--- title: How AI Is Reshaping Workforce Strategy description: How AI is creating the need for workforce leaders to reconsider how they distribute work between full-time employees, contingent workers and SOW work. image: https://blog.allegisglobalsolutions.com/hubfs/How%20AI%20Is%20Reshaping%20Workforce%20Strategy_Hubspot%20Image.png --- AGS Blog Header Toggle navigation [![Allegis Global Solutions](https://blog.allegisglobalsolutions.com/hubfs/ags/logos/AGS-Logo_reversed.svg) Global Workforce Management Solutions - Allegis Global Solutions](https://www.allegisglobalsolutions.com/) [Skip to Content](https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy#main-content) - [Research](https://www.allegisglobalsolutions.com/research) - [Advisory and Transformation](https://www.allegisglobalsolutions.com/advisory-and-transformation) - [Managed Services](https://www.allegisglobalsolutions.com/managed-services) toggle menu - [Managed Service Provider (MSP)](https://www.allegisglobalsolutions.com/managed-services/managed-service-provider) - [Contingent Workforce Supplier Management](https://www.allegisglobalsolutions.com/managed-services/managed-service-provider/supply-chain-management) - [Direct Sourcing Solutions](https://www.allegisglobalsolutions.com/managed-services/managed-service-provider/direct-sourcing) - [Procurement Solutions](https://www.allegisglobalsolutions.com/managed-services/procurement-solutions) - [Recruitment Process Outsourcing (RPO)](https://www.allegisglobalsolutions.com/managed-services/recruitment-process-outsourcing) - [Direct Sourcing Solutions](https://www.allegisglobalsolutions.com/managed-services/direct-sourcing-solutions) - [Capabilities](https://www.allegisglobalsolutions.com/managed-services/capabilities) - [Acumen](https://www.allegisglobalsolutions.com/managed-services/capabilities/acumen) - [Ignite Consulting](https://www.allegisglobalsolutions.com/managed-services/capabilities/ags-ignite-consulting) - [Partners](https://www.allegisglobalsolutions.com/managed-services/capabilities/partners) - [Industries](https://www.allegisglobalsolutions.com/managed-services/industries) - [Consumer and Industrial Products](https://www.allegisglobalsolutions.com/managed-services/industries/consumer-and-industrial-products) - [Healthcare](https://www.allegisglobalsolutions.com/managed-services/industries/healthcare) - [Life Sciences](https://www.allegisglobalsolutions.com/managed-services/industries/life-sciences) - [Financial Services](https://www.allegisglobalsolutions.com/managed-services/industries/financial-services) - [Information Technology](https://www.allegisglobalsolutions.com/managed-services/industries/information-technology) - [Insights](https://www.allegisglobalsolutions.com/insights) toggle menu - [Blog](https://blog.allegisglobalsolutions.com/) - [Podcast](https://www.allegisglobalsolutions.com/insights/podcast) - [White Papers](https://www.allegisglobalsolutions.com/insights/white-papers) - [Case Studies](https://www.allegisglobalsolutions.com/insights/case-studies) - [About](https://www.allegisglobalsolutions.com/about-us) toggle menu - [News & Events](https://www.allegisglobalsolutions.com/about-us/news-and-events) - [Press Releases](https://www.allegisglobalsolutions.com/about-us/news-and-events/press-releases) - [Awards](https://www.allegisglobalsolutions.com/about-us/news-and-events/awards) - [Events](https://www.allegisglobalsolutions.com/about-us/news-and-events/events) - [AGS In The News](https://www.allegisglobalsolutions.com/about-us/news-and-events/in-the-news) - [Careers](https://www.allegisglobalsolutions.com/about-us/careers) - [Contact Us](https://www.allegisglobalsolutions.com/about-us/contact-us) - [Locations](https://www.allegisglobalsolutions.com/about-us/locations) - [Search Site](https://www.allegisglobalsolutions.com/search) - Select Language Americas [English](https://www.allegisglobalsolutions.com/en) APAC [English](https://www.allegisglobalsolutions.com/en-au) EMEA [English](https://www.allegisglobalsolutions.com/en-gb) ### Stay Ahead of What’s Happening in Your Industry by Subscribing to The AGS Blog Be the first to know about trends shaping the workforce industry. When you join, you’ll get a free digital copy of “The Universal Workforce Model™: An Outcome-First Guide to Getting Work Done.” Coauthored by industry thought leaders Simon Bradberry and Bruce Morton, this book takes you on journey to harmonized workforce management.   ![UWM\_Spread (1)-min](https://blog.allegisglobalsolutions.com/hubfs/UWM_Spread%20(1)-min.png "UWM_Spread (1)-min") - [Blog Homepage](https://blog.allegisglobalsolutions.com) # How AI Is Reshaping Workforce Strategy October 16, 2026 [![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/Renee-Gorman-Headshot.png?width=40&name=Renee-Gorman-Headshot.png) By Renee Gorman](https://blog.allegisglobalsolutions.com/author/renee-gorman) [Industry Trends](https://blog.allegisglobalsolutions.com/topic/industry-trends), [Workforce Technology](https://blog.allegisglobalsolutions.com/topic/workforce-technology), [Talent Acquisition](https://blog.allegisglobalsolutions.com/topic/talent-acquisition), [Contingent Workforce](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) For decades, workforce planning followed a familiar formula. Organizations determined how many employees they needed, supplemented capacity with contingent labor when necessary and occasionally engaged consulting partners for specialized projects. [AI](https://blog.allegisglobalsolutions.com/beyond-ai-pilots-turning-workforce-decisions-into-enterprise-impact) is beginning to disrupt that model. As AI changes the nature of work, employers are reevaluating not only which skills they need, but also how they acquire and deploy those skills. The result is a growing shift toward a more intentional mix of full-time employees, contingent talent and outcome-based services. The workforce decisions organizations make today are increasingly driven by the type of work being performed rather than traditional hiring models. [![Related Article Defining Workforce Orchestration with AI from Start to Finish  ](https://no-cache.hubspot.com/cta/default/322350/interactive-224376135071.png)](https://blog.allegisglobalsolutions.com/hs/cta/wi/redirect?encryptedPayload=AVxigLJAM9%2BjbrLOZfV5zZBthj5vvG1ioe3vDSN4jAwv6SSk4B5d6mD%2FDE271gjzfqt8nvPnnBa%2BKGPTef9MtTC4%2B3XcpJT3ijR%2BKR9jZRAS0kCX98%2BmIl70bAH4962PoXrG%2FqTCvGY%3D&webInteractiveContentId=224376135071&portalId=322350) ## AI Is Redefining Work, Not Just Jobs Much of the discussion around AI focuses on job displacement or automation. In practice, the more immediate [change is happening at the task level](https://blog.allegisglobalsolutions.com/ai-and-orchestration-start-with-the-work-not-technology). AI can absorb portions of a role, such as summarizing information, drafting routine content, analyzing data or supporting decisions, while people remain accountable for judgment, context, relationships and outcomes. This means that most jobs will not change all at once. Instead, they will be redesigned as specific activities are automated, accelerated or elevated. AI is changing how work is performed in four ways: - **Automating:** Removing repetitive activities governed by rules that add limited differentiation - **Augmenting:** Helping professionals research, crate, analyze and respond faster - **Reallocating:** Shifting employee capacity toward decisions, innovation, stakeholder engagement and exception handling - **Creating:** Generating demand for capabilities such as AI governance, model oversight, data engineering, workflow design and responsible adoption The pace of this redesign is significant. [PwC’s 2025 Global AI Jobs Barometer](https://www.pwc.com/gx/en/issues/artificial-intelligence/job-barometer/2025/report.pdf) found that the skills requested in occupations exposed to AI were changing 66% faster than in occupations with less exposure. For workforce leaders, the implication is clear: planning cycles, job responsibilities and development programs must keep pace with changing work, not just headcount changes. The question is no longer "Do we need more people?" Instead, workforce leaders are asking: - Do we need institutional knowledge over the long term? - Do we need specialized expertise? - Is this a defined project initiative? - How quickly do we need to scale? The answers increasingly determine whether work is best performed by [employees](https://www.allegisglobalsolutions.com/en/managed-services/recruitment-process-outsourcing), [contingent talent](https://www.allegisglobalsolutions.com/en/managed-services/managed-service-provider) or [SOW](https://www.allegisglobalsolutions.com/en/managed-services/procurement-solutions) workers. ## Why Organizations Are Becoming More Selective About Talent Channels Historically, workforce channels were often selected