The reference check is the home stretch in your ongoing effort to secure a Vendor Management System (VMS). After the Request for Proposal (RFP) process and product demonstrations, you’re nearing a final decision and honest feedback from other users will help you further compare the differentiators that make one provider stand out from another.
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The product demonstration is where the rubber meets the road for a Vendor Management System (VMS) provider. After the arduous Request for Proposal (RFP) process, the demonstration is an opportunity for you to see the user interface, learn how to manage specific tasks and get questions answered related to your business objectives. More complex issues such as integration and implementation can be touched upon as well. But as each organization has its own unique processes and set of business needs, how can you be assured you’re asking the right questions?
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Evaluating a Vendor Management System (VMS) can be an overwhelming process if you don’t know the right questions to ask in a Request for Proposal (RFP). You will want to conduct a thorough review of the vendor’s business model, core VMS functionality and differentiating offerings such as business intelligence, integrations and customer service. As you begin to assess different vendors, this document can help guide your RFP and ensure the most important areas to your business are addressed sufficiently.
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Vendor neutrality represents a common requirement for many customers. The requirement is created when customers desire an outcome (in this case, unbiased staff provisioning), and then select a framework for getting there (vendor neutrality). By the prevailing definition, what they are saying is that they do not want the Program Provider (MSP) to participate in staff provisioning.
Read more →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 →It’s a brave new world when it comes to the technology behind today’s software solutions for Contingent Workforce Management and other critical business initiatives. Software as a Service is now de rigueur for a broad spectrum of industries and solutions. As more companies and entire market segments find appropriate utilizations for on-demand applications (another name for Software as a Service) it has become increasingly important to understand some of the key points of differentiation between these applications.
Read more →Initiating a large scale project to manage contingent workers and service providers that can involve upwards of $1B in spend can be daunting. Once your team makes decisions about how to structure the program and what vendors to partner with, the real work begins.
Read more →Offshore outsourcing (offshoring) is currently a hot button issue, both in the IT world and the business world in general. Offshoring certain types of jobs offers definite economic, productivity, and sometimes even quality advantages.
Read more →As companies grow and merge nationally and internationally, acquiring the right talent has become more difficult. Many companies turn to contingent labor to meet their needs. However, hiring highly skilled labor on a project basis has its own set of challenges, especially for multinational firms that must contend with languages, cultures, currencies, time zones and employment regulations that vary by country.
Read more →In the lifecycle of a formally managed services procurement program organizations experience many phases as a program launches, grows and finally matures. The effect of these phases on the performance of a program range from rapid acceleration, stabilization before often times hitting a plateau or worse, when programs begin to yield diminishing returns. Most experienced program managers can tell you the key is to continue the upward trend in program value delivered throughout the life of a contingent workforce program. The question
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
Vendor Management System (VMS) technology automates and streamlined the manual processes associated in acquiring and managing contingent labor, and increasingly can handle other complex services categories.
Read more →Business Intelligence (BI) may be smart, but until recently it hasn’t been smart or fast enough. Any business can gain strategic knowledge and better insights from reports and analytics on their organization’s contingent workforce operations. How many can claim that people from across their companies—from senior executives to hiring managers—can integrate current business data directly into work at hand in order to instantly make better decisions and align daily activities with strategic direction?
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 →Companies that are formally managing their contingent workforces are increasingly interested in realizing similar benefits from their consulting engagements, offshore initiatives and other outsourced services typically procured through a statement of work. The benefits derived from managing a contingent workforce program also apply, and in fact multiply, when extending the solution to manage other types of services.
Read more →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 →Second generation Vendor Management System (VMS) reporting and analytics capabilities have arrived to help you uncover critical data and insights to improve performance today and to make smarter workforce planning decisions for the future.
Applying the rule of three, the business intelligence needs for managing contingent labor programs can be broken down into three simple, yet critical phases:
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.