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  • Workforce Mix Modeling

    Executive SummaryOrganizations have a wider choice in determining how to get work done than ever before – from employed workers to the various forms of contingent labor; freelance, temporary (via an agency or not), independent contractor and SOW consultant. Workforce Mix Modeling will help you to source the right worker - at the right time - at the right cost - in the right location - with the lowest risk.As organizations continue to explore opportunities to optimize the make-up of their workforce, a bottom-up framework of modeling job title-level decision-making can provide insights as to whether an organization is getting the most from its workforce without assuming unnecessary costs or risks. Considering the relative newness of some worker types, it is not surprising that workforce mix optimization is still taking shape as both art and science. Regardless of current levels, many companies are projecting contingent workforce growth. Therefore, modeling efforts must account for as many priority factors as are practical, for what is most easily measurable (e.g. cost) may not necessarily be what is most important in the end. Workforce mix modeling is a beginning step in making trade-offs and decisions around the optimum way to get work done in your organization. Program owners need to consider both straightforward factors such as cost and softer factors such as learning curve, position volatility, intellectual property risks, customer interactions, etc. Taking the time to model workforce mix from the bottom up can yield significant payoffs and getting the most from one’s workforce is a critical success factor for most companies. But such an undertaking requires careful forethought and consideration if the exercise is to be completed in a timely and accurate manner. Undoubtedly, many recipients are likely to see this as additional work and will look upon such an exercise with suspicion, potentially tainting the validity of their input. Whether these concerns are reasonable or not, managing such perceptions should be taken seriously. Bottom-up planning makes a lot of sense for high-volume roles in an organization where there is a clear choice between contingent and permanent hire based on the workforce mix action plan and other strategic considerations relating to the talent segmentation, corporate priorities and labor market availability.To download the report, please select the link below:  Workforce Mix Modeling 20180809 - You do not have permission to view this object. […]

  • Most Complex Contingent 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 at the moment, followed by Venezuela. Most complex Asian contingent market is Indonesia followed by the Philippines. The least complex markets in our analysis are the United States, followed by New Zealand and the United Kingdom. The markets that have become less complex compared to a year ago are: Nigeria, India, Malaysia and Saudi Arabia. The markets that have become more complex compared to a year ago are: Lithuania, Brazil and Turkey. To download a full copy of the report, click below: Most Complex Contingent Markets Globally 20180601 - You do not have permission to view this object. To download a copy of the Market Complexity Assessment Tool, click below: Market Complexity Assessment Tool 20180601 - You do not have permission to view this object. […]

  • MSP Market Developments: Part 1

    This report identifies vendors who are actively investing and developing their MSP services. In addition, this report has identified the development of MSP service offerings in the market. Key findings include:Unsurprisingly, compliance and cost savings continue to be key drivers for managing MSP programs. As technology and technology integrations become more important in supporting business adoption and process efficiencies, MSP vendors are beginning to drive technology preferences and leadership in building technology ecosystems and data warehouses to drive more value and benchmark visibility across the client base.MSP’s traditionally utilised procurement skills to support the sourcing aspects and vendor management aspects of the staffing supply chain. More recently, additional skill sets are enhancing MSP teams. For instance, recruitment and HR capability which relies on understanding talent quality and retention is invested in for the purposes of direct sourcing, and in particular Contingent RPO models.IT skills and change management skills are also being invested in to support the implementations and roll outs of programs. IT skills are being invested in to support the migration of staff augmentation consultants to SOW consultants. The greatest proportion of contingent workers in the MSP market by occupational category is IT. MSP’s are also investing in knowledge of IT as well as outsourcing procurement to enhance SOW selection and evaluation capability and services. MSP organizations are increasingly building specialisms and expanding delivery centers and best practices around different models. Providers are recognizing that services procurement is perceived by buyers as a specialist skill and they are accordingly investing in building specific services center of excellence teams. The buying cycle is more complicated as services contracts typically involve more risk for a party, the contracts are often longer, commercial assumptions are more complicated, there are more stakeholders as the service involves operations as well as transition, service specifications and responsibilities including associated SLA’s,  exit arrangements as well as the project transformation or transition all make contract for services typically more complicated by nature if compared to a project or transformation of the same functional and geographic scope.Supplier services are not limited to the management of staffing suppliers and MSPs continue to explore the value of online staffing through FMS platforms as well as worker tracking solutions. US based MSP vendors are showing the greatest evidence of an uptake in FMS services being embedded in an MSP supply base.Over 2017 MSP providers are continued to invest in delivery centers, Eastern Europe and India continue to be popular locations for these.Approximately 30% of MSP vendors also offer proprietary VMS technology and continue to develop products to support a technology-led MSP service.SIA recognizes three distinct evolutionary waves of MSP services: Wave 1.0: Sourcing Leveraging Scale Wave 2.0: Sourcing through Vendor Neutral Models Wave 3.0: Sourcing for Work  Click the link below to download the report: MSP Market Developments - Part 1 20180531 - You do not have permission to view this object. […]

