Making the Transition to MSP 2.0

Size: px
Start display at page:

Download "Making the Transition to MSP 2.0"

Transcription

1 PERSPECTIVE ARTICLE Making the Transition to MSP 2.0 From Implementation Impressario to Innovation Incubator

2 Is Your MSP a Strategic Partner or a Tactical Solutions Provider? A discussion on the changing significance of managed services providers today. MSPs establish the foundational structure and governance that empower contingent workforce programs. They implement protocols, manage technology and mitigate risk. They drive measurable and impactful results. As programs mature, however, the MSP should evolve from tactician to strategist, partnering with their client to transform program excellence into competitive advantage. Milestones Managed Services Provider (MSP) programs are both widespread and mature. Staffing Industry Analysts (SIA) reports that 63 percent of respondents in its latest buyer survey use an MSP to manage their contingent workforce programs. More than 50 percent of those programs have been in place for more than three years. Total MSP/VMS (Vendor Management System) spend under management has reached $100 billion. The contingent workforce is increasing in size and importance (and competitiveness) within the overall workforce. Not only does it represent the fastest growing segment of the U.S. labor force since the end of the recession, Aberdeen Group predicts contingent labor will comprise more than 27 percent of the average organization s workforce by Given these compelling trends, it is critical that a maturing MSP make the leap from implementation impresario to innovator, continuing to uncover strategic opportunities to generate new and ongoing value for workforce management programs. Additionally, with a widespread talent shortage (especially in IT and health-related industries), there is an increased focus on leveraging your MSP for total talent acquisition and globalization purposes. MSP 2.0 Planning Roadmap/Timeline 3 years or longer, matches the organization s strategic plan We ve worked diligently to make sure our MSP knows what our strategic people plan is and how they will contribute. Signs of MSP Program Maturity Pioneering MSPs provided implementation of a program, VMS technology management and some risk mitigation. As they gain traction and experience, MSPs should expand their role to serve as global advisors, becoming more integrated in a total talent management strategy. The journey to program maturity represents a progression from tactical solutions to strategic talent advantage to transformational workforce performance. A forward-focused MSP partner should be uncovering opportunities for ongoing cost savings, leveraging workforce analytics and blueprinting timely strategic growth for both geographic reach and solution coverage. Once all the low-hanging fruit of the early-stage MSP is picked, i.e., immediate cost savings and process efficiencies/vms automation, today s provider should continue to bring value by exploring the maturity road map with a future design in mind, as workforce utilization evolves and your corporate strategies change. For example, a forward-focused MSP partner should be uncovering opportunities for ongoing cost savings, leveraging workforce analytics and blueprinting timely strategic growth for both geographic reach and solution coverage. According to Aberdeen Group s 2012 Contingent Workforce Management Report, best-in-class mature programs share the following two characteristics: 73 percent provide a higher likelihood of proactive strategic planning and budgeting for future projects. 63 percent use analytics to view contingent workforce spending in real-time to measure against corporate budgets. 2