through habit: full-time roles went to employees, temporary demand went to staffing suppliers and large projects went to consulting firms. That approach is becoming less effective as AI changes role definitions and budget scrutiny increases. Organizations are becoming more selective because each channel carries a different combination of cost, speed, control, risk, knowledge retention and accountability. The better question is not which channel is universally cheaper, but which model best fits the work. According to the [WEF 2025 Future Jobs Report](https://www.weforum.org/publications/the-future-of-jobs-report-2025/), leaders should evaluate factors such as expected duration, clarity of scope, scarcity of required skills, need for internal control, speed to productivity and knowledge transfer when designing their workforce strategy. Equally important is defining how success will be measured: by the time and capacity supplied, or by achieving a specific business outcome. ### Full-time Employees Roles closely aligned with long-term business strategy, proprietary knowledge, leadership responsibilities or critical operational continuity are increasingly being retained internally. Examples may include: - AI governance leaders - Workforce planning leaders - Product owners - Platform architects - Strategic program managers These positions often benefit from deep organizational knowledge and sustained investment. ### Contingent Labor Contingent talent continues to provide tremendous value where organizations need flexibility, speed or niche expertise. Common scenarios include: - Emerging technology expertise - Temporary capacity needs - Specialized technical projects - Rapid scaling initiatives However, organizations are becoming more selective about where contingent labor creates the greatest return. ### Statement of Work and Consulting Services For highly specialized workstreams, many organizations are shifting toward outcome-based engagements. A clearly written statement of work defines the business objective, deliverables, milestones, acceptance criteria, timeline, governance and commercial terms. The supplier is accountable for producing the agreed result, not simply for supplying people by the hour. This model is most effective when the desired outcome can be clearly specified, the supplier has a repeatable capability and the organization wants to transfer delivery responsibility. It is less appropriate when managers select and directly supervise individual workers or control how the work is performed. It is also less appropriate when the organization requires ongoing capacity without clearly defined deliverables. In those cases, a contingent labor model may provide greater transparency and reduce the risk of treating staff augmentation as an SOW. This approach is becoming increasingly common for: - AI implementation projects - Data modernization initiatives - Engineering programs - Large transformation efforts [According to Beeline](https://www.beeline.com/resources/five-market-shifts-reshaping-sow-management-in-2025-and-beyond), strong SOW governance therefore matters as much as sourcing. Leaders should track scope changes, milestone acceptance, total project costs, supplier performance, intellectual property ownership, knowledge transfer and the business value generated. This provides a clearer framework for evaluating when to buy an outcome, augment capacity or invest in building the capability internally. ## The Rise of Skills-Based Workforce Planning One of the most significant changes driven by AI is the shift from job-based planning to skills-based planning. While job titles describe where work sits today, they can mask the capabilities that are emerging, fading or moving between roles. A skills-based approach breaks work into technical, business and human capabilities needed to deliver it. This makes it easier to redeploy employees, target development and access external expertise. Historically, organizations hired based on job titles and prior experience. In today's hiring environment, leaders must focus less on who has held a particular role and more on who possesses the skills and capabilities needed to perform the work. Today, workforce leaders are increasingly focused on understanding: - Which skills drive business outcomes - Which skills are emerging - Which skills are becoming obsolete - Where supply and demand imbalances exist This shift allows organizations