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  • Total Talent Acquisition Developments 2019

    The SIA lexicon defines Total Talent Management (TTM) as a model that seeks to integrate the respective management of “permanent hire” and the “contingent” workforce by HR and Procurement functions. Such management would include activities that take place after talent has been sourced such as engagement and retention for example. At its greatest maturity level, an employer that practices Total Talent Management (TTM) will always consider every talent acquisition option such as hiring an employee, using a contingent worker, crowdsourcing a task, or even deploying a robot. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.The benefit of adopting this approach is that by optimizing multiple channels of human capital engagement, an organization can create a competitive advantage in their market. This is of particular benefit in industries where specific skills shortages exist. Total Talent is a broad concept and remains an emerging model with no providers yet showing evidence of offering a TTM service in its widest sense as defined by SIA. Alongside the comprehensive definition of TTM, there is a spectrum of solutions that are rather less than “total” and only partially meet the definition such as a program that includes permanently hired workers and some types of contingent workers (i.e. temporary agency workers). Nevertheless, such programs may be described as TTM by those supplying and using them.  Despite this, there is certainly a market for Total Talent Acquisition (TTA) services where a total talent approach is brought to bear in the sourcing of talent. Across the 30 providers that took part in SIA’s MSP and RPO studies during 2019, there are an estimated 375 organizations who have an existing TTA solution in place with a workforce solutions provider. Whilst this represents less than 10% of all reported contracts, 23 out of 30 providers are delivering at least one blended contract, indicating that, while adoption levels by volume of contracts remain stubbornly low, the model is being delivered to buyers of multiple sizes across multiple industries, and is not only the preserve of the largest global providers.SIA’s 2019 Buyer Survey shows that while less than 10% of buyers currently manage a TTA program, 64% plan to seriously explore TTA in the next two years, an increase of 11% since 2016. The survey results further indicate that low adoption levels are more likely to be as a result of inhibitors such as organizational siloes, with 44% of respondents to this survey citing this as a barrier, than a lack of interest or appetite. In fact, just 3% of respondents stated that there would not be sufficient value in adopting a total talent approach to their program.Providers are increasingly investing in consulting teams to deliver workforce strategy, analytics tools to provide total workforce visibility and predict hiring success, and are applying some of the arguably more sophisticated talent acquisition tools and techniques found in RPO to the acquisition of all worker types. To download the report click below: Total Talent Acquisition Developments 2019 20191218 - You do not have permission to view this object. […]

  • MSP Global Landscape and Differentiators Full Report 2019

    Key findings MSPs are responding to buyer appetite to pilot and test emerging solutions including access to private and public talent pools. Investment in MSP staff includes formal contingent workforce certification, project management qualifications, and leadership programs, as MSPs look to offer service consistency and evolution by retaining and developing client facing and delivery center employees. Analytics and benchmarking capability is improving as providers are able to leverage increasing amounts of global data over a longer time period. Buyers are looking to MSP providers to help them to improve the diversity of their contingent workforce.  Investments in the provision of more holistic total talent acquisition solutions include organizational restructuring, investment in proprietary technology, and the acquisition of direct hire and RPO businesses. Some larger providers are offering separately branded turnkey solutions designed for the mid-market.  MSP providers continue to invest in offshore and centralised delivery centers, with Eastern Europe, India and South East Asia the most popular locations outside North America for global provision of sourcing, finance and administrative functions. Around half of MSP employees are working on-site with clients although with the growth in delivery centers, the focus for these employees is more likely to be on client relationships. Providers continue to invest in increasing the sophistication of statement of work (SOW) services, with a number hiring procurement expertise into their SOW practices. As they seek to add value and generate new revenue opportunities, providers are increasingly offering complementary and standalone services beyond core MSP, including technology selection and implementation, program assessments, process design and management, advice on internal program management, and worker classification assessment and advisory.    To download the report click below: MSP Global Landscape and Differentiators Full Report 2019 20191212 - You do not have permission to view this object. […]

