Total Talent Management as latest strategy in Board Rooms
10 tips for boards to implement change in their board room
The labor market has changed fundamentally. The classic division between permanent staff and external talent is blurring at lightning speed, while tightness and changing expectations of workers are increasing the pressure on organizations. In this context, one thing becomes crystal clear: Total Talent Management (TTM) is not a nice-to-have, but a strategic must. And yet the topic remains conspicuously absent from board rooms.
Therefore, we invited at GIGHOUSE, along with StellaP and NextConomy, recently invited a group of executives, directors and entrepreneurs to an inspiring meetup. Led by keynote Marleen Deleu, we explored how TTM can become a lever for forward-looking companies. Her opening line was immediately spot on: "TTM is not an HR topic, it is a strategic policy." And that message became increasingly clear throughout the afternoon.
What exactly do we mean by Total Talent Management?
It's about purposefully managing all the workers who contribute to your organization, whether they are on your payroll, participating as freelancers or employed through a partner or platform. Companies today are no longer closed structures, but open ecosystems of talent. TTM offers the vision, structure and tools to manage these ecosystems in a sustainable and smart way.
1. Bring Total Talent Management structurally to the board level.
Many companies simply do not know how many freelancers, consultants or other externals they employ. Let alone under what forms of contracts they work and who has visibility into them. Yet that information is crucial for strategic talent management and risk management. Just as with financial or operational figures, a board of directors should demand transparency about the entire workforce; permanent and flexible.
2. Break down the walls between HR and Procurement
In many organizations, HR and Procurement still operate as separate islands. HR focuses on recruitment and retention of permanent staff, while Procurement looks at cost control in external hiring. Without collaboration between the two, the overall picture remains missing and strategic choices around talent cannot be made on a sound basis. Bring them to the table together for integrated workforce planning.
3. Build a clear vision of your entire workforce
Who belongs to your organization? Which positions should be filled permanently and when do you deliberately choose temporary or freelance support? Without a clear decision tree, there is a high risk that decisions will be made randomly or on gut feeling. A strategic TTM policy ensures consistency and staying power.
4. Be prepared for the impact of aging
An aging population is in full swing. By 2030 all baby boomers will retire and by 2050 Europe will have 35 million fewer people of working age. Boards need to start thinking today about succession plans and scenarios for crucial roles, including beyond the C-level. This is not an HR exercise, but an investment in continuity.
5. Embrace flexibility within the legal framework
Many companies are reluctant to use freelancers for fear of legal problems such as false self-employment. But those who know and apply the rules need not have that fear. With a well thought-out policy, you create room for flexibility and stay legally in the safe zone. So be well informed and build in that knowledge at the policy level.
6. Give young talents freedom of choice in how they want to work
Millennials and Gen Z are looking for autonomy, social relevance and flexibility. More and more young people are consciously choosing freelance work but still too often bump into companies that think only in traditional models. Young talent wants impact and freedom. By letting them choose their contract form, you become more attractive as an employer.
7. Use technology and platforms to leverage talent
Digital platforms, AI and Human Clouds are changing how we source and collaborate with talent. They accelerate matching, expand reach and enable quick access to specific expertise. Organizations that use these tools intelligently have an edge in both speed and quality of hiring.
8. Measure the real impact of TTM on your organization.
Total Talent Management has a direct impact on crucial KPIs such as profitability, customer satisfaction, innovation and retention. But to really drive that, you need to measure that impact, so measure more than just payroll.
9. Treat permanent and flexible talent equally
Freelancers often get no onboarding, miss communication or are not invited to events. This is inefficient and demotivating. Those who integrate externals into their culture invest in engagement, speed and knowledge sharing. Treat everyone who contributes to your organization with equal respect, within legal boundaries but with the same ambition.
10. Establish TTM in your sustainability and ESG policies.
Corporate sustainability is not just about energy or mobility, but also about job security, inclusion and transparency in how you treat talent. Future ESG reporting requires clarity about all workers, including external workers. By linking TTM to your sustainability policy, you not only give it a place at the top but also urgency and legitimacy.
Conclusion
The future demands a different view of work and talent. Total Talent Management helps organizations to deal strategically and sustainably with all the people who contribute to their mission. The big question for every board of directors is: do we dare to let go of our old models and opt for an agile, future-proof approach?
At GIGHOUSE, we firmly believe in this change and guide companies every day to make the right choices in this. Because Total Talent Management is not a trend, it is the foundation of tomorrow's organization.
Wondering more and what Total Talent Management can do for your company? We at GIGHOUSE would be happy to help you with that.
