Carla Grant Pickens (she/her)

I keep coming back to this thought after reading recent research and talking with Contingent Workforce leaders across the industry. Contingent Workforce leaders are some of the most capable leaders in an organization, and we rarely talk about it that way. There is no formal degree path into this role. No clean playbook. Most people who lead contingent workforce programs learned by doing after it falls in their lap, by solving hard problems in real time, often with limited tools and high expectations. They build expertise through experience, not theory. At the same time, the role keeps expanding. Today’s contingent workforce leader is managing risk, compliance, classification, suppliers, cost, speed, worker experience, and increasingly complex legislation, all while being expected to move fast and keep the business running. The scrutiny is higher. The stakes are higher. And the margin for error is smaller than ever. What that creates is a uniquely capable leader. These leaders understand how work actually gets done across the organization. They see across labor types and are the only function responsible for the full life cycle of a portion of the workforce. Their perspective is valuable. They know where flexibility matters and where risk lives. They have strong instincts because they have had to develop them. The opportunity right now is not to ask contingent workforce leaders to do more. It is to elevate the work they are already doing. When contingent workforce leadership is treated as operational only, organizations miss the bigger picture. When that same expertise is pulled into workforce planning early, something shifts. Decisions get smarter. The organization moves faster. Volatility feels more manageable because there is a plan, not just a reaction. This is the conversation I want more executives to lean into. Contingent workforce leadership is not about filling gaps when things get tight. It is about designing for reality. It is about building a workforce that can move, adapt, and still deliver to the ever-evolving needs of our customers and when the market shifts again and again. If we recognize and empower Contingent Workforce leaders as strategic business leaders, the value becomes obvious. You do not have to sell the value. You observe it in outcomes. That is how we move beyond point solutions and short-term fixes. That is how we create momentum. And honestly, I think that is how we build an industry movement around what the workforce actually looks like today, not what org charts say it looks like. Yes, I am very passionate about this. If you lead a contingent workforce program, what part of your role do you think is most misunderstood?

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🎬 In this clip from the upcoming episode of Spilling the Tea on HR Tech, Stacey Harris explains why founders are better positioned than new CEOs to lead companies through painful transformations like AI adoption. She breaks down the Workday leadership transition and what it signals about navigating massive industry shifts. 🔔 Subscribe today to be notified when new episodes air! https://lnkd.in/gxidSAET  #SapientInsights #HRtech #HRtools #AIinHR

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Today, Cornerstone announced Guna Jayaraman as Chief AI Officer, accelerating our commitment to pioneering AI breakthroughs and shaping the future. Guna joins with over 20 years of technology leadership experience, including 13 years at Amazon. As VP of Software Development, he has led global platforms, large-scale AI initiatives, and is a pioneer in conversational AI. He holds multiple patents and is recognized for transforming enterprise systems through AI-first HR solutions. Guna’s expertise in enterprise innovation positions Cornerstone to shape the future of work and accelerate our AI-powered journey. We’re building a leadership team that pushes AI boundaries to enable organizations to anticipate talent needs, unlock human potential, and deploy next-generation AI agents. Read the full press release here: https://csod.info/4ntcsqD

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AI is no longer a distant concept — it's right at our fingertips, across every screen we interact with throughout the day. The real question is: are we truly ready to make the most of what's already here, and what's rapidly coming next? Looking forward to some thought-provoking conversations at the meet!