  • VMS Global Landscape and Differentiators Full Report 2019

    Executive SummarySince the emergence of VMS almost 25 years ago, the role of the technology has evolved from that of a system of record, primarily supporting processes where contingent workers are sourced through staffing agencies (vendors), to supporting workers sourced through services contracts (Statement of Work and Outsourced services) to, more recently, supporting the direct sourcing of contingent workers though company specific attraction programs or via freelancer or recruitment marketplaces. With increasing buyer sophistication, and the expectation of contingent workforce programs to prove their value beyond cost saving and visibility, there has been a rise in demand for meaningful data analytics, benchmarks and insights to inform sourcing decisions and improve efficiency. We anticipate that increases in task automation and artificial intelligence driving emerging new skill requirements, coupled with existing skill gaps in advanced markets, will drive a greater focus on getting work done, with a decreasing focus on the traditional constructs of worker type.In response to this evolving phenomenon, technologies that would previously have existed to serve a defined category within the workforce ecosystem are evolving, overlapping or integrating to enable the sourcing, visibility and management of any worker type, in any region. This development poses a challenge to any buyer who has invested in one or more best of breed technologies, and whose future workforce strategy may be constrained by the capabilities of incumbent systems to evolve or integrate with emerging solutions.Buyers should therefore consider their existing technology stack, and the wider technology strategy of the business when selecting a VMS provider.As the market continues to mature, we see two modes of adoption emerging: VMS as a component of an overall business spend management strategy, where the contingent workforce is considered a category of spend, and VMS as a component or core of a more talent-focused workforce management solution, where the contingent workforce is considered as a source of talent.Contingent workforce programs are now equally as likely to be led by HR as Procurement, and it is possible that program ownership within an organization will define whether a talent-focus or spend management focus will be a deciding factor in assessing VMS fit and capability. Today’s VMS landscape is broadly split into three areas; providers owned by or affiliated with human capital focused service providers or software companies, providers owned by or affiliated with enterprise spend management software companies and standalone providers with their own partnership ecosystem. As the market continues to evolve, even VMS providers admit that the term Vendor Management System will soon cease to be an appropriate description for the breadth and depth of solution contained within this subset of the workforce solutions ecosystem. SIA expects the terminology to evolve as buyers adopt new and broader workforce capability.This report, which includes detailed information about 16 providers: Examines the global landscape of the VMS market Identifies benefits of VMS adoption including case studies  Summarizes key innovations and investments Outlines the geographic footprint of providers  Identifies where differentiation exists across providers To download the report, click below: VMS Global Landscape and Differentiators Full Report 2019 20191210 - You do not have permission to view this object. […]

  • RPO Global Landscape 2019

    We estimate the 2018 global RPO market at $5.4 billion, an increase of 27% from SIA’s last market estimate of 2016, and an estimated increase of 13% on 2017. Despite a softer economic backdrop, SIA expects double digit growth to continue as low unemployment and the demand for skilled workers remain factors. Latin American countries, DACH and China are reported as specific high growth areas. 60% of RPO contracts are single country, although a number of providers have demonstrable capability and delivery locations across all regions, with 27% of RPO services by revenue, delivered from offshore locations.M&A and investment activity has been strong during 2018/19. Two major providers have been acquired by new private equity owners, indicating a level of confidence in RPO as a growth market. Other investments include acquisitions of contingent workforce solution providers to enhance total talent capability, and technology investments to deliver innovation and improve service delivery. An explosion in the range and volume of emerging technology solutions means that providers may be working with up to 30 discrete platforms and solutions in the delivery of their services. Many are making investments in integrating a range of platforms into a single technology stack to enable or automate the end-to-end (source-to-onboard) process and improve back-office efficiency.Despite a significant focus on technology, providers are also focused on the retention and development of their own employees. As sourcing of talent has become a recognized skill in the market, many providers are partnering with specialist training companies to accredit their teams. Some providers also train teams in change management, lean six sigma and project management, and a number have formal leadership programs and pathways.The finance/insurance sector is the most mature and dominant consumer of RPO services, representing 30% of the market, and 55% of the market is represented by buying organizations with more than 10,000 employees.22% of the market is now represented by contracts where RPO is blended with MSP services and most participants are investing in technology, expertise or structural change to support total talent solutions. Investments include technology to enable clients to view and select all types of talent through a single platform, tools to guide the selection of the most appropriate worker type based on skills, availability and worker preference, and the blending of consulting and delivery teams to enable more integrated solutions.The market has moved beyond its once core purpose of recruitment process outsourcing and providers now offer a range of additional consulting services including workforce planning, diversity and inclusion, employer branding and communication, and technology implementation. RPO Global Landscape 2019 20191126 - You do not have permission to view this object. […]