to make more informed decisions about workforce composition. For example: - **Build:** Invest in employees when capabilities are strategic, recurring, and central to institutional knowledge - **Buy:** Use contingent talent when you need a defined skill quickly or for a limited period - **Borrow:** Engage consulting or [managed services partners](https://www.allegisglobalsolutions.com/en/managed-services) when the requirement is highly specialized, outcome-focused or difficult to assemble internally - **Redeploy:** Match adjacent skills from within the organization to new work before entering the external market [LinkedIn’s 2025 research](https://economicgraph.linkedin.com/research/skills-based-resources) illustrates the potential reach of this approach, matching people by skills rather than prior job title could expand talent pools by 6.1 times globally and the AI talent pipeline by 8.2 times. The goal is not to eliminate jobs or credentials, but to make the capabilities required for the work more visible and actionable. The work remains the anchor, and the sourcing and development strategy evolves around it. ## What Does a Modern Workforce Mix Look Like? While there is no universal workforce formula, many large enterprises continue to maintain a [workforce composition](https://blog.allegisglobalsolutions.com/transforming-workforce-recruitment-with-harmonisation-of-channels) in the range of: - 70-80% Full-time Employees (FTEs) - 10-15% Contingent Labor - 5-10% Statement of Work (SOW) or Consulting Services - 1-3% Freelancers or Independent Contractors These benchmarks provide a useful reference point, but they should not be viewed as a target. Workforce composition varies significantly based on industry, business model, regulatory requirements, skill availability and the nature of the work being performed. Organizations in [technology](https://www.allegisglobalsolutions.com/en/managed-services/industries/information-technology), [life sciences](https://www.allegisglobalsolutions.com/en/managed-services/industries/life-sciences), engineering and environments undergoing significant transformation often use a larger percentage of external talent. This approach can provide specialized expertise, accelerate delivery and maintain flexibility. Rather than treating these ranges as fixed targets, organizations should adjust their workforce mix as business priorities, skill availability and the nature of the work evolve. ## What Workforce Leaders Should Be Tracking As AI adoption accelerates, workforce decisions should be informed by labor-market intelligence, not assumptions. Organizations should monitor: - **Work and task changes:** Which activities are being automated, augmented, added or shifted to higher-value work - **Skill velocity:** How quickly required skills are changing and where proficiency gaps are widening - **Talent supply and competition:** Availability, hiring demand, time to fill, wage movement and geographic concentrations - **Workforce channel (FTE, contingent, SOW) performance:** Cost, speed, quality, retention, supplier performance and conversion rates across workforce engagement models - **AI adoption and value:** Usage, cycle time reduction, quality, revenue or output per worker and the degree to which capacity is reinvested - **Risk and readiness:** Governance coverage, data access, change readiness, training completion and roles most exposed to disruption [Research from PwC](https://www.pwc.com/gx/en/issues/artificial-intelligence/job-barometer/2025/report.pdf) confirms that no single measure tells the full story. External labor-market signals should be combined with internal data on work demand, performance, mobility, learning and spend. The strongest dashboards connect these indicators to decisions. They show which capabilities to build, which markets to enter, where to redeploy talent and when to use contingent labor or an outcome-based partner. Because AI’s impact is uneven, leaders should review these signals regularly and distinguish demonstrated value from assumed productivity. ## Conclusion AI is shifting workforce planning from fixed roles and headcount targets toward a more deliberate focus on work, skills and outcomes. The strongest strategies align each need with the right talent channel, retaining strategic capabilities internally, using contingent talent for flexibility or specialized skills and engaging SOW providers for clearly defined