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Striking the right balance between cost containment and talent investment is more critical than ever. https://bit.ly/4dXHAe1 As organizations face economic pressure and shifting workforce needs, many are turning to data-driven rewards optimization to guide smarter decisions. Learn how leading companies are aligning talent strategies with evolving employee expectations while managing risk and cost. #TotalRewards #HumanResources #FutureofWork #EmployeeExperience

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I finished a live conversation with Patricia Frost, Chief of People and Places at Seagate Technology at HR Executive #hrtech and I couldn't stop thinking about it. She spent 32 years in the U.S. Army before taking on one of the toughest challenges in corporate leadership: helping 30,000 people redefine how they work in the age of AI. When she said, “My philosophy is leave no one behind,” I expected a leadership cliché. But she meant it literally. She’s making sure every employee, not just a pilot group, has access to GenAI tools. She even gave up headcount to fund software licenses so everyone could learn and experiment together. That’s what real transformation looks like. It’s not adoption. It’s embodiment. It’s a leader saying, “I will not let my people get left behind while the world moves forward.” Patricia also said something that I wont forget. “AI won’t build your culture. AI won’t build trust. That’s on us.” She’s right. The technology isn’t the hard part. The hard part is helping people redefine their roles, rebuild trust, and lead with curiosity instead of fear. If you care about where HR is headed and how leaders can truly prepare their people for what’s next, listen to this conversation. It’s one of the most honest and energizing ones I’ve had all year. Find links in comments...

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Struggling with the strategic challenges of managing compensation through outdated spreadsheets? The latest MorganHR blog reveals how modern compensation software not only automates complex processes but also reinforces compliance and precision. Transform your rewards strategy into a competitive advantage. Ready to upgrade your compensation approach? Learn more: https://hubs.li/Q03YftVy0 #HRConsulting #CompensationStrategy #HRLeadership

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Modernizing HR systems only works when new capabilities are applied consistently across large, complex organizations. Pairing Workday with clear governance helps agencies ensure modernization efforts translate into reliable, day-to-day workforce support.

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76% of HR leaders anticipate cost-saving measures in the next three months, underscoring the need to build a recruiting strategy with more efficient, responsive forms of staffing. Learn how a recruiting center of excellence can be a highly effective solution. Gartner for HR | #GartnerHR #Recruiting #HRLeader

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On the first episode of Season 3 of the Hope @Work Podcast, author of HR Like a Boss, John Bernatovicz joined me for an intriguing conversation about the evolution of the HR profession. 👇🏼 https://lnkd.in/eEipJgtY

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When I launched the Radical Innovators podcast one year ago, my goal was to bring HR leaders together in a vulnerable setting, allowing them to speak candidly about leadership. Since March 2025, Randstad Enterprise has helped me welcome CHROs, Chief People Officers, Global Heads of Human Capital, Executive Vice Presidents, and more from Fortune 500s and other well-known organizations from across industries. Together, we’ve talked about these challenges (and opportunities) facing HR leaders today: ⇨ Why empathy is a part of how great leaders create performance, especially in today’s world ⇨ How proactive HR reinvention and AI-driven talent insights create agile, high-impact workforce systems ⇨ How investing early in talent, expanding workforce models, and leading culture change prepares organizations for the future ⇨ Why people strategy must be a business strategy, blending human clarity with AI-powered decision-making ⇨ Having a human-centered approach to HR, using mentorship, internships, and AI to connect talent with purpose and impact ⇨ How mission-driven HR can deliver both people and business outcomes at the board level Radical Innovators has become a community. I am proud to have created a space where leaders can be vulnerable and open up about their sweets and sours (one of my favorite icebreakers), their upbringing, success stories, challenges, and especially the moments that shaped them most. Looking ahead to Year 2, I’m doubling down on what makes Radical Innovators special: ⇨ Vulnerable and authentic conversations with HR leaders who are transforming how we work ⇨ Actionable insights you can apply immediately, no matter where in the organization you stand ⇨ Future-forward perspectives on where talent strategy is heading A huge thank you to every CHRO who has joined me! Donna Morris Lucien Alziari Michael Fraccaro Nickle LaMoreaux Stephanie Kramer Jacqui Canney Matt Walter Carolyn Roach Lisa V Chang Allison Ausband Payal Sahni Ola Snow Matthew Breitfelder Shurawl Sibblies Kelly Jones

