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Organizations looking to stay ahead in 2026 need more than intuition — they need insight. Our new research report, created in partnership with Everest Group, explores the five critical imperatives reshaping contingent workforce management in 2026 and beyond so leaders can focus their energy where it matters most.

Inside the report:

  • Five essential insights for CWM success
  • Clear, actionable guidance for leaders
  • Market trends and data no organization can afford to ignore

If you’re responsible for talent, procurement, HR, or running a CWM/MSP program, this is your blueprint for what’s coming — and how to get ahead.

From vision to reality: Inside AMS’s skills transformation Six months after launching our enterprise Skills platform, we’re sharing the real story: what worked, what didn’t, and what every organization needs to know before starting a skills journey.

What is inside:

  • The must-haves: data, job architecture, governance, change.
  • The watch-outs: tech limitations, resource gaps, user friction.
  • The wins: clearer career paths, better learning, stronger performance conversations.

What you’ll take away A proven view of how to embed skills across performance, learning, mobility and workforce planning -to build adoption that sticks.

Download the paper

👉 From Vision to Reality: What We Have Learned on Our Skills Transformation Journey

The rise of contingent workers is reshaping workforce strategy. As their share of the talent mix grows, ownership of contingent programs is shifting from Procurement to HR and Talent Acquisition. This paper analyzes the risks and untapped rewards of this shift and shares expert viewpoints on how organizations can manage the transition effectively.

In this paper you’ll discover:

  • Why Global 5000 companies are moving program ownership to HR/TA
  • The unique strengths Procurement and HR/TA can bring to the table
  • Best practices for initiating and managing the shift successfully

Launch faster with agile Pharma & MedTech commercial hiring strategies

Pharma and MedTech companies can’t afford delays — every day lost in commercialization impacts patients, revenue, and market share. Yet traditional recruiting models weren’t built for today’s rapid shifts in science, policy, and supply chain demands.

This whitepaper reveals how TA leaders can build agility in commercial hiring and deploy the right talent faster through modern, scalable approaches to Pharma hiring and MedTech hiring.


What You’ll Learn
Get the strategies leading organizations use to accelerate launch readiness, including how to:
• Understand the full business and patient impact of slow hiring and launch delays
• Build agility in commercial hiring through flexible, scalable talent models
• Strengthen internal mobility and unlock “skills liquidity” to fill urgent needs faster
• Reduce dependency on external hiring with structured upskilling and reskilling
• Navigate political, supply chain, and regulatory disruptions that reshape hiring demands
• Balance permanent, contingent, and project-based staffing for maximum responsiveness
• Tap global talent pipelines to anticipate future skills needs ahead of launch
• Use specialized surge capacity (like AMS’ PharmaFlexRPO) to activate hiring support within 48 hours

A new generation is about to reshape the world of work
Born into a world defined by smartphones, streaming and social media, the first wave of Generation Alpha will enter the workforce in 2026. Their lives have been shaped by instant information, algorithm driven content and blended learning environments, giving them a digital maturity unmatched by any previous generation.

By 2035, Gen Alpha is expected to represent almost one fifth of the global workforce, arriving with new expectations for technology, flexibility, wellbeing and skills development. Their entry signals a major shift for employers, requiring new approaches to talent attraction, recruitment experiences, management practices and long-term workforce planning.

This report examines how Generation Alpha will influence workplace expectations, workforce development and talent strategy, and outlines practical steps employers can take to prepare for this new cohort.

Inside the report:
• Gen Alpha will represent nearly 20% of the global workforce by 2035
• 66% are expected to work in jobs that do not exist today
• 40% expect AI and virtual tools to be central to their future roles
• Most expect hybrid or remote work as a baseline, not an optional benefit

Why it matters:
Generation Alpha will reshape how organizations attract, train and retain talent. Their expectations for technology, wellbeing and flexibility will accelerate changes already underway and demand new approaches to early career development. This report reveals what employers need to know, which capabilities must evolve and how organizations can position themselves to thrive as the next workforce generation arrives.

A changing landscape for UK employers
For years, UK businesses have relied on flexible labour models, varied job structures, and sector specific schedules to meet shifting demand.
Now, a series of employment law reforms covering zero hours contracts, agency work, sick pay, flexible work, and unfair dismissal rights is reshaping the foundations of how employers hire, manage, and support their people.

These reforms introduce new worker protections, increase compliance requirements, and change the economics of contingent labour.
From retail and hospitality to logistics, technology, and care, organisations across the UK will need to rethink planning models, review employment practices, and adapt their talent strategies to meet the new standards.

This report explores how the reforms will affect workforce operations, which sectors will face the greatest pressure, and what employers can do to prepare for the new regulatory environment.

