One of the oldest and largest independent physicians associations had an opportunity to simplify and automate key member services to lower costs and improve revenue. The credentialing process, a core product offering, entailed recurring background checks and credentials verification for each physician member.
A large media & entertainment firm established aggressive goals around both Tier 1 and Tier 2 diversity spend across its enterprise. Historically, the percentage of Tier 2 diverse spend within contingent labor had consistently tracked in the upper teens. The goal was to accelerate Tier 2 diverse spend without adversely impacting supplier or candidate quality.
A large banking organization sought to broaden its diversity footprint and overall diverse spend as part of a CEO-led initiative. The program was performing effectively, with strong internal management, a rationalized supply base, and effective supplier performance management. There were no major concerns aside from the diversity spend initiative.
After a successful MSP and VMS implementation, a leading communications firm saw the opportunity to expand its program to encompass additional spend. However, the program was neither well-known nor understood internally, and the organization’s various business units had a long history of operating independently.
As part of our strategic relationship with a long-term client, we proposed outsourcing their Talent Acquisition function. The IT/professional program had shrunken considerably over the past decade, and the talent pool was not strong enough to serve internal customer needs.
The five dimensions of an effective contingent workforce programToday’s contingent workforce programs need be nimble, scalable, and effective across multiple dimensions to effectively engage with a modern, hybrid workforce.QualityIs your …
We’re intentionally committed to developing & nurturing a diverse supply baseSee how we’re helpingWe’re experts in building Tier 1 & 2 diversity, equity & inclusion programs that provide opportunities to …
The minimum level of service quality agreed upon between a staffing company and a client organization. For example, time-to-fill a job request, maximum invoice corrections in a given period, or …
Much of what gets discussed in effective staffing amounts to table stakes. Bill rates, markups, supplier rationalization, and fill ratios are all critical, but they’re not new. As a result, …