  • Total Talent Acquisition Developments 2019

    The SIA lexicon defines Total Talent Management (TTM) as a model that seeks to integrate the respective management of “permanent hire” and the “contingent” workforce by HR and Procurement functions. Such management would include activities that take place after talent has been sourced such as engagement and retention for example. At its greatest maturity level, an employer that practices Total Talent Management (TTM) will always consider every talent acquisition option such as hiring an employee, using a contingent worker, crowdsourcing a task, or even deploying a robot. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.The benefit of adopting this approach is that by optimizing multiple channels of human capital engagement, an organization can create a competitive advantage in their market. This is of particular benefit in industries where specific skills shortages exist. Total Talent is a broad concept and remains an emerging model with no providers yet showing evidence of offering a TTM service in its widest sense as defined by SIA. Alongside the comprehensive definition of TTM, there is a spectrum of solutions that are rather less than “total” and only partially meet the definition such as a program that includes permanently hired workers and some types of contingent workers (i.e. temporary agency workers). Nevertheless, such programs may be described as TTM by those supplying and using them.  Despite this, there is certainly a market for Total Talent Acquisition (TTA) services where a total talent approach is brought to bear in the sourcing of talent. Across the 30 providers that took part in SIA’s MSP and RPO studies during 2019, there are an estimated 375 organizations who have an existing TTA solution in place with a workforce solutions provider. Whilst this represents less than 10% of all reported contracts, 23 out of 30 providers are delivering at least one blended contract, indicating that, while adoption levels by volume of contracts remain stubbornly low, the model is being delivered to buyers of multiple sizes across multiple industries, and is not only the preserve of the largest global providers.SIA’s 2019 Buyer Survey shows that while less than 10% of buyers currently manage a TTA program, 64% plan to seriously explore TTA in the next two years, an increase of 11% since 2016. The survey results further indicate that low adoption levels are more likely to be as a result of inhibitors such as organizational siloes, with 44% of respondents to this survey citing this as a barrier, than a lack of interest or appetite. In fact, just 3% of respondents stated that there would not be sufficient value in adopting a total talent approach to their program.Providers are increasingly investing in consulting teams to deliver workforce strategy, analytics tools to provide total workforce visibility and predict hiring success, and are applying some of the arguably more sophisticated talent acquisition tools and techniques found in RPO to the acquisition of all worker types. To download the report click below: Total Talent Acquisition Developments 2019 20191218 - You do not have permission to view this object. […]

  • MSP Global Landscape and Differentiators Full Report 2019

    Key findings MSPs are responding to buyer appetite to pilot and test emerging solutions including access to private and public talent pools. Investment in MSP staff includes formal contingent workforce certification, project management qualifications, and leadership programs, as MSPs look to offer service consistency and evolution by retaining and developing client facing and delivery center employees. Analytics and benchmarking capability is improving as providers are able to leverage increasing amounts of global data over a longer time period. Buyers are looking to MSP providers to help them to improve the diversity of their contingent workforce.  Investments in the provision of more holistic total talent acquisition solutions include organizational restructuring, investment in proprietary technology, and the acquisition of direct hire and RPO businesses. Some larger providers are offering separately branded turnkey solutions designed for the mid-market.  MSP providers continue to invest in offshore and centralised delivery centers, with Eastern Europe, India and South East Asia the most popular locations outside North America for global provision of sourcing, finance and administrative functions. Around half of MSP employees are working on-site with clients although with the growth in delivery centers, the focus for these employees is more likely to be on client relationships. Providers continue to invest in increasing the sophistication of statement of work (SOW) services, with a number hiring procurement expertise into their SOW practices. As they seek to add value and generate new revenue opportunities, providers are increasingly offering complementary and standalone services beyond core MSP, including technology selection and implementation, program assessments, process design and management, advice on internal program management, and worker classification assessment and advisory.    To download the report click below: MSP Global Landscape and Differentiators Full Report 2019 20191212 - You do not have permission to view this object. […]