Inside the report:
• More than 3.7 million workers in the UK are in roles that could be affected by changes to zero hours and agency work rules.
• Retail, hospitality, social care and logistics account for more than 60 per cent of zero hours roles.
• Day one unfair dismissal protections will apply to almost all new hires.
• Organisations that rely on agency labour may see planning and scheduling costs rise.

Why it matters:
Talent mobility fuels innovation and growth.
Introducing a six-figure hiring fee for international specialists risks pricing out smaller employers, slowing innovation, and driving global talent elsewhere.
This report reveals how the new visa costs could reshape U.S. competitiveness, and how organizations can adjust their workforce strategies to stay ahead in a tightening global market.

Benchmark where your GCC stands and what it needs to unlock its next stage of growth.

India’s GCCs are evolving fast — from transactional delivery centers to global capability hubs.

Your maturity today determines your ability to scale digital talent, adopt AI, build leadership density, and influence global strategy.

What you’ll get inside

A concise, data-backed assessment covering:

  • Your maturity stage: Foundation, Scaling, Portfolio Hub, or Transformation Hub
  • Key benchmarks: talent capability, digital fluency, attrition, leadership density
  • Tech readiness: AI/ML use cases, DevSecOps maturity, automation adoption
  • TA performance: time-to-fill, CX, offer rates, DEI representation
  • Governance strength: global influence, agile TA models, ESG integration

Who should download

GCC leaders looking to:

  • Build next-gen workforce capabilities
  • Strengthen TA maturity and digital readiness
  • Improve governance and enterprise visibility
  • Prepare for AI-enabled GCC evolution

Unlock the full assessment

Get the complete maturity framework and benchmarks to plan your next stage of growth.

The demand for transparency is rising.

Despite equal pay being a founding EU principle, women across the EU still earn on average 12% less per hour than men. This gap not only impacts earnings today but widens into a 26% pension gap over a lifetime. The EU Pay Transparency Directive introduces a new era of openness designed to close these gaps and drive meaningful progress on workplace equality.

This report examines the Directive’s key requirements, the organizational challenges ahead and how employers can use transparency to strengthen trust, fairness and competitiveness.
Inside the report:

  • What the new Directive requires; from salary range disclosure to shifting the burden of proof in pay disputes.
  • Which organizations must report on gender pay gaps and how often.
  • How unexplained pay gaps of more than 5% will trigger a mandatory joint pay assessment.
  • Why transparent pay practices are becoming essential for both compliance and talent retention.

Why it matters:

The gender pay gap remains one of the most persistent barriers to workplace equality. Without action, pay inequities continue to impact financial security, engagement and long-term career progression. The Directive compels employers to rethink how they structure, communicate and justify pay, moving towards clear, skill-based and objective criteria.

This report breaks down the implications for employers, the cultural shifts required and what organizations must do now to prepare for the 2026 implementation deadline.

The rising price of global talent

For decades, the H-1B visa program has been a lifeline for U.S. employers filling high-skill roles that the domestic workforce cannot supply.
Now, a new one-time $100,000 fee on first-time H-1B petitions is changing the economics of hiring and forcing businesses to rethink how and where they build critical talent pipelines.
From startups to global enterprises, this cost barrier threatens to deepen skills shortages, limit access to international expertise, and accelerate offshoring.
This report examines how the policy change will reshape workforce strategies across industries, and what employers can do to adapt.

Inside the report:

  • Professional, scientific, and technical services accounted for 48% of all 2024 H-1B approvals
  • Nearly half of H-1B recipients held a master’s degree, highlighting the program’s advanced skill base
  • More than half of U.S. unicorns were founded by immigrants, underscoring the link between openness and innovation
  • Smaller employers face the greatest pressure as rising costs limit access to international talent

Why it matters:

Talent mobility fuels innovation and growth.
Introducing a six-figure hiring fee for international specialists risks pricing out smaller employers, slowing innovation, and driving global talent elsewhere.
This report reveals how the new visa costs could reshape U.S. competitiveness, and how organizations can adjust their workforce strategies to stay ahead in a tightening global market.

The world of managing contingent workers has changed forever and employers are aware that they can no longer rely on traditional methods of attracting and retaining non-permanent workers. This paper introduces what forward-thinking companies must accomplish to transform the ways they attract and retain critical top talent.

Read this paper to learn about:

  • The current contingent workforce landscape
  • A review of traditional MSPs today and why they fall short
  • Questions TA leaders must ask in evaluating their current hiring models
  • Key considerations for bringing contingent hiring in-house
  • A case study on how a hospitality giant saved $10M in 18 months using direct sourcing

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