Mark Johnson, Head of Global Contingent Workforce, VISA share his contingent workforce programme evolution. Through 7 Pillars of Success to Contract Workforce Management VISA has approached the task of outsourcing their changing work needs to create a flexible contingent workforce globally. Attend this archived webinar to learn:
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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 types
Read more → Nearly 1 out of every 5 workers at the average company is considered contingent labor, proving that a temporary workforce is a viable and reliable option for enterprises around the globe. Management of this category, however, has evolved past the “classic” sense of temporary labor through staffing suppliers and vendors.
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 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.
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 results
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 → 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 → 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.
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More companies are more reliant upon contingent labor now than at any other time – and they expect their reliance upon contingent labor to increase during 2006 and beyond. Companies who take the opportunity to streamline their contingent workforce management processes stand to gain competitive advantage. Contingent workforce management solutions such as the one offered by Fieldglass help companies manage a wide range of contingent labor and service categories with increased efficiency and effectiveness.
Read more → Globalization can help companies leverage multiple labor sources in geographically diverse areas to reduce the cost of labor, increase revenue, enhance product and service innovation and improve product and service quality. However, most companies are unable to achieve true globalization.
Read more → A dynamic marketplace requires a fresh approach to the procurement and management of human capital. This calls for organizational thought leaders to adopt philosophies and infrastructure to accommodate a new model to acquiring talent. This white paper will elaborate on:
• Understanding HR and Procurement professionals top business concerns
• Applying a holistic human capital model to best support the business plan
• Optimizing known talent pools, such as alumni, to nimbly react to workforce dynamics
This white paper provides readers with a detailed record of a recent live webinar hosted by Fieldglass and Allegis Group Services. Featured is Chris Dwyer, research analyst with Aberdeen Group who reveals key findings in the Aberdeen Group’s 2009 Contract Labor survey.
Read more → Risk is on the rise for employers today, but it’s a new brand of risk. Separate from the conventional liability and retention risks employers have always known, this new risk emanates from the rapidly growing use of contingent workers. As the role of contingent workers expands
across the globe, businesses are confronting new management challenges.