This annual report by Ardent Partners is the go-to guide for understanding contingent workforce management. "The State of Contingent Workforce Management" report pulls together data from both a broad survey and in-depth interviews with practitioners to offer readers a look at today's state of and strategies for contingent workforce management.Read more →
This research paper from Ardent Partners addresses the benefits of the VMS platform, including its connections to procurement and human resources, its ability to manage the totality of enterprise talent and its supplier management capabilities. “VMS: The Nexus of Contemporary CWM" also addresses the advantages of the VMS platform in the talent management, spend management and compliance arenas.Read more →
Fieldglass was recognized by Forrester Research, Inc. in The Forrester Wave™: VMS, Q1 2014 as the highest-scoring VMS provider in Contingent Workforce Management/Vendor Management System (CWM/VMS) functionality and market presence.
With nearly 26% of the average organization's total workforce considered contingent or contract-based, companies across the globe are under pressure to enhance processes related to the contemporary contingent workforce umbrella. The Next-Generation Guidebook to Managing the Modern Contingent Workforce Umbrella details contemporary strategies for driving value out of all facets of contract labor, including "classic" temporary labor, independent contractors and consultants, and statement-of-work (SOW) based projects and services. Read below to learn more on the typesRead more →
Selecting the best technology set for any procurement or operations organization is never easy. Vendors bombard companies and those that influence company buying decisions, such as analysts and consultants with functional detail after functional detail, often attempting to differentiate at such a level that even the experts who review such products often throw their hands up in despair. In the caseRead more →
The Human Capital Institute (HCI) produced a foundational study on Contract Talent (CT) in 2008 entitled “The State of Contract Talent Management and the Role of HR”. This report examined the state of CT Management in organizations at that point in time and, in particular, the role of Human Resources (HR) and other Talent Management professionals in CT Management. The paper served to aid talent leaders in developing their CT strategies and planning.Read more →
Procurement organizations that market themselves effectively drive greater identified and implemented savings across both simple and complex services categories. More important than getting initial savings to stick, companies that successfully market procurement will succeed in creating a virtuous cycle that sparks enthusiasm for new and existing programs, building upon initial momentum.Read more →
The contingent and contract workforce is both big and important. Yet, in most organizations, it is loosely managed and all but ignored by HR. Do your hiring managers work directly with staffing vendors? Do pay rates for similar contractors fluctuate widely? Is co-employment risk managed? Do you know how many contractors you have on staff at any given time?Read more →
On the surface, the concept of a managed services provider (MSP) that administers many of the operational aspects of services procurement is a bit ironic. After all, why would we need to incorporate yet another services provider into a vendor master that most likely has too many services providers already? The answer is in fact quite simple, but it requires understanding the context of the current services procurement environment we find ourselves in.Read more →
In late 2008, the Human Capital Institute launched a wide-ranging study on the state of Contract Talent in US organizations. The study included a survey completed by several hundred HR leaders, followed by in depth interviews with more than a dozen HR executives from across the country.Read more →
Spend Matters and Fieldglass have observed a significant ramping up of many contingent workforce and services procurement programs within Global 2000 organizations over the past few years. For companies serious about general procurement programs and enablement through technology, the additional investment in a VMS (vendor management system) to tackle contingent spending is a logical extension to core capabilities in the indirect purchase-to-pay arena.Read more →
The contemporary contingent workforce has undergone an evolution over the past five years, one that has forced companies across the globe to enact robust strategies and solutions for driving value and gaining visibility into aspects beyond “classic” temporary labor, such as Statement-of-Work (SOW) based projects, services (and services procurement), and independent contractors. It’s this evolution which has separated the playing field by providing yet another area for differentiation by strategic companies to leverage technology and processes to gain material resultsRead more →
The modern contingent labor management program has undergone a strategic evolution over the last half-decade. While staffing augmentation and temporary labor (sourced from staffing suppliers / vendors) are core components of the typical business culture, the current contract workforce arena has progressed to include independent contractors, statement-of-work (SOW) labor and services.
In recent years, many procurement organizations have begun to examine the opportunity to consolidate their contingent and even statement of work (SOW) buying activities under a single buying umbrella. While undertaking the management of sourcing and services lifecycle responsibilities for their company’s contingent-purchasing activities, procurement teams have had to work closely with both business stakeholders and other constituents (e.g., HR).Read more →