outcomes. Success will depend less on achieving a fixed workforce ratio and more on continuously adapting the mix as business priorities, skill requirements and market conditions evolve. [![Explore Workforce AI Gain More Insights About AI Strategy and Innovations that Could Deliver Measureable Results for Your Business  ](https://no-cache.hubspot.com/cta/default/322350/interactive-224376135221.png)](https://blog.allegisglobalsolutions.com/hs/cta/wi/redirect?encryptedPayload=AVxigLLGxMzCWmq%2Bu3ndV0rUvf2YjlBB%2Bt4Rze2MuY7aQDtqhx%2BsOBFjDZ9HL8Px0Vs0FgxEmORAkocJSdjb18vydhDJUsiMRsza6XXhaKaPckqXUwb2cj%2F1DLt75D2ub0983elbUs4oROJIIlI2hI18lEMt%2BT%2FHCjS0A47cc3t%2BUFB5SegCVbIfSQqqBXEBmmiWjFrx%2FGDLNPkhOsdKK%2BA2IJKbrBrAxlU7u2WS%2B4R%2BTBnE%2F4wBWBv5HX2ve6nJwjbQz%2FPO&webInteractiveContentId=224376135221&portalId=322350)   ![subscribe](https://blog.allegisglobalsolutions.com/hubfs/subscribe.svg "subscribe") ### Insights to Stay Ahead Stay up to date with the latest trends shaping the talent industry. Get weekly insights delivered straight to your inbox. [Sign me up](https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy#open-subscribe-form) Search Search ### Related Articles [![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/Exploring%20Labour%20Market%20Trends%20in%20Eastern%20Europe%20-%20Blog%20Thumbnail.png?width=370&name=Exploring%20Labour%20Market%20Trends%20in%20Eastern%20Europe%20-%20Blog%20Thumbnail.png)](https://blog.allegisglobalsolutions.com/exploring-labour-market-trends-in-eastern-europe) [Industry Trends](https://blog.allegisglobalsolutions.com/topic/industry-trends), [Workforce Technology](https://blog.allegisglobalsolutions.com/topic/workforce-technology), [Talent Acquisition](https://blog.allegisglobalsolutions.com/topic/talent-acquisition), [Contingent Workforce](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) ##### [Exploring Labour Market Trends in Eastern Europe](https://blog.allegisglobalsolutions.com/exploring-labour-market-trends-in-eastern-europe) September 14, 2026 [![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/amy%20walker.jpg?width=25&name=amy%20walker.jpg) By Amy Walker](https://blog.allegisglobalsolutions.com/author/amy-walker) [Industry Trends](https://blog.allegisglobalsolutions.com/topic/industry-trends), [Workforce Technology](https://blog.allegisglobalsolutions.com/topic/workforce-technology), [Talent Acquisition](https://blog.allegisglobalsolutions.com/topic/talent-acquisition), [Contingent Workforce](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) *Dominic Konieczny, manager of market analytics, contributed to this report.* Eastern Europe has matured into a mid-cost,... [![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/Beyond%20AI%20Pilots%20Turning%20Workforce%20Decisions%20into%20Enterprise%20Impact%20Thumbnail.png?width=370&name=Beyond%20AI%20Pilots%20Turning%20Workforce%20Decisions%20into%20Enterprise%20Impact%20Thumbnail.png)](https://blog.allegisglobalsolutions.com/beyond-ai-pilots-turning-workforce-decisions-into-enterprise-impact) [Industry Trends](https://blog.allegisglobalsolutions.com/topic/industry-trends), [Workforce Technology](https://blog.allegisglobalsolutions.com/topic/workforce-technology), [Talent Acquisition](https://blog.allegisglobalsolutions.com/topic/talent-acquisition), [Contingent Workforce](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) ##### [Beyond AI Pilots: Turning Workforce Decisions into Enterprise Impact](https://blog.allegisglobalsolutions.com/beyond-ai-pilots-turning-workforce-decisions-into-enterprise-impact) August 17, 2026 [![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/DCE/Headshots%20and%20Signatures/Headshot_Simon-Bradberry_500x500.png?width=25&name=Headshot_Simon-Bradberry_500x500.png) By Simon Bradberry](https://blog.allegisglobalsolutions.com/author/simon-bradberry) [Industry Trends](https://blog.allegisglobalsolutions.com/topic/industry-trends), [Workforce Technology](https://blog.allegisglobalsolutions.com/topic/workforce-technology), [Talent Acquisition](https://blog.allegisglobalsolutions.com/topic/talent-acquisition), [Contingent Workforce](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) Across the workforce landscape, businesses are no longer asking whether AI has a role to play. That question has largely been... ### More topics to explore - [Contingent Workforce (86)](https://blog.allegisglobalsolutions.com/topic/contingent-workforce) - [Talent