MSP / Contingent Labor

The Contingency Cause

As the contingent labor market becomes more permanent, advice on how to improve the employee experience for these workers. By Christa Elliott It’s no secret that the face of the modern workforce is changing. Just take a look around! The younger generations are moving up, and, more importantly, today’s workers are moving away from both the office and the conventions of a full-time, 9-5 position. In fact, a 2015 report from the U.S. Government Accountability Office found that 40.4 percent of the U.S. workforce is made up of contingent workers, and this number is only growing. Bearing these facts in mind, organizations need to be able to accommodate an entirely different type of workforce—one that wants to included in company culture but that won’t be wooed by annual bonuses or the promise of a promotion. Gone are the days when hiring contract workers meant not having to offer any benefits or leaving those employee to their own devices, so where should employers begin in improving the workplace experience for contingent workers? “Employers hire contingent workers to ensure appropriate staff are available for mission-critical services and systems,” says Leanne Oatman, president of RightSourcing, which helps healthcare organizations manage contract talent.

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Data for the Win

Analytics provide key insight into contingent labor management.
Debbie Bolla
Today’s leading organizations are relying on data intelligence to drive business decisions. As the contingent labor workforce continues to grow—now reported as being around 50 percent of all workers—HR and procurement leaders understand the true value that data can reveal when it comes to managing temporary staff. In fact, according to research firm Ardent Partners’ 2016-2017 State of Contingent Workforce Management Report, 53 percent of best-in-class organizations convert contingent labor data into usable intelligence.“Accurate reporting and analytics related to cost, compliance, and quality are essential to contingent workforce program success,” says Janice Weiner, global vice president of MSP for Staff Management | SMX.

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HRO Today 2017 Resource Guide

We know that the readers of HRO Today magazine turn to us as a go-to resource in the HR industry that delivers trends, insights, and the top resources for all of their HR operations and service needs. In our annual resource guide, we aim to showcase providers and product vendors across 18 sectors of HR services.

Here, you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration and multi-process HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products.

We hope that our 2017 Resource Guide will serve you well as a starting point in your search for appropriate vendors.

View the 2017 Resource Guide here

Holistic Talent Pools

Organizations around the globe are seeing the value of managing all worker types under one approach.

By Bill Hatton

Market watchers expect non-employee talent to comprise about 50 percent of the workforce in upcoming years, and that’s one reason 95 percent of organizations currently see contingent labor as crucial to executing their business strategy, finds research firm Ardent Partners. That means the future of talent management will require visibility into a mix of contingent and permanent talent, along with specialists such as statement of work (SOW) workers. It will also further require use of technology (vendor management systems) that needs to be more and more integrated.

The promise is great: Being able to see and manage all the human capital available in an organization, as well as that talent which can be obtained, for the projects the companies need to accomplish, when they need to accomplish them, and manage them the whole way.

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2016 Baker’s Dozen Customer Satisfaction Ratings: Managed Service Programs

We rank the top providers based on customer satisfaction surveys. HRO Today's Baker's Dozen rankings are based solely on feedback from buyers of the rated services. The ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey, which we distribute both directly to buyers through our own mailing lists and indirectly by sending service providers the link to send to their clients. Once collected, response data are loaded into the HRO Today database for analysis to score each provider that has a statistically significant sample. For this survey, we required 13 responses from 10 companies. In order to determine an overall ranking, we analyze results across three subcategories: service breadth, deal sizes, and quality. Using a predetermined algorithm that weighs questions and categories based on importance, we calculate scores in all three subcategories as well as an overall score. The rankings are based on those scores. The numbers presented in the tables represent those calculated scores.

