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  • VMS RFP Template

    An effective Request for Proposal (RFP) is the result of thoughtful consideration by the buyer who is seeking help with a problem or challenge. The quality, completeness and specificity of your RFP will determine the success of the overall RFP process — a process that will impact the success of your entire contingent workforce (CW) program for potentially years to come. Considering the desired length of the eventual VMS relationship, you are not only evaluating the provider’s current operations but exercising judgment about its apparent roadmap and capacity to meet your strategic needs in the future.A well written RFP contains specific CW program information and clearly states your future goals and requirements. It should encourage bidders to respond to each question in a way that clearly states and quantifies the added value they will deliver (together with any dependencies), making it easier to evaluate on an “apples- to-apples” basis. You should dissuade respondents from simply reaching into their answer library for pre-existing answers that are irrelevant or difficult to evaluate. You want to let providers propose creative, relevant, and cost-effective solutions by focusing on the end, not only on the means.It is good practice to put the bidder in the mindset of having secured the business, to encourage them to respond from a position of reality rather than theory. You should encourage the bidder to respond that they ‘will’ rather than they ‘would’. To further encourage this, it is advisable to give the bidder the freedom to make (and clearly state) any assumptions they like (in the absence of factual data/information), rather than use terminology such as “depending on”. Investing the time and effort in creating a quality RFP will help to mitigate risk and should deliver a number of benefits including: Enabling respondents to clearly understand the requirements and needs Allowing respondents to more accurately price their proposal Minimizing ambiguity that can delay the initiative or cause you to select the wrong bidder(s).  Click here to download the template: VMS RFP Template 20200124 - 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. […]

  • 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. […]

  • IR35 Off-Payroll Working Rules: FAQs Updated

    Key Findings The IR35 Off-Payroll Working Rules (“Rules”) were introduced into the public sector in 2017. From 6 April 2020, amendments to Chapters 8 and 10 of Part 2 of the Income Tax (Earnings and Pensions) Act 2003 (“ITEPA”) will extend and align the Rules to cover contractors engaged through their personal service limited company (PSC) and performing services personally for medium and large private sector organisations. This report is an update to the report published in June 2019 and seeks to provide information and guidance in answer to the many questions contingent workforce buyers have about the effect and implementation of the amended Rules. The information contained in this report is based, in part, on HMRC’s Employment Status Manual ESM500 Guide to Determining Employment Status for Tax, and draft (as at 20 February 2020) Employment Status Manual ESM10000 updated on 10 February 2020. To download the full report, click below: IR35 Offpayroll Working Rules FAQ Update February 20200225 - You do not have permission to view this object. […]

  • VMS RFP Template

    An effective Request for Proposal (RFP) is the result of thoughtful consideration by the buyer who is seeking help with a problem or challenge. The quality, completeness and specificity of your RFP will determine the success of the overall RFP process — a process that will impact the success of your entire contingent workforce (CW) program for potentially years to come. Considering the desired length of the eventual VMS relationship, you are not only evaluating the provider’s current operations but exercising judgment about its apparent roadmap and capacity to meet your strategic needs in the future.A well written RFP contains specific CW program information and clearly states your future goals and requirements. It should encourage bidders to respond to each question in a way that clearly states and quantifies the added value they will deliver (together with any dependencies), making it easier to evaluate on an “apples- to-apples” basis. You should dissuade respondents from simply reaching into their answer library for pre-existing answers that are irrelevant or difficult to evaluate. You want to let providers propose creative, relevant, and cost-effective solutions by focusing on the end, not only on the means.It is good practice to put the bidder in the mindset of having secured the business, to encourage them to respond from a position of reality rather than theory. You should encourage the bidder to respond that they ‘will’ rather than they ‘would’. To further encourage this, it is advisable to give the bidder the freedom to make (and clearly state) any assumptions they like (in the absence of factual data/information), rather than use terminology such as “depending on”. Investing the time and effort in creating a quality RFP will help to mitigate risk and should deliver a number of benefits including: Enabling respondents to clearly understand the requirements and needs Allowing respondents to more accurately price their proposal Minimizing ambiguity that can delay the initiative or cause you to select the wrong bidder(s).  Click here to download the template: VMS RFP Template 20200124 - 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. […]

  • VMS RFP Template

    An effective Request for Proposal (RFP) is the result of thoughtful consideration by the buyer who is seeking help with a problem or challenge. The quality, completeness and specificity of your RFP will determine the success of the overall RFP process — a process that will impact the success of your entire contingent workforce (CW) program for potentially years to come. Considering the desired length of the eventual VMS relationship, you are not only evaluating the provider’s current operations but exercising judgment about its apparent roadmap and capacity to meet your strategic needs in the future.A well written RFP contains specific CW program information and clearly states your future goals and requirements. It should encourage bidders to respond to each question in a way that clearly states and quantifies the added value they will deliver (together with any dependencies), making it easier to evaluate on an “apples- to-apples” basis. You should dissuade respondents from simply reaching into their answer library for pre-existing answers that are irrelevant or difficult to evaluate. You want to let providers propose creative, relevant, and cost-effective solutions by focusing on the end, not only on the means.It is good practice to put the bidder in the mindset of having secured the business, to encourage them to respond from a position of reality rather than theory. You should encourage the bidder to respond that they ‘will’ rather than they ‘would’. To further encourage this, it is advisable to give the bidder the freedom to make (and clearly state) any assumptions they like (in the absence of factual data/information), rather than use terminology such as “depending on”. Investing the time and effort in creating a quality RFP will help to mitigate risk and should deliver a number of benefits including: Enabling respondents to clearly understand the requirements and needs Allowing respondents to more accurately price their proposal Minimizing ambiguity that can delay the initiative or cause you to select the wrong bidder(s).  Click here to download the template: VMS RFP Template 20200124 - 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. […]

  • 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. […]