3 At the beginning of an engagement, the focus is on implementation of the classic temporary workforce and securing high program adoption rates and cost savings/ containment. During this early stage (typically days post go-live), governance protocols are established, performance measures created and early metrics evaluated. Other critical path items may consist of establishing core policies, standard operating procedures (SOPs) and supply base studies for misclassification and early optimization. Program processes are then evaluated and adjusted, focusing on hiring manager engagement and satisfaction. Ongoing metrics or service level agreements (SLAs) and key performance indicators (KPIs) are agreed upon, in order to benchmark the MSP s results against previously established goals. So, once MSP programs have firmly established MSP 1.0 procurement protocols, policies and process standardization to mitigate risk and manage costs in contingent workforce management, what s next in terms of value generation? Top Priorities for Contingent Workforce Management Source: Aberdeen Group, August 2013 MSP 2.0 Talent Pools Skills Inventory Strategic capabilities gathered and analyzed at a group level Our MSP helps us make better business decisions because they inventory competencies of all our non-employee talent pools. For ease of comparison within this paper, an organization s initial partnership with an MSP is referred to as MSP 1.0; the MSP which continues to grow, add value and stretch the limits of the typical managed services engagement standard is referred to as MSP 2.0. Inaugural MSP or MSP 1.0 Many programs tend to get mired in a continuous cycle of improving operational performance. Not a bad place to be, but it represents a plateau that can stall forward momentum. Your MSP partner should continuously identify new opportunities for improvement, even within the first three months after the initial program is live. MSP 2.0 and Beyond Great starters sometimes run out of steam. Just as some people are great at getting new projects off the ground, some MSPs are implementation impresarios, but are challenged to take maturing programs to the next level. This is true of both internally run, as well as externally managed MSPs. Typically, the core objectives of MSP 1.0 during implementation are: Adoption and steady state satisfaction with key user groups Hard and soft savings identified Visibility into non-employee spend Quality processes and talent improvement MSP 2.0 Terminology Evolution Explore, Design (not measure or calculate ) Our MSP team is included in our strategic people planning when we design and explore new ideas. Compliance and risk mitigation activities introduced 3

4 The initial job of every MSP is to ensure the solution delivers expected benefits and satisfaction levels are met. The original RFP for a centralized contingent workforce program outlines clear objectives for the program, and the contract between the client and the MSP defines minimal service levels. Typical SLA Metrics Placement Timing Rate Compliance Initial Placement Quality Retention Rate On-Time Fill Percentage On-boarding Compliance Short Listing Effectiveness Client Program Satisfaction (1 year survey) Second-Tier Minority Spend The MSP begins implementation with those goals in mind. It pursues compliance with established KPIs and SLAs, savings targets, legislative mandates and company policies. Achieving program goals, however, requires a good deal of down-in-the-trenches execution. Early on, quarterly updates tend to get bogged down in a review of operational efficiencies, a restatement of issues, challenges and risks, and a report card on supplier optimization. Avoiding the Innovation Plateau After a year or two, every MSP program should reach a steady state. Your MSP partner should be doing more than reporting progress at quarterly business reviews. While an MSP should always work to improve the current state, sometimes too much focus on operational oversight rather than strategic progression can lead to programs that grow stagnant. The MSP that is too headsdown, handling today s tactical challenges, cannot stay on top of industry advances. This is especially true of internally managed programs. In our experience, companies using this model miss out on both MSP 1.0 and 2.0 benefits. They are too isolated to stretch beyond tactical operational excellence to reach strategic excellence. The MSP brings experience and a continuously expanding body of knowledge that can rarely be duplicated by programs managed in-house. Insourced MSP programs start with industry best practices but can grow insular, losing touch with industry advances as workforce strategies continue to evolve in line with the metamorphosis of the workforce itself. It may be uncommon for an MSP to proactively uncover blemishes that suggest the need for a phase 2 program, but your MSP should be a trusted advisor that serves as a vanguard, spearheading transformational initiatives that completely reconfigure the value proposition of a contingent workforce program. If your MSP is not a source for leading strategic initiatives that will help you win the talent wars, consider a change. Many companies are investigating second-generation programs as their original providers, while adequate in the initial stages of program implementation, are now resting on their laurels, neither expanding the program nor delivering new and innovative ideas. Restating MSP Program Objectives Managing a dynamic workforce acquisition program requires, at a minimum, a restatement of goals and an adjustment to current service levels, SOPs, rate management and supply base. Beyond that, a value-based MSP must do more. It should track what the industry is doing how the economy dictates the availability of top talent new trends in workforce management. MSP 2.0 Data Inputs Wide range of internal and external data sources demographics, business strategies, global trends, etc. Our MSP uses a wide range of data inputs to help us know the most optimal way to engage talent. The list is extensive. Can your MSP deliver new competitive advantage in the marketplace through contingent workforce analytics and innovative solutions for direct hire, SOW, IC? How about business process outsourcing and consulting engagements? 4