  • VMS Market Developments: Part 1

    The Vendor Management Systems (VMS) landscape again saw expansions across the ecosystem supporting greater integrations with Human Capital Management (HCM) platforms as well as growing support for enabling online talent communities. Some have invested significantly in built-in talent community functions to support the self-sourcing of freelancers. AI and analytics continues to be a dominant theme in the market as well as expansions to source talent across all channels. Statement of Work (SOW) capability has also expanded including more integrations with e-procurement platforms.Challenges still exist in fully supporting the increasing interest in direct sourcing of contingent workers as not all platforms adequately support the streamlining of heavy administrative tasks such as interview scheduling. Interview scheduling one of the known administrative burdens of the process which is still mostly managed outside VMS systems.Included in this report are a number of VMS technologies that support parts of the process. Some are 100% vendor neutral platforms, which by design, give all suppliers and freelancers an equal chance of submitting candidates and profiles. These platforms do not support the creation of preferred supplier lists at all.  Other VMS technologies only support the sourcing, supplier management and reporting part of the process; invoicing is not done in the platform, instead third parties are used.Sourcing decisions of hiring managers are expected to broaden as the market tightens, to include SOW, permanent (direct) hiring as well as contingent hiring. Buyers can expect to see greater ATS, HR and finance integrations. As a result, the wider technology stack with a greater use of middleware to support integrations is likely to be an important factor when selecting VMS providers.SIA recognizes three distinct waves of VMS evolutionary waves: Wave 1.0: Supplier Centric Wave 2.0: Talent Centric Wave 3.0: Wave 3: Marketplace. Client and Data Centric Click the link below to download the report: VMS Market Developments - Part 1 20180405 - You do not have permission to view this object. […]

  • Workforce Mix Modelling

    Executive SummaryOrganizations have a wider choice in determining how to get work done than ever before – from employed workers to the various forms of contingent labor; freelance, temporary (via an agency or not), independent contractor and SOW consultant. Workforce Mix Modeling will help you to source the right worker - at the right time - at the right cost - in the right location - with the lowest risk.As organizations continue to explore opportunities to optimize the make-up of their workforce, a bottom-up framework of modeling job title-level decision-making can provide insights as to whether an organization is getting the most from its workforce without assuming unnecessary costs or risks. Considering the relative newness of some worker types, it is not surprising that workforce mix optimization is still taking shape as both art and science. Regardless of current levels, many companies are projecting contingent workforce growth. Therefore, modeling efforts must account for as many priority factors as are practical, for what is most easily measurable (e.g. cost) may not necessarily be what is most important in the end. Workforce mix modeling is a beginning step in making trade-offs and decisions around the optimum way to get work done in your organization. Program owners need to consider both straightforward factors such as cost and softer factors such as learning curve, position volatility, intellectual property risks, customer interactions, etc. Taking the time to model workforce mix from the bottom up can yield significant payoffs and getting the most from one’s workforce is a critical success factor for most companies. But such an undertaking requires careful forethought and consideration if the exercise is to be completed in a timely and accurate manner. Undoubtedly, many recipients are likely to see this as additional work and will look upon such an exercise with suspicion, potentially tainting the validity of their input. Whether these concerns are reasonable or not, managing such perceptions should be taken seriously. Bottom-up planning makes a lot of sense for high-volume roles in an organization where there is a clear choice between contingent and permanent hire based on the workforce mix action plan and other strategic considerations relating to the talent segmentation, corporate priorities and labor market availability.To download the full report, please select the following link:  Workforce Mix Modeling 20180809 - You do not have permission to view this object. […]

