Among the most significant changes to happen during the past few decades in this ever-changing business world has been the disintegration of what could be termed as the "job for life" ethos. The concept that permanent employment with a single or more, at the least was the most desired of all skilled alternatives - a mutual loyalty between employer and worker was something which could and should be confirmed. This ethos - nevertheless truly embraced by workforce and company alike - has over the span of just a few generations mostly given way to a different paradigm where the relationships between business and worker are inclined to be a lot more passing and according to immeasurably more complicated foundations.
Whatever the causes of the evolution - and they are many indeed - its effects have included HR shared services and radical reassessment in what represents a workforce and how closely connected that labor is to the corporate body. The international business environment has seen the growth of a vast host of specialists whose ties to the respective companies which pay them may endure for just a couple of weeks or months but whose effect can go directly to the center of these businesses' operations: call them consultants, independent contractors, contingent labor or whatever else you like, however, the arrival of the set of briefly affiliated professionals has fundamentally altered the business landscape.
The benefits to a business of keeping up a considerable quotient of contingent, instead of permanent, workers where possible have been particularly prominent during the past couple of quarters after the sharp recession affecting much of the planet's business activities. The capacity to scale operations up or down to match varying need (scalability also being, naturally, among the fantastic boons conferred with a well-functioning shared service company, particularly one working on a worldwide scale and equipped to cater concurrently for entirely different economic climates based on geography) was in some instances the gap between corporate success and failure.
The capacity of a global HR shared services body to deal simultaneously with, state, continued regeneration in Europe, stagnancy in North America and also an increasingly steep upturn in emerging Asia has been clear on a lot of multinationals' balance sheets lately. While it is probably going a bit far to state that shared solutions' scalability continues to be an engine of retrieval internationally, it has certainly had a substantial effect on several businesses which may have confronted much longer and deeper doldrums beneath their pre-SSO structures.
Supriya Nigam is a lead Content Writer & Digital Marketing Strategist at CareerBuilder India. Her passion for helping people in all aspects of digital marketing flows through in the expert HR Technology industry coverage she provides. Also, an avid Yoga practitioner.