I usually discuss more practical issues related to contingent workforce management, but this topic is more philosophical. Or at least it appears that way.

Technology of all sorts has invaded our world – from smart phones, to AI, to VR, to chatbots – and the contingent worker talent acquisition space is no different. In keeping with the advent of the gig economy, online staffing platforms and crowdsourcing tools are using technology to connect the free agent workforce to companies who need unique skills or talent for a limited duration or project. Job boards, it seems, are multiplying faster than rabbits. VMS is now the norm rather than the exception in extended workforce programs.

As we all know, if the pendulum swings too far to the technology side of the spectrum there is a tendency to experience less of the ‘human’ in human capital management.

We can’t, however, solely blame technology for the dehumanizing of the workforce (and Human Resources) that has been an unfriendly and unhelpful trend over the last few years. We used to say that people don’t want to be just a number, but today the only thing that would change is the semantics – workers are represented as digits or unique identifiers instead. The Great Recession, with its high unemployment, prompted some companies to view their workforce, especially their contingent workforce, as a limitless commodity.

Sadly, even our HR nomenclature tends to dehumanize. Think of terms and classifications like headcount (Why not heart count?), FTE, contractor, 1099, laborer, casual worker, union, non-union, exempt, non-exempt, blue-collar, white-collar, pink-collar, and the often demeaning “temp.” But is this helpful? And is it productive? Does it promote true employee buy-in when much research shows that less than 30% of workers are actively engaged in their job?

But, as the brilliant people strategist Bob Dylan said, “The times they are a-changin’.” There is a talent shortage and you can’t manufacture people with skills and passion in the back parking lot. And, after all, we are talking about people – human beings – here, no matter how we label them.

Let’s be honest, much of our workforce doesn’t feel as if they are all that important to their employer, or that their job has significance.

Could the root cause be that we don’t always see them as people (humans) with real feelings, needs, desires, and aspirations – that high touch HR is just another buzz term? And could it be that we have unintentionally built a layer between companies and employees by suggesting that technology alone will enable us to fill all of our open positions with motivated and fulfilled employees?

Maybe.

Don’t get me wrong, if intentional about it, I believe that the use of technology can be a compliment, not a conflict, in acknowledging and addressing the human element of our workforce. There are some wonderful programmatic strategies, many even technology based, for increasing employee engagement, fulfillment, and loyalty that all companies should seriously consider. And even VMS driven programs can be humanized.

But maybe it’s something much simpler that would make people feel valued again.

I am convinced we must remember that people have names and needs. They have feelings and a family. As organizations and managers, we must truly want their work to have significance and for them to understand what they do creates value for companies, clients, and consumers. Maybe it’s as simple as intently looking them in the eye, saying “hello,” asking their name…and actually using their name when having a real conversation with them. While still looking them in the eye, asking how they are doing and what we can do to make their job more meaningful. I believe something this obvious is a great place to start in putting the ‘human’ back into Human Capital.

Personal note (whether you want one or not):

When several years ago my now 28 year old son first asked me what I did for a living, I hesitated. I could have used a variety of fancy industry buzz terms like CWO, MSP, and VMS (we do love our acronyms). I could have told him of daily functions such as strategic recruitment planning, workforce solutions architecture, program management configuration, workflow design, staffing supplier data analytics, etc. But I finally settled on, “I help good people find good jobs and good employers find good people.” And, when asked about my job by those outside of my industry, I’ve used that description ever since.

That’s why I work for an organization whose heartbeat is “Our business is people” and prefers the term “teammates” over some of the other, less personal appellations for their contingent workers…and where these concepts aren’t merely cosmetic.

Want to learn more? Please contact Linden Wolfe, PHR, CCWP at lwolfe@excelsiorstaffing.com or visit ExcelsiorMS3P – simple, scalable, smart