5 The Evolution from Tactician to Strategist to Transformation Driver: MSP 2.0 Today, leading-edge MSPs partner with forward-thinking companies to introduce innovative practices and new strategic initiatives designed to ensure continuing value generation. They can serve as guide and facilitator as you explore the opportunities inherent in total talent management. And there are opportunities aplenty to improve talent acquisition and workforce management programs. When Aberdeen Group took a close look at the current state of contingent labor management strategies and solutions earlier this year, it found that only about 27 percent of companies are actively engaged in a total non-employee talent management strategy that includes traditional staff augmentation, statement of work/ services procurement, independent contractors and consultants. In contrast to the more tactical objectives of MSP 1.0, we are suggesting that MSP 2.0 pursue a more strategic approach, characterized by exploration, dynamic design and transformation by: Aligning a changing talent strategy and overall client goals for - Globalization - Total talent management and workforce mix modeling - Synergy between HR, procurement and business units Optimizing technology Integrating predictive contingent workforce analytics (CWA) Enhancing solution and strategic growth Maximizing risk mitigation, i.e., ID management and enhanced on/off-boarding Analyzing the true costs of output Reviewing new models for pricing Question the return on your investment in relation to your current MSP. What may have worked for your company three years ago may need resuscitation or at least a bit of renegotiation. MSP 2.0 programs evolve the solution to meet new and changing organizational needs, economic forecasts and talent trends, strategy alignment and globalization. They assess and recommend program efficiencies and consider VMS technology maturity. They introduce innovative services through a focus on strategy, planning and longterm optimization. They showcase your company brand and identify your company as a choice destination for the contingent workforce. When your MSP is a true consultant and strategic partner rather than a tactical solutions provider, you open up opportunities for greater overall value generation, increasing your ability to successfully win the global war for talent. MSP 2.0 Talent Outputs Enterprise HR/people strategies Our MSP is aligned with our overarching people strategy and anticipates our future talent needs. Since 1998, Bartech has been providing managed services provider solutions. In order to expand our client portfolio with new engagements and deliver new value to current clients, we have driven our own programs to evolve from implementation excellence to the introduction of new standards for innovative and strategic solutions. Forecasting the future state of workforce management is a tough assignment, but as a strategic partner, we know that sustained client value is only possible when we creatively transform a tactical req to check service offering into a long-term, total talent management solution. About Bartech Bartech is an industry-leading professional services firm, delivering workforce and enterprise staffing solutions to Global 1000 firms. Managing more than $2.5 billion in annualized spend, Bartech helps clients improve their market position through greater efficiency, transparency and reduced operational risks. With a 36-year proven track record, Bartech continues to receive top industry recognition for its global solutions. Learn more at. 5

6 Established in 1977, Bartech is an industry-leading professional services firm delivering workforce and enterprise staffing solutions to global firms. Today we bill $2.5 billion in revenue for clients worldwide who trust us to design, execute and manage sophisticated workforce management solutions, large-scale staffing engagements and strategic business process outsourcing (BPO) and consulting engagements Franklin Road, Suite 600 Southfield, MI Bartech

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?

More information

Risk Mitigation: The X Factor in Contingent Workforce Management

Risk Mitigation: The X Factor in Contingent Workforce Management Risk Mitigation: The X Factor in Contingent Workforce Management Perspective Article In this perspective article, Bartech the leading workforce management solutions provider examines the pivotal role of

More information

better people in a better way sales@pontoonsolutions.com

better people in a better way sales@pontoonsolutions.com Value of a Managed Service Provider (MSP) July 2015 better people in a better way +1 855.881.1533 sales@ better people in a better way Value of a Managed Service Provider Borrowing a quote from Benjamin

More information

THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management

THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management WHITE PAPER: THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management February 2014 Powering the future of business and work WHITE PAPER: THE

More information

Contingent Labor Management

Contingent Labor Management The Evolution of the Contemporary Contingent Workforce May 2011 Christopher J. Dwyer ~ Underwritten, in Part, by ~ Page 2 Executive Summary The contemporary contingent workforce has undergone an evolution

More information

VMS OVERVIEW AND INDUSTRY TRENDS. May 29th, 2014

VMS OVERVIEW AND INDUSTRY TRENDS. May 29th, 2014 VMS OVERVIEW AND INDUSTRY TRENDS May 29th, 2014 INTRODUCTION Brian Hoffmeyer VP Product Marketing» 9 + years at IQNavigator» Product Marketing and Management, Professional Services, Industry Solutions

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

Part 2: sourcing models

Part 2: sourcing models The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components

More information

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12 THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity The Evolution of Total Talent Management Speakers: Barry

More information

Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce.

Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce. Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce. Take a smarter approach to managing your contingent workforce and services procurement programs. FIELDGLASS Manage

More information

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs The Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs s Baker s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

Take Your Program to the Next Level: Build a Plan for Continuous Improvement. Webinar Q&A Updated: May 17, 2012

Take Your Program to the Next Level: Build a Plan for Continuous Improvement. Webinar Q&A Updated: May 17, 2012 Take Your Program to the Next Level: Build a Plan for Continuous Improvement Webinar Q&A Updated: May 17, 2012 Q: Our company has a highly successful MSP/VMS program in terms of performance, visibility

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

Workshop RPO: Why You Should Care and What You Should Do

Workshop RPO: Why You Should Care and What You Should Do Tuesday 4:45 pm Veranda C Workshop RPO: Why You Should Care and What You Should Do Stephen M. Clancy, Director, Contingent Workforce Strategies and Research, Staffing Industry Analysts Over the past decade,

More information

Providing the staffing solutions you need with the flexibility you want

Providing the staffing solutions you need with the flexibility you want International IT Staffing, Business Change & Project Solutions Experts Providing the staffing solutions you need with the flexibility you want WWW.GIBBS-S3.COM GIBBS S3 Providing the staffing solutions

More information

The Future of Workforce Management and Buyer Perspectives

The Future of Workforce Management and Buyer Perspectives The Future of Workforce Management and Buyer Perspectives Bryan T. Peña, CCWP Vice President, Contingent Workforce Strategies and Research bpena@staffingindustry.com What is the future of work? 2015 by

More information

Make Global Recruiting a Winning Strategy

Make Global Recruiting a Winning Strategy Make Global Recruiting a Winning Strategy A ManpowerGroup TM Solutions White Paper Make Global Recruiting a Winning Strategy Today s global workforce is on the move like never before. Macro-economic forces,

More information

A Collaborative Approach to Creating an Agile Workforce

A Collaborative Approach to Creating an Agile Workforce A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your

More information

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful

More information

2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs 2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs We rank the top providers based on customer satisfaction surveys. By The Editors HRO Today s Baker s Dozen rankings are based

More information

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers 5 myths of supplying talent through a third-party provider model A guide for third-party talent managers and suppliers Thorsten Koletschka /02 Suppliers that play a proactive part to deliver genuine talent

More information

Build or Buy? Direct Sourcing and Internal MSPs: Is Going it Alone Worth it?

Build or Buy? Direct Sourcing and Internal MSPs: Is Going it Alone Worth it? MONDAY 3:15 4:15 PM DALLAS B Concurrent Session: Innova&on Build or Buy? Direct Sourcing and Internal MSPs: Is Going it Alone Worth it? Moderator: Bryan Peña, VP, Con0ngent Workforce Strategies and Research,

More information

The Fundamentals of Managed Service Provider (MSP) Programs

The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 The Fundamentals of Managed Service Provider (MSP) Programs Part 2: Sourcing Models kellyservices.com Table of Contents Introduction / 3 01 Is it a Sourcing Model, or an MSP? / 4 Master Vendor

More information

MOVING BEYOND BIG BUSINESS:

MOVING BEYOND BIG BUSINESS: MOVING BEYOND BIG BUSINESS: Changing Market Dynamics Drive Emergence of MSP Solutions for Lower-Volume Programmes Sean Garbett General Manager, Europe TAPFIN Introduction Managed Service Provider (MSP)