  • MSP Market Developments: Part 1

    This report identifies vendors who are actively investing and developing their MSP services. In addition, this report has identified the development of MSP service offerings in the market. Key findings include:Unsurprisingly, compliance and cost savings continue to be key drivers for managing MSP programs. As technology and technology integrations become more important in supporting business adoption and process efficiencies, MSP vendors are beginning to drive technology preferences and leadership in building technology ecosystems and data warehouses to drive more value and benchmark visibility across the client base.MSP’s traditionally utilised procurement skills to support the sourcing aspects and vendor management aspects of the staffing supply chain. More recently, additional skill sets are enhancing MSP teams. For instance, recruitment and HR capability which relies on understanding talent quality and retention is invested in for the purposes of direct sourcing, and in particular Contingent RPO models.IT skills and change management skills are also being invested in to support the implementations and roll outs of programs. IT skills are being invested in to support the migration of staff augmentation consultants to SOW consultants. The greatest proportion of contingent workers in the MSP market by occupational category is IT. MSP’s are also investing in knowledge of IT as well as outsourcing procurement to enhance SOW selection and evaluation capability and services. MSP organizations are increasingly building specialisms and expanding delivery centers and best practices around different models. Providers are recognizing that services procurement is perceived by buyers as a specialist skill and they are accordingly investing in building specific services center of excellence teams. The buying cycle is more complicated as services contracts typically involve more risk for a party, the contracts are often longer, commercial assumptions are more complicated, there are more stakeholders as the service involves operations as well as transition, service specifications and responsibilities including associated SLA’s,  exit arrangements as well as the project transformation or transition all make contract for services typically more complicated by nature if compared to a project or transformation of the same functional and geographic scope.Supplier services are not limited to the management of staffing suppliers and MSPs continue to explore the value of online staffing through FMS platforms as well as worker tracking solutions. US based MSP vendors are showing the greatest evidence of an uptake in FMS services being embedded in an MSP supply base.Over 2017 MSP providers are continued to invest in delivery centers, Eastern Europe and India continue to be popular locations for these.Approximately 30% of MSP vendors also offer proprietary VMS technology and continue to develop products to support a technology-led MSP service.SIA recognizes three distinct evolutionary waves of MSP services: Wave 1.0: Sourcing Leveraging Scale Wave 2.0: Sourcing through Vendor Neutral Models Wave 3.0: Sourcing for Work  Click the link below to download the report:  MSP Market Developments - Part 1 20180531 - You do not have permission to view this object. […]

  • Most Complex Contingent 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 at the moment, followed by Venezuela. Most complex Asian contingent market is Indonesia followed by the Philippines. The least complex markets in our analysis are the United States, followed by New Zealand and the United Kingdom. The markets that have become less complex compared to a year ago are: Nigeria, India, Malaysia and Saudi Arabia. The markets that have become more complex compared to a year ago are: Lithuania, Brazil and Turkey. To download a full copy of the report, click below: Most Complex Contingent Markets Globally 20180601 - You do not have permission to view this object. To download a copy of the Market Complexity Assessment Tool, click below: Market Complexity Assessment Tool 20180601 - You do not have permission to view this object. […]

  • VMS Market Developments: Part 1

    The Vendor Management Systems (VMS) landscape again saw expansions across the ecosystem supporting greater integrations with Human Capital Management (HCM) platforms as well as growing support for enabling online talent communities. Some have invested significantly in built-in talent community functions to support the self-sourcing of freelancers. AI and analytics continues to be a dominant theme in the market as well as expansions to source talent across all channels. Statement of Work (SOW) capability has also expanded including more integrations with e-procurement platforms.Challenges still exist in fully supporting the increasing interest in direct sourcing of contingent workers as not all platforms adequately support the streamlining of heavy administrative tasks such as interview scheduling. Interview scheduling one of the known administrative burdens of the process which is still mostly managed outside VMS systems.Included in this report are a number of VMS technologies that support parts of the process. Some are 100% vendor neutral platforms, which by design, give all suppliers and freelancers an equal chance of submitting candidates and profiles. These platforms do not support the creation of preferred supplier lists at all.  Other VMS technologies only support the sourcing, supplier management and reporting part of the process; invoicing is not done in the platform, instead third parties are used.Sourcing decisions of hiring managers are expected to broaden as the market tightens, to include SOW, permanent (direct) hiring as well as contingent hiring. Buyers can expect to see greater ATS, HR and finance integrations. As a result, the wider technology stack with a greater use of middleware to support integrations is likely to be an important factor when selecting VMS providers.SIA recognizes three distinct waves of VMS evolutionary waves: Wave 1.0: Supplier Centric Wave 2.0: Talent Centric Wave 3.0: Wave 3: Marketplace. Client and Data Centric Click the link below to download the report: VMS Market Developments - Part 1 20180405 - You do not have permission to view this object. […]

