What is workforce triage?

Start with the work, not a purchase category

A request often arrives with a solution already attached: hire someone, find a contractor or buy a statement of work. That tells you what the requester has in mind. It does not necessarily explain the need.

A useful starting point is the work itself: what needs to happen, who will direct it, how long it will last and what evidence will show that it is complete. Those facts help the organisation compare Permanent, Contingent, Service via SoW, Outsourcing and AI Agents.

Ask the questions that change the decision

The right questions depend on your organisation's policies and the work being requested. They should help people give the facts without requiring them to interpret procurement or employment terminology.

• What outcome or capability do we need?
• Will our team direct the work, or will a supplier manage delivery?
• Is this an ongoing need or a defined piece of work?
• What access, country-specific checks or approvals are needed?
• What would make another delivery route suitable?

Keep the reasoning with the request

A suggested route is more useful when the next person can see why it was suggested. Keep the answers, relevant rules, conflicting information and outstanding checks with the decision.

Some requests need more information or human review. A genuine tie should remain visible. A screening result is not a legal determination, and a suggested route does not replace your approval process.

How Triage fits

Triage asks diagnostic questions and applies your configured policies to suggest the next route. It can show answers that need review and carry the decision context into an agreed downstream process.

Your existing HR, procurement and workforce systems continue to run their processes. Integrations depend on the destination, permissions and configuration. You can start with one decision and connect the next system when that experience is working.

An example

A manager asks for a contractor to improve an onboarding process. If the team needs someone working under its direction, a contingent arrangement may be relevant. If a supplier will manage a defined redesign and be accountable for agreed deliverables, Service via SoW may be relevant. If the business needs continuing internal capability, a permanent role may also deserve consideration.

These are illustrative options, not a decision about a real engagement. The work arrangement, local requirements and your organisation's policies still need review.