More information

Best Practices of the Most Effective Workforce Management Solutions

Best Practices of the Most Effective Workforce Management Solutions White Paper Recruitment Process Outsourcing Best Practices of the Most Effective Workforce Management Solutions MSP or Contractor RPO? Today, organisations recognise that managing their contingent workforce

More information

mitigating and managing risk

mitigating and managing risk mitigating and managing risk contingent labor: What C-Level Executives Should Know Eric s. williams Global companies are increasing their reliance on contingent labor but failing to use the same standards

More information

Resource Manager Service for provision of ICT contractors CPO 798-11

Resource Manager Service for provision of ICT contractors CPO 798-11 Resource Manager Service for provision of ICT contractors CPO 798-11 Whole-of-government procurement arrangement Briefing for suppliers QGCPO Department of Housing and Public Works Key messages Consultation

More information

Your Workforce is Changing and So is the way. You Manage it

Your Workforce is Changing and So is the way. You Manage it Optimizing a contingent workforce is humanly possible Managed Service Provider Your Workforce is Changing and So is the way You Manage it In a fast-paced, unpredictable marketplace, organizations must

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Extending Contingent Workforce Management (CWM) ROI with Services Procurement Management

Extending Contingent Workforce Management (CWM) ROI with Services Procurement Management Extending Contingent Workforce Management (CWM) ROI with Services Procurement Management A TAPFIN White Paper a Extending Contingent Workforce Management (CWM) ROI with Services Procurement Management

More information

UNLOCKING THE VALUE OF THE TOP SUPPLIERS

UNLOCKING THE VALUE OF THE TOP SUPPLIERS UNLOCKING THE VALUE OF THE TOP SUPPLIERS THE POWER OF OPTIMIZING YOUR TALENT SUPPLY CHAIN TOM TISDALE TABLE OF CONTENTS 3 Introduction 4 Analytics considers the continuous flow of talent through a business

More information

The Keys to Successful Service Level Agreements Effectively Meeting Enterprise Demands

The Keys to Successful Service Level Agreements Effectively Meeting Enterprise Demands A P P L I C A T I O N S A WHITE PAPER SERIES SYNTEL, A U.S.-BASED IT SERVICE PROVIDER WITH AN EXTENSIVE GLOBAL DELIVERY SERVICE, SUGGESTS SPECIFIC BEST PRACTICES FOR REDUCING COSTS AND IMPROVING BUSINESS

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

Rethinking Talent Management: Where Do We Go from Here?

Rethinking Talent Management: Where Do We Go from Here? LEADING THE WAY IN SPECIAL ADVERTISING SECTION Rethinking Talent Management: Where Do We Go from Here? O BY Is the Great Recession finally over? While economists argue both sides, one thing is certainly

More information

CUSTOMER SUCCESS STORIES

CUSTOMER SUCCESS STORIES [ Applications Development, MSO ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Financial Services Client Revenue: The parent company holds more than $340 billion in assets

More information

The 2014 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

The 2014 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs The 2014 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs By The Editors HRO Today s Baker s Dozen rankings are based solely on feedback from buyers of the rated services. The ratings

More information

Recruitment Software 101

Recruitment Software 101 Recruitment Software 101 What is Talent Acquisition? Once upon a time, personnel departments existed to simply find warm bodies to fill vacancies. Today, the best companies realize that success requires

More information

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY CONTENTS p3 p4 p6 Introduction The problems with forecasts Accessing just-in-time talent p10 Beware the

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus NEAT EVALUATION FOR KELLYOCG: MSP Market Segment: Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for MSP (Wider Talent Management focus market segment).