  • RPO Global Landscape 2019

    We estimate the 2018 global RPO market at $5.4 billion, an increase of 27% from SIA’s last market estimate of 2016, and an estimated increase of 13% on 2017. Despite a softer economic backdrop, SIA expects double digit growth to continue as low unemployment and the demand for skilled workers remain factors. Latin American countries, DACH and China are reported as specific high growth areas. 60% of RPO contracts are single country, although a number of providers have demonstrable capability and delivery locations across all regions, with 27% of RPO services by revenue, delivered from offshore locations.M&A and investment activity has been strong during 2018/19. Two major providers have been acquired by new private equity owners, indicating a level of confidence in RPO as a growth market. Other investments include acquisitions of contingent workforce solution providers to enhance total talent capability, and technology investments to deliver innovation and improve service delivery. An explosion in the range and volume of emerging technology solutions means that providers may be working with up to 30 discrete platforms and solutions in the delivery of their services. Many are making investments in integrating a range of platforms into a single technology stack to enable or automate the end-to-end (source-to-onboard) process and improve back-office efficiency.Despite a significant focus on technology, providers are also focused on the retention and development of their own employees. As sourcing of talent has become a recognized skill in the market, many providers are partnering with specialist training companies to accredit their teams. Some providers also train teams in change management, lean six sigma and project management, and a number have formal leadership programs and pathways.The finance/insurance sector is the most mature and dominant consumer of RPO services, representing 30% of the market, and 55% of the market is represented by buying organizations with more than 10,000 employees.22% of the market is now represented by contracts where RPO is blended with MSP services and most participants are investing in technology, expertise or structural change to support total talent solutions. Investments include technology to enable clients to view and select all types of talent through a single platform, tools to guide the selection of the most appropriate worker type based on skills, availability and worker preference, and the blending of consulting and delivery teams to enable more integrated solutions.The market has moved beyond its once core purpose of recruitment process outsourcing and providers now offer a range of additional consulting services including workforce planning, diversity and inclusion, employer branding and communication, and technology implementation. RPO Global Landscape 2019 20191126 - You do not have permission to view this object. […]

  • Most Complex Staffing Markets Globally

    60 different contingent markets assessed across six Continents. Complex markets identified among both emerging and established contingent markets. Egypt and Venezuela are ranked the most complex locations, followed by Brazil. Most complex Asian contingent market is Indonesia followed by Vietnam and China. The least complex markets in our analysis is New Zealand, followed by the United States and the United Kingdom. The markets that have become less complex compared to a year ago are: France, Austria, Finland and Turkey. The markets that have become more complex compared to a year ago are: Chile, Mexico Singapore and South Africa. To download a full copy of the report, click below: Most Complex Contingent Markets Globally 20191115 - You do not have permission to view this object. To download a copy of the interactive Market Complexity Assessment Tool, click below: Market Complexity Assessment Tool 20191115 - You do not have permission to view this object. […]