Acquisition (77)](https://blog.allegisglobalsolutions.com/topic/talent-acquisition) - [Industry Trends (70)](https://blog.allegisglobalsolutions.com/topic/industry-trends) - [Workforce Technology (34)](https://blog.allegisglobalsolutions.com/topic/workforce-technology) - [Procurement Management (17)](https://blog.allegisglobalsolutions.com/topic/procurement-management) - [Universal Workforce Model (16)](https://blog.allegisglobalsolutions.com/topic/universal-workforce-model) - [Diversity, Equity & Inclusion (5)](https://blog.allegisglobalsolutions.com/topic/diversity-equity-inclusion) Did you enjoy this article? If so, please share. [Share on facebook](http://www.facebook.com/share.php?u=https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy&utm_medium=social&utm_source=facebook) [Share on linkedin](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy&utm_medium=social&utm_source=linkedin) [Share on twitter](https://twitter.com/intent/tweet?original_referer=https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy&utm_medium=social&utm_source=twitter&url=https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy&utm_medium=social&utm_source=twitter&source=tweetbutton&text=) ![](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/Renee-Gorman-Headshot.png?width=160&name=Renee-Gorman-Headshot.png) Written by [Renee Gorman](https://blog.allegisglobalsolutions.com/author/renee-gorman) Renee Gorman is a senior manager on the Market Analytics team at AGS and a subject matter expert in labor market intelligence and workforce pricing. She specializes in translating complex market data into actionable insights that help organizations make informed decisions around talent availability, workforce strategy and pricing. Her expertise spans labor market trends, market benchmarking, talent supply and demand and skills-based workforce strategies. ![subscribe](https://blog.allegisglobalsolutions.com/hubfs/subscribe.svg "subscribe") [Subscribe](https://blog.allegisglobalsolutions.com/how-ai-is-reshaping-workforce-strategy#open-subscribe-form) ## About Us We’re the leading provider of workforce solutions. Meet Allegis Global Solutions. [About Us](https://www.allegisglobalsolutions.com/about-us) ## Contact Us A smarter way to work begins with a conversation. Let’s talk. [Contact Us](https://www.allegisglobalsolutions.com/about-us/contact-us) ## Careers Passionate about bettering the world of work? Join us. [Careers](https://www.allegisglobalsolutions.com/careers) ## Locations Global perspective, local focus. Search office locations in your country. [Locations](https://www.allegisglobalsolutions.com/about-us/locations) [Linked In](https://www.linkedin.com/company/allegis-global-solutions)[Instagram](https://www.instagram.com/careersatags/)[Facebook](https://www.facebook.com/AllegisGlobalSolutions)[Youtube](https://www.youtube.com/channel/UCTInYlMRroczeQlnxRWQwEQ)[Podcast](https://www.allegisglobalsolutions.com/workforce-insights/podcasts) ©2026 Allegis Global Solutions, an [Allegis Group](http://www.allegisgroup.com)Company. All rights reserved. - [Privacy Notices](https://www.allegisglobalsolutions.com/privacy-notices) - [CA Notice at Collection](https://www.allegisglobalsolutions.com/ca-notice-at-collection) - [CA Notice at Collection (for Employees and Job Applicants)](https://www.allegisglobalsolutions.com/en/ca-notice-at-collection-for-employees-and-job-applicants) - [Sitemap](https://www.allegisglobalsolutions.com/sitemap) - [Cookie Notice](https://www.allegisglobalsolutions.com/cookie-notice) - Manage Cookies - [Terms and Conditions](https://www.allegisglobalsolutions.com/terms-and-conditions) - [Code of Conduct](https://www.allegisglobalsolutions.com/code-of-conduct) - [1095-C Request](https://www.allegisgroup.com/en/1095-c-request) - [Mandatory Notices](https://www.allegisglobalsolutions.com/mandatory-notices) - [Employees](https://allegisintranet--simpplr.vf.force.com/apex/simpplr__app?u=/) - [India Employees](https://allegisintranet--simpplr.vf.force.com/apex/simpplr__app?u=/site/a14Rf000003qoVFIAY/dashboard) - [Canada Accessibility Notice](https://www.allegisglobalsolutions.com/canada-accessibility-notice) - Your Privacy Choices [![Allegis Global Solutions - The Human Enterprise](https://blog.allegisglobalsolutions.com/hs-fs/hubfs/ags/logos/AGS-logo-tagline.png?width=356&height=121&name=AGS-logo-tagline.png)](https://www.allegisglobalsolutions.com/)