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

TARGETING RECRUITMENT PROCESS OUTSOURCING

TARGETING RECRUITMENT PROCESS OUTSOURCING TARGETING RECRUITMENT PROCESS OUTSOURCING NelsonHall HR Outsourcing Subscription Service 1 Definition of Recruitment Process Outsourcing (RPO) Recruitment Process Outsourcing is the transfer of operational

More information

Managing Today s Professional Services Organization

Managing Today s Professional Services Organization Managing Today s Professional Services Organization How to Improve Efficiency and Increase Profits As today's global economy mandates higher levels of management and corporate efficiencies, the diverse

More information

Talent DNA that drives your business

Talent DNA that drives your business Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment

More information

HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT

HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT Copyright 2015 Harvard Business School Publishing. sponsored by HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT AS MARKETS,

More information

Managed Service Providers for Mid-Sized Companies:

Managed Service Providers for Mid-Sized Companies: Managed Service Providers for Mid-Sized Companies: How companies spending less than $100 million a year on contingent labor can achieve greater efficiency, compliance and cost savings. 2013 Monument Consulting.

More information

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013 Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent

More information

Randstad Managed Services A better brand of managed services

Randstad Managed Services A better brand of managed services Randstad Managed Services A better brand of managed services Staffing procurement plus. In today s world of work, contingent staffing has become a function of both Human Resources and Procurement, reflecting

More information

Operations Excellence in Professional Services Firms

Operations Excellence in Professional Services Firms Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

QUICK FACTS. Mitigating Co-employment Risk for a Global Interactive Entertainment Company TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES

QUICK FACTS. Mitigating Co-employment Risk for a Global Interactive Entertainment Company TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES [ Information Technology, Managed Services Offering ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES QUICK FACTS Client Profile Industry: Media, entertainment and gaming Revenue: More than $4 billion

More information

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP?

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:

More information

Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry

Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry A ManpowerGroup TM Solutions TAPFIN Technical Brief Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry Contingent Workforce Program Management: Global Considerations

More information

AMN Healthcare Investor Presentation

AMN Healthcare Investor Presentation AMN Healthcare Investor Presentation Q2 2015 The Innovator in Healthcare Workforce Solutions and Staffing Services Forward-Looking Statements This investor presentation contains forward-looking statements

More information

strategic workforce planning: building blocks to success

strategic workforce planning: building blocks to success strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking

More information

Contingent Workforce Programs at Monsanto: A Story of Program Evolution

Contingent Workforce Programs at Monsanto: A Story of Program Evolution Contingent Workforce Programs at Monsanto: A Story of Program Evolution Who is Monsanto? Monsanto is a sustainable agriculture company. We deliver agricultural products that support farmers all around

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

RPO Market Dynamics and Key Trends. September 25, 2012

RPO Market Dynamics and Key Trends. September 25, 2012 RPO Market Dynamics and Key Trends September 25, 2012 Agenda Introduction RPO market Overview and key trends Relative assessment of ManpowerGroup s RPO capabilities Q&A Appendix Everest Group PEAK Matrix

More information

Show your value, grow your business:

Show your value, grow your business: Show your value, grow your business: A SUPPLIER GUIDE TO MOVE FROM A TRANSACTIONAL PROVIDER TO A STRATEGIC PARTNER KAREN A. CALINSKI INTRODUCTION /02 At KellyOCG we take a holistic approach to talent sourcing

More information

Achieving high performance in the media and entertainment industries through application outsourcing

Achieving high performance in the media and entertainment industries through application outsourcing Achieving high performance in the media and entertainment industries through application outsourcing Companies operating in today s global commerce rely on business application systems to energize supply

More information

The what, why, when and how of Strategic Workforce Planning

The what, why, when and how of Strategic Workforce Planning Future-proof your workforce The what, why, when and how of Strategic Workforce Planning Susan DeFazio Table of contents 3 Introduction 5 What does good SWP look like? 7 Why SWP matters to risk & operational

More information

Numbers behind HR. Benchmarking. Workforce analytics

Numbers behind HR. Benchmarking. Workforce analytics Numbers behind HR Benchmarking 7 8 Workforce analytics 8 Workforce Analytics For several years, organizations have focused on the tactical information HR needs, and they ve used technology to drive it.