  • Total Talent Acquisition Developments 2019

    The SIA lexicon defines Total Talent Management (TTM) as a model that seeks to integrate the respective management of “permanent hire” and the “contingent” workforce by HR and Procurement functions. Such management would include activities that take place after talent has been sourced such as engagement and retention for example. At its greatest maturity level, an employer that practices Total Talent Management (TTM) will always consider every talent acquisition option such as hiring an employee, using a contingent worker, crowdsourcing a task, or even deploying a robot. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.The benefit of adopting this approach is that by optimizing multiple channels of human capital engagement, an organization can create a competitive advantage in their market. This is of particular benefit in industries where specific skills shortages exist. Total Talent is a broad concept and remains an emerging model with no providers yet showing evidence of offering a TTM service in its widest sense as defined by SIA. Alongside the comprehensive definition of TTM, there is a spectrum of solutions that are rather less than “total” and only partially meet the definition such as a program that includes permanently hired workers and some types of contingent workers (i.e. temporary agency workers). Nevertheless, such programs may be described as TTM by those supplying and using them.  Despite this, there is certainly a market for Total Talent Acquisition (TTA) services where a total talent approach is brought to bear in the sourcing of talent. Across the 30 providers that took part in SIA’s MSP and RPO studies during 2019, there are an estimated 375 organizations who have an existing TTA solution in place with a workforce solutions provider. Whilst this represents less than 10% of all reported contracts, 23 out of 30 providers are delivering at least one blended contract, indicating that, while adoption levels by volume of contracts remain stubbornly low, the model is being delivered to buyers of multiple sizes across multiple industries, and is not only the preserve of the largest global providers.SIA’s 2019 Buyer Survey shows that while less than 10% of buyers currently manage a TTA program, 64% plan to seriously explore TTA in the next two years, an increase of 11% since 2016. The survey results further indicate that low adoption levels are more likely to be as a result of inhibitors such as organizational siloes, with 44% of respondents to this survey citing this as a barrier, than a lack of interest or appetite. In fact, just 3% of respondents stated that there would not be sufficient value in adopting a total talent approach to their program.Providers are increasingly investing in consulting teams to deliver workforce strategy, analytics tools to provide total workforce visibility and predict hiring success, and are applying some of the arguably more sophisticated talent acquisition tools and techniques found in RPO to the acquisition of all worker types. To download the report click below: Total Talent Acquisition Developments 2019 20191218 - You do not have permission to view this object. […]

  • MSP Global Landscape and Differentiators Full Report 2019

    Key findings MSPs are responding to buyer appetite to pilot and test emerging solutions including access to private and public talent pools. Investment in MSP staff includes formal contingent workforce certification, project management qualifications, and leadership programs, as MSPs look to offer service consistency and evolution by retaining and developing client facing and delivery center employees. Analytics and benchmarking capability is improving as providers are able to leverage increasing amounts of global data over a longer time period. Buyers are looking to MSP providers to help them to improve the diversity of their contingent workforce.  Investments in the provision of more holistic total talent acquisition solutions include organizational restructuring, investment in proprietary technology, and the acquisition of direct hire and RPO businesses. Some larger providers are offering separately branded turnkey solutions designed for the mid-market.  MSP providers continue to invest in offshore and centralised delivery centers, with Eastern Europe, India and South East Asia the most popular locations outside North America for global provision of sourcing, finance and administrative functions. Around half of MSP employees are working on-site with clients although with the growth in delivery centers, the focus for these employees is more likely to be on client relationships. Providers continue to invest in increasing the sophistication of statement of work (SOW) services, with a number hiring procurement expertise into their SOW practices. As they seek to add value and generate new revenue opportunities, providers are increasingly offering complementary and standalone services beyond core MSP, including technology selection and implementation, program assessments, process design and management, advice on internal program management, and worker classification assessment and advisory.    To download the report click below: MSP Global Landscape and Differentiators Full Report 2019 20191212 - You do not have permission to view this object. […]

