CATALYST Issue 3 | Page 10

S Soundbites | Catalyst HIVE MINDS H ow do you identify the technology solutions you need for your business? With so much noise in the HR space, picking the right platform has never been more important. Through Alexander Mann Solutions' partnership network, The Hive, we help our partners innovate, validate and execute. Chris Milligan, CEO of technical engineering recruitment consultancy Adepto, talks about his company's total talent platform, and how The Hive has connected our clients to Adepto's services. Could you introduce us to Adepto and the service you provide? We focus on helping our customers achieve total talent – which in our Going public Maggie Tonge, senior commercial specialist, Crown Commercial Service P ublic Sector Resourcing is helping to connect contingent workers to public-sector positions. We spoke to Maggie Tonge from Crown Commercial Service, the UK government’s procurement organisation, to demystify the process. 10 Q mind is having a single view of the skills available to your business. This includes permanent employees, contractors, alumni, freelancers and people who may want to work for you in the future. We help businesses match the work they need to get done with the right candidates, regardless of their employment statuses. How does this benefit organisations? A lot of businesses look at talent in silos. They’ll look at contractors but have another team looking at permanents. It’s inefficient. We’ve helped clients reduce their lead time for finding external resource from around two to three weeks to two days. We also make sure that the skills of workers are What does Crown Commercial Service do and what challenges are you facing in terms of recruiting into the public sector? Crown Commercial Service is an executive body and trade organisation within the UK’s Cabinet Office, and a procurement organisation which is there to support the leveraging of common goods and services across all of the public sector spend areas and sectors. One of our key areas of responsibility is the procurement of non- p e r m a n e n t w o r k e r s. Currently, we total around 12,000 workers, with about 6,500 admin and clerical staff and the rest white- collar professional day- rate workers. In the public sector, we are responding tracked and updated so a business has memory of who’s worked on a project. It’s not just about getting people in, it’s about the people you already have and knowing you don’t need to look elsewhere. How does the platform help prospective candidates or freelance workers? For users, it’s about helping them show organisations their full self: their skill base, their aspirations, when and where they’re available to work. It gets people work that suits them. Does this allow businesses to attract more diverse talent? We’re trying to support diversity, but not by artificial intelligence or to the challenging aspects of contingent labour and talent, as well as to the challenges around the flexible workforce. We’re making sure that, in terms of the breadth and blend of the workforce, the civil service is fit for now and for the future. Our previous models in government were very reliant on finding workers through staffing agencies. That was something we wanted to change – recognising that workers, for the most part, are finding a lot of their next assignments themselves. We want to take advantage of technology’s disruptive impact on the market and to ensure that the programmes we put in place reflect changes in contingent- labour solutions on the digital side of things. We also wanted something slick and exciting, so that great contingent talent comes to the public sector first – because we need them. Q Why is Public Sector Resourcing (PSR) necessary? It’s vital to make the work of government more transparent to workers. A lot of the time it can feel quite hidden – you have to know someone to get a role. That’s not what PSR is about. It’s about accessibility, transparency, connecting. We wanted to remove the mystery of finding an assignment and to be able to engage with contingent workers directly and use them as part of our total workforce. We therefore created the ‘PSR Marketplace’, essentially a