The New Rules of Work: A Conversation With Joe Fuller 

Harvard professor Joseph B. Fuller discusses the New Rules of Work, the shifting talent landscape, and how leaders are swapping full-time hiring practices for new models.

The Catalant team was thrilled to spend time recently with distinguished future of work thought leader Joe Fuller. An American academic and management consultant, Joe Fuller is the co-founder of the Monitor Group, now known as Monitor Deloitte. A professor of management practice at the Harvard Business School, Joe co-leads the school’s initiative on Managing the Future of Work.  

In addition to a dinner exchanging ideas with talent acquisition and strategy leaders in the Boston area, Catalant’s Senior Vice President of Marketing Vinda Souza spent time diving deeper with Joe. Out of these conversations emerged a fascinating analysis of today’s fluctuating market dynamics and their wide-ranging impact on the talent landscape today. We’d like to share some highlights of the conversation — what we consider the New Rules of Work.  

Today’s Talent Landscape: What’s Driving the Need for the New Rules of Work?

Hiring today is a completely different ballgame than it was even two or three years ago. The great resignation (or as we call it, the great reckoning) is converging with the growth of remote work and shifting worker expectations. Business leaders are left struggling to solve their business problems as qualified and experienced full-time talent depart, and the competitiveness in the job market is significantly extending average time-to-hire. 

Leaders are reevaluating the number of full-time employees they need and the skills they bring to the table. In this clip, Joe and Vinda examine some of the new approaches enterprises are exploring to complete the critical work they’ve been struggling to get done, including on-demand talent marketplaces. 

 

Removing Executives From the Talent Forecasting Business  

As enterprise executives start to consider on-demand talent as a new resource for getting strategic work done, they’re still left with many questions. Where do I start at my own organization? How do I know this is the right solution for my organization? What benefits will I see? 

Joe encourages leadership to get out of the “bad business” of full-time talent forecasting and instead embrace a strategy of consistently evaluating and augmenting talent needs to meet immediate demands.

 

Rolling Out Contingent Talent as an Enterprise Capability  

As executives begin to understand on-demand strategic talent as more than a “top-up” on skills and rather a significant opportunity for their business to accomplish strategic work, it can still be a challenge to understand how to get started. Vinda and Joe explore this challenge and share advice for executives and business area leaders to operationalize the model successfully through their supervisors and management teams. 

 

Discover more about how your business can engage a contingent talent marketplace to execute strategic work and why today’s leading enterprises are choosing to embrace them.