  • RPO Global Landscape 2019

    We estimate the 2018 global RPO market at $5.4 billion, an increase of 27% from SIA’s last market estimate of 2016, and an estimated increase of 13% on 2017. Despite a softer economic backdrop, SIA expects double digit growth to continue as low unemployment and the demand for skilled workers remain factors. Latin American countries, DACH and China are reported as specific high growth areas. 60% of RPO contracts are single country, although a number of providers have demonstrable capability and delivery locations across all regions, with 27% of RPO services by revenue, delivered from offshore locations.M&A and investment activity has been strong during 2018/19. Two major providers have been acquired by new private equity owners, indicating a level of confidence in RPO as a growth market. Other investments include acquisitions of contingent workforce solution providers to enhance total talent capability, and technology investments to deliver innovation and improve service delivery. An explosion in the range and volume of emerging technology solutions means that providers may be working with up to 30 discrete platforms and solutions in the delivery of their services. Many are making investments in integrating a range of platforms into a single technology stack to enable or automate the end-to-end (source-to-onboard) process and improve back-office efficiency.Despite a significant focus on technology, providers are also focused on the retention and development of their own employees. As sourcing of talent has become a recognized skill in the market, many providers are partnering with specialist training companies to accredit their teams. Some providers also train teams in change management, lean six sigma and project management, and a number have formal leadership programs and pathways.The finance/insurance sector is the most mature and dominant consumer of RPO services, representing 30% of the market, and 55% of the market is represented by buying organizations with more than 10,000 employees.22% of the market is now represented by contracts where RPO is blended with MSP services and most participants are investing in technology, expertise or structural change to support total talent solutions. Investments include technology to enable clients to view and select all types of talent through a single platform, tools to guide the selection of the most appropriate worker type based on skills, availability and worker preference, and the blending of consulting and delivery teams to enable more integrated solutions.The market has moved beyond its once core purpose of recruitment process outsourcing and providers now offer a range of additional consulting services including workforce planning, diversity and inclusion, employer branding and communication, and technology implementation. RPO Global Landscape 2019 20191126 - You do not have permission to view this object. […]

  • Executive Summary We estimate the 2018 global Vendor Management System (VMS) market at $170 billion spend under management, an increase of 10% from the prior year.Growth remains in double digits for the tenth year in a row, demonstrating that despite a plethora of emerging alternative workforce management options, VMS remains a viable solution for the management of contingent workforce programs. This may be due in part to the evolution of VMS towards more holistic workforce management systems. The Americas region continues to dominate the market with a 65% share (down 1% y/y), but has dipped below double-digit growth for the first time. EMEA maintains healthy growth at 14% with the highest regional growth rates outside the more mature UK market. The APAC market continues to be the fastest growing of the three regions, albeit from a low base. Given the later adoption of VMS in markets outside North America, it is likely that future penetration of pure-play VMS in these markets will be somewhat stifled by the more recent growth in alternative platform solutions coupled with an emerging trend in the acquisition of VMS companies by enterprise spend management providers to expand capability in the contingent workforce category.72% of reported new contracts in 2018 were awarded by buyers or programs that have not had a previous VMS solution in place, suggesting that despite the high level of market penetration, particularly in North America, there is no shortage of organizations seeking a VMS solution for the first time. This could also be an indication of the challenge faced by buyers in changing an embedded technology, with only 28% of newly awarded programs won from an incumbent VMS provider.A direct contractual relationship with the VMS can create greater flexibility for buyers who may wish to either manage a program internally or make a change to their MSP provider without disruption to their technology solution. Just over 50% of reported programs have a direct contract with their VMS provider, and 40% of programs are internally managed.Statement of Work (SOW) spend continues to be a focus area for VMS providers, with more than half of participants reporting SOW spend under management. Despite this, SOW represents only 16% of reported 2018 spend under management, suggesting that it remains a largely unpenetrated market for VMS. Despite the potential opportunity, VMS providers need to be clear in their SOW value proposition to persuade buyers that VMS is a credible alternative or complement to other, more traditional spend management platforms.Despite perception that adoption of VMS is the preserve of the large enterprise, only a small number of providers dominate the very largest programs, and approximately 70% of participants report an average spend per client under $20 million, signifying plenty of opportunity in the mid-market.Most providers in this study serve multiple regions, although there are providers that are specifically focused on a given country (predominantly US) and whilst VMS providers typically serve a range of industries, some, such as those focusing on healthcare, serve a single industry. VMS Landscape and Differentiators - Part One - VMS Global Landscape 2019 20191106 - You do not have permission to view this object. […]