More information

The Next Generation of VMS Technology. Underwritten by:

The Next Generation of VMS Technology. Underwritten by: The Next Generation of VMS Technology Underwritten by: Christopher J. Dwyer Research Director Ardent Partners February 2014 REPORT SPONSORSHIP 1 The views and opinions in this report represent those of

More information

Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015

Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015 Managed Service Provider (MSP) Service Provider Landscape with PEAK Matrix Assessment 2015 Managed Service Provider (MSP) Market Report: December 2015 Preview Deck Our research offerings for global services

More information

Enabling HR service delivery

Enabling HR service delivery Enabling HR service delivery Cloud HR 9 10 HR shared services and Outsourcing Global privacy and Security 11 12 Social media 10 HR Shared Services and Outsourcing Has your organization implemented service

More information

The Advantages of Project Management in Software Development

The Advantages of Project Management in Software Development Project Management in Software Development Taking the Complexity Out of June 2012 Nick Castellina, Nuris Ismail Project Management in Software Development: Taking the Complexity Out of In a survey conducted

More information

Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape

Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape EXECUTIVE SUMMARY Recruitment process outsourcing (RPO) has undergone a transformation. What once was a function focused

More information

S T R A T E G I C P A R T N E R S H I P D A T A, N E T O W R K S P E O P L E, P R O C E S S, T E C H N O L O G Y, Europe

S T R A T E G I C P A R T N E R S H I P D A T A, N E T O W R K S P E O P L E, P R O C E S S, T E C H N O L O G Y, Europe S T R A T E G I C P A R T N E R S H I P WHERE INNOVATION BEGINS Web-enabled, transparent, optimized business processes, extensive data analytics, continuously innovated business solution for the P&C /

More information

Managing Today s Professional Services Organization

Managing Today s Professional Services Organization Managing Today s Professional Services Organization How to Improve Efficiency and Increase Profits As today's global economy mandates higher levels of management and corporate efficiencies, the diverse

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

Vendor Management Program Office Onshore or offshore?

Vendor Management Program Office Onshore or offshore? Vendor Management Program Office Onshore or offshore? Deloitte s previous article 1 discusses the five most common challenges which have prohibited clients from optimizing their Vendor Management (VM)

More information

Is an MSP right for your company?

Is an MSP right for your company? Is an MSP right for your company? A MSP of one type/model or another should be a beneficial solution for nearly any organization, even one that spends as little as $5 million annually. It s all about aligning

More information

Topic: Managed Service Provider (MSP) Mastering the Winds of Change

Topic: Managed Service Provider (MSP) Mastering the Winds of Change Topic: Managed Service Provider () Mastering the Winds of Change Market Report: October 2013 Preview Deck Our research offerings for global services Subscription information The full report is included

More information

Integrating Contingent Labour into Strategic Workforce Planning

Integrating Contingent Labour into Strategic Workforce Planning Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry

More information

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS

White Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the

More information

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud D R A F T Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud April 5, 2012 Oracle is currently reviewing the existing Taleo product roadmap

More information

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls WHO IS KELLY? Since 1946, Kelly has grown to be a global leader in delivering workforce solutions. Revenue exceeds US$5.6 b EMEA AMERICAS

More information

Service Process Optimization through Services Automation and Global Strategic Sourcing

Service Process Optimization through Services Automation and Global Strategic Sourcing Service Process Optimization through Services Automation and Global Strategic Sourcing A White Paper by Lawson Software and neoit Introduction: The Changing Role of IT............................2 Key

More information

Managed Solution. for Staffing Industry

Managed Solution. for Staffing Industry Managed Solution for Staffing Industry Abstract As staffing industries are being challenged with revenue growth, the focus area for them is to reduce their back office costs continually, streamline the

More information

Industry Insight: Performance Management

Industry Insight: Performance Management Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures

More information

Recruitment Process Outsourcing (RPO)

Recruitment Process Outsourcing (RPO) Recruitment Process Outsourcing (RPO) Successful organisations need to proactively attract and retain high quality talent. When time is limited, outcomes are imperative and costs are a factor, outsourcing

More information

CAN T WE JUST OUTSOURCE IT? Outsourcing has its place. Know what it takes to get it right.

