A leading business and technology services provider had historically operated its contingent labor program with limited strategic involvement and a best efforts/low cost approach to req fulfillment, supplier management, and VMS technology. The result was too many suppliers, an inefficient process, and rates that were well outside of market.
Growing and Expanding Diverse Supplier Spend
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.
Transforming and Accelerating Internal Hiring
A large media firm needed to significantly grow its internal technology group. Their internal efforts to date, coupled with various search firm engagements, had yielded minimal results to date, putting them well behind their internal hiring targets.
Becoming the #1 overall supplier in only 3 Quarters
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.
International Program Expansion
A leading insurer sought to expand its contingent labor program internationally while expanding services to include both staffing as well as services procurement (SOW spend).
Placing Senior IT Talent in a Return to Work Environment
After two years of pandemic-related remote work, a large financial institution is seeking to migrate both its full-time and contract work force to a hybrid model while minimizing attrition. This is particularly important for their IT-related work, which is based around a collaborative model.
Program Expansion to over a Dozen Business Units
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.
Scaling and Improving an Internally Managed Talent Acquisition Program
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 program
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 …