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When I first started IBM’s Digital Credential Program, I made three big mistakes. 🚫 I was talking to the wrong people. 🚫 I wasn’t speaking their language. 🚫 I wasn’t appealing to their emotions. TRUTH: People don’t resist change . . . they resist being changed. Next Wednesday, I’ll be sharing the real story behind IBM’s credential revolution — and what it taught me about launching an innovation. Join Kelly Page, PhD., Eric Shepherd and me for this live session, where I’ll unpack how to: ✅ Turn skeptics into champions ✅ Speak the language of outcomes — not technology ✅ Use emotion and influence to drive lasting change It’s not about badges, platforms or technology. It’s about people. Register now to join the webinar next Wednesday and learn how you can apply these lessons to your own workforce strategy. #DigitalCredentials #LearningInnovation #WorkforceDevelopment #MyInnerGenius #SkillsTransformation #USChamber

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At OnPoint Recruitment, we’ve seen firsthand how remote-first strategies open doors to world-class talent, but only when supported by the right processes and messaging. These global TA tips echo many of the principles we use to help clients hire with confidence across markets. Worth the read if you’re expanding your hiring reach.

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Every M&A team talks about critical talent. Almost none can identify it — because critical roles don’t show up in org charts.” Series — Workforce Blind Spots in M&A In every transaction, you’ll hear phrases like: “We need to protect critical talent.” “These people are essential.” “This role is key for Day-1.” But here’s the truth: Most companies cannot distinguish „senior“ from „critical.“ And this is exactly why transitions break. Because critical roles are rarely the ones you expect. What actually makes a role critical in M&A: 1. Invisible workflow ownership People who own the undocumented processes — the ones that collapse when they’re absent. 2. Functional chokepoints Roles where work queues behind one person — regardless of headcount. 3. Integration leverage Roles that enable other teams to stabilize — often mid-level, never in presentations. 4. Knowledge asymmetry People who know the 10% of exceptions that keep the system stable — not the 90% that’s in manuals. 5. Decision friction reducers Individuals who solve problems before they escalate — you only notice them when they’re gone. 6. Cultural anchors People who stabilize emotional tone — especially during uncertainty. 7. System dependencies If one person understands how a legacy system actually works → that person becomes the integration critical path. Here’s the uncomfortable truth: Critical roles are rarely critical because of hierarchy. They’re critical because of dependency. And if you don’t map those dependencies early, you’re not protecting the business — you’re protecting the org chart. #CriticalRoles #WorkforceTransformation #PeopleInMA #HumanCapitalRisk #CarveOut #CarveIn #OrganizationalDesign #ResponsibilityMapping #IntegrationLeadership #DealExecution

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The strongest leaders don’t lead by control but with the courage to be human, creating the safety that allows others to show up fully and perform at their best! In this episode of DBA Chronicles, Kelly Burich, DBA, MS, CVBL, CCFP, and I sat down with Steve Winkel, D.B.A. GPHR, SHRM-SCP to explore this and so much more.

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Anyone can present appealing success metrics. If you’re not asking about the how and the why, you’re not asking the right questions. In talent acquisition, diving into methodology and nuance is key.

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#WednesdayWisdom – Organizational culture shouldn’t be left to assumptions. It must be declared, discussed, and then evaluated. In the fourth installment of this Fama Technologies Inc. video series, Kimberly Jones, PHR, PMP, Senior Director, Enterprise Talent Strategy at UC Irvine challenges TA pros to move beyond the vagueness of screening candidates for culture fit. Instead, she advocates screening for organizational capability that’s grounded in clearly defined culture anchors, transparent conversations, and thoughtful assessments. 🎥 Follow the full series: https://hubs.ly/Q03tFmzf0 📅 One week until: “AI-Era Recruiting Risks: How TA Leaders Protect Quality of Hire (and Their Jobs” Register here: https://lnkd.in/e3_DBpcG

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