations, and services across
the globe.
• Economic and market conditions creating
explosive growth in usage of IC’s
• Average usage of temp labor was 20% of
total workforce for organizations and
growing; some are as high as 50%.
(c) Gallagher and Consultants

17. What’s Next for IC’s in the World of Work – Core Takeaways
• Technology, including mobile devices, is enabling the growth of opportunities and
speed in which IC’s are connected to organizations that need their skills and
expertise, across the globe.
• The Great Recession drove dramatic changes in workforce
• More workers want to work independently, create their own career path.
• Knowledge Economy, and Talent shortages in “STEM” categories creating many
opportunities for IC’s; antidote to solution the Talent War.
• Globalization and the growing usage of temp labor.
• Benefits of utilizing the IC community in the “new normal” of our current
workforce and economy far outweigh risks.
(c) Gallagher and Consultants

18. (c) Gallagher and Consultants