CAN T WE JUST OUTSOURCE IT? Outsourcing has its place. Know what it takes to get it right. leading thoughts / nov 2013 CAN T WE JUST OUTSOURCE IT? Outsourcing has its place. Know what it takes to get it right. By Lori Bocklund, Strategic Contact Inc. Pipeline Articles www.contactcenterpipeline.com

More information

White Paper Preparing Your Contact Centers for the Customer Experience Tsunami. Transforming Passion into Excellence

White Paper Preparing Your Contact Centers for the Customer Experience Tsunami. Transforming Passion into Excellence Preparing Your Contact Centers for the Customer Experience Tsunami Executive Summary Recently, Gartner surveyed 315 international companies with revenues of at least $500 million across the financial services,

More information

Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe

Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe The European Union s (EU) largest employers have

More information

IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October 2 2008

IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October 2 2008 IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October 2 2008 Jan Duffy, Research Director Industry Insights Agenda About IDC Insights Today s organizational complexities

More information

2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs 2015 Baker s Dozen: MSP 2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs We rank the top providers based on customer satisfaction surveys. By The Editors HRO Today s Baker s Dozen

More information

Workforce Management: Controlling Costs, Delivering Results

Workforce Management: Controlling Costs, Delivering Results Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer

More information

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE According to Careerbuilder s national survey, employers recently indicated that contingent hiring is expected to increase 10 percent

More information

EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS

EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS TERRA FIRMA, AUGUST 2013 Leading organisations have understood for some time that active vendor management, as opposed

More information

Organization transformation in times of change

Organization transformation in times of change Organization transformation in times of change Insurance is sold, not bought is a phrase of unknown attribution, but common wisdom for decades. Thus, insurers and most financial services organizations

More information

Best-in-Breed P2P Automation:! A PwC Perspective! Best of Breed P2P Automation PwC

Best-in-Breed P2P Automation:! A PwC Perspective! Best of Breed P2P Automation PwC Best-in-Breed P2P Automation:! A Perspective! Best of Breed P2P Automation 1 Managing Director, US Leader Shared Services and Outsourcing Advisory, Founder and President, Direct Commerce We frequently

More information

Workforce Planning & Analytics: Advancing Your Organization s Capability

Workforce Planning & Analytics: Advancing Your Organization s Capability Workforce Planning & Analytics: How to Create or Advance Your Organization s Ability to Generate Actionable Workforce Insight Presented by Al Adamsen al.adamsen@talentstrategyinstitute.com 415-652-2745

More information

Consulting Services Portfolio IT SERVICES PROVIDER

Consulting Services Portfolio IT SERVICES PROVIDER Consulting Services Portfolio IT SERVICES PROVIDER IT SERVICES PROVIDER Not so long ago, presence at a low cost delivery location was good enough for a company to penetrate and succeed in the IT outsourcing

More information

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience Onboarding Benchmark Report Technology Drivers Help Improve the New Hire Experience August 2006 Executive Summary Key Business Value Findings First impressions last. Future-looking companies recognize

More information

Winning The Modern Day Talent Wars: How Top Enterprises Are Building An On- Demand Workforce

Winning The Modern Day Talent Wars: How Top Enterprises Are Building An On- Demand Workforce Sponsored by: Winning The Modern Day Talent Wars: How Top Enterprises Are Building An On- Demand Workforce Presented by: Dawn McCartney Director, Contingent Workforce Strategies & Research Staffing Industry

More information

HCL Member Experience Management

HCL Member Experience Management HCL Member Experience Management Author: Ajit Sahai Saxena ADDITIONAL INPUTS: RAM ANANTHASUBRAMONY, HEALTHCARE (PAYER) PRACTICE whitepaper dec 2013 MEMBER EXPERIENCE MANAGEMENT STRATEGIZE AND IMPLEMENT

More information

Information Technology Integration Putting IT to work in driving deal success

Information Technology Integration Putting IT to work in driving deal success February 2013 A publication from PwC's Deals M&A Integration practice Information Technology Integration Putting IT to work in driving deal success At a glance Research consistently shows that integrating

More information