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Time To Transform

Three factors are changing managed service programs for the better. By Arkadev "Arko" Basak The managed service program (MSP) market is undergoing more rapid evolution today than it has at any time in its history. The winds of change are blowing in from different directions, fundamentally altering the nature and purpose of the MSP industry. All stakeholders in this market, whether it be organizations, MSP providers or staffing vendors, are contributing to the change and will need to embrace it as well. The biggest factors impacing the MSP market include: • Nature of talent. It is a well-known fact that people's preferences with respect to work are changing, and the contingent labor market dynamics are directly influenced by that. The proportion of contingent labor across the world is increasing as more candidates are opting out of permanent positions and as employers are seeking a more nimble workforce. The size and skill level of the contingent labor pool is changing and becoming a more important part of any organizational strategy.

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CEO’s Letter: Another Mystery Solved

At HRO Today, we are awash in research data. We receive data from our HRO Today Baker’s Dozen Customer Satisfaction surveys, our own sponsored or unsponsored research, and the research we publish for others. And, yet, one simple mystery eluded us for years. The question at hand is why have we historically seen—until last year—smaller MSP firms outperform some of the mega international staffing companies on the quality of contingent labor managed service districts. The answer was right under our noses, but we could not see. We added parameters to counterbalance for size and complexity of programs, but we still saw the gap in raw scores. We have not allowed for the ultimate explanation of why most of the smaller firms are better. And it’s simple: because they are smaller. For those who get their exercise jumping to conclusions, do not begin to rail about how impersonal large companies are. The reason exists and we implore providers to continue or begin to make the changes necessary to improve their overall service.

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Overcome HR Challenges

This year’s HRO Today Forum sessions deliver top talent and technology strategies. By Christa Elliott Technology is a driving force that helps organizations attract talent, engage employees in the HR environment, and improve business outcomes. PriceWaterCooper’s 2015 Global HR Technology survey found that 44 percent of companies leverage the cloud and SaaS technologies for HR—an 18 percent increase from 2014. And that’s only going to grow: 30 percent of companies reported that they planned to move into the cloud over the next three years. With more than 2.1 billion smartphone users, organizations are relying on mobile and cloud-based technologies as the foundation of their recruitment and engagement strategies. Job seekers and younger employees alike have come to expect company information and policies to be available anywhere, at any time. Needless to say, the ability to effectively use these tools—and to keep up with them as they continue to evolve—can be critical to an organization’s success.

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Thinking Ahead Of The Tech Curve: Holistic Strategy Thinking On Total Talent Management

Thinking Ahead of the Tech Curve By Bill Hatton Market watchers expect non-employee talent to comprise about 50 per cent of the workforce in upcoming years, and that’s one reason 95 per cent of organisations currently see contingent labor as crucial to executing their business strategy. Those statistics come from supply-management research firm Ardent Partners. That means the future of talent management will require visibility into a mix of contingent and permanent talent, along with specialists such as statement of work (SOW) workers, and will further require use of technology that needs to be more and more integrated, such as VMSs, ATSs, etc. The promise is great: Being able to see and manage all the human capital available in an organisation, as well as that talent which can be obtained, for the projects the companies need to accomplish, when they need to accomplish them, and manage them the whole way. That’s the idea, a holistic vision. Where is the market now? HRO Today Global asked the regional heads of APAC and EMEA for leading global outsourcing firm Pontoon Solutions, for their opinions on the total talent market (TTM).

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Make A Statement

How To Find – And Get The Most Out Of – The Best SOW Employees
By Belinda Sharr A new wave of workers is arriving, and they hold a Statement of Work (SOW). When companies have specific tasks that require a highly specific and often specialized set of skills, they may choose to retain SOW workers -- especially in cases where they won’t need a permanent employee long-term and the skill-set is too specialized for hire temporary ones. To find the right fit, many companies turn to managed-service providers (MSPs) to add SOW employees into the mix of contingent labor. One benefit of hiring a SOW worker is that a company can choose a highly-skilled specialist to work on a specific task that needs to be accomplished. Hiring in this way is more about employing a skill, rather than a person. And hiring a specific skill is going to require a monetary investment on the company’s end.

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