  • Workforce Mix Modeling

    Executive SummaryOrganizations have a wider choice in determining how to get work done than ever before – from employed workers to the various forms of contingent labor; freelance, temporary (via an agency or not), independent contractor and SOW consultant. Workforce Mix Modeling will help you to source the right worker - at the right time - at the right cost - in the right location - with the lowest risk.As organizations continue to explore opportunities to optimize the make-up of their workforce, a bottom-up framework of modeling job title-level decision-making can provide insights as to whether an organization is getting the most from its workforce without assuming unnecessary costs or risks. Considering the relative newness of some worker types, it is not surprising that workforce mix optimization is still taking shape as both art and science. Regardless of current levels, many companies are projecting contingent workforce growth. Therefore, modeling efforts must account for as many priority factors as are practical, for what is most easily measurable (e.g. cost) may not necessarily be what is most important in the end. Workforce mix modeling is a beginning step in making trade-offs and decisions around the optimum way to get work done in your organization. Program owners need to consider both straightforward factors such as cost and softer factors such as learning curve, position volatility, intellectual property risks, customer interactions, etc. Taking the time to model workforce mix from the bottom up can yield significant payoffs and getting the most from one’s workforce is a critical success factor for most companies. But such an undertaking requires careful forethought and consideration if the exercise is to be completed in a timely and accurate manner. Undoubtedly, many recipients are likely to see this as additional work and will look upon such an exercise with suspicion, potentially tainting the validity of their input. Whether these concerns are reasonable or not, managing such perceptions should be taken seriously. Bottom-up planning makes a lot of sense for high-volume roles in an organization where there is a clear choice between contingent and permanent hire based on the workforce mix action plan and other strategic considerations relating to the talent segmentation, corporate priorities and labor market availability.To download the complete report, please select the following link: Workforce Mix Modeling 20180809 - You do not have permission to view this object. […]

  • Most Complex Contingent 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 at the moment, followed by Venezuela. Most complex Asian contingent market is Indonesia followed by the Philippines. The least complex markets in our analysis are the United States, followed by New Zealand and the United Kingdom. The markets that have become less complex compared to a year ago are: Nigeria, India, Malaysia and Saudi Arabia. The markets that have become more complex compared to a year ago are: Lithuania, Brazil and Turkey. To download a full copy of the report, click below: Most Complex Contingent Markets Globally 20180601 - You do not have permission to view this object. To download a copy of the Market Complexity Assessment Tool, click below: Market Complexity Assessment Tool 20180601 - You do not have permission to view this object. […]

  • MSP Market Developments: Part 1

    This report identifies vendors who are actively investing and developing their MSP services. In addition, this report has identified the development of MSP service offerings in the market. Key findings include:Unsurprisingly, compliance and cost savings continue to be key drivers for managing MSP programs. As technology and technology integrations become more important in supporting business adoption and process efficiencies, MSP vendors are beginning to drive technology preferences and leadership in building technology ecosystems and data warehouses to drive more value and benchmark visibility across the client base.MSP’s traditionally utilised procurement skills to support the sourcing aspects and vendor management aspects of the staffing supply chain. More recently, additional skill sets are enhancing MSP teams. For instance, recruitment and HR capability which relies on understanding talent quality and retention is invested in for the purposes of direct sourcing, and in particular Contingent RPO models.IT skills and change management skills are also being invested in to support the implementations and roll outs of programs. IT skills are being invested in to support the migration of staff augmentation consultants to SOW consultants. The greatest proportion of contingent workers in the MSP market by occupational category is IT. MSP’s are also investing in knowledge of IT as well as outsourcing procurement to enhance SOW selection and evaluation capability and services. MSP organizations are increasingly building specialisms and expanding delivery centers and best practices around different models. Providers are recognizing that services procurement is perceived by buyers as a specialist skill and they are accordingly investing in building specific services center of excellence teams. The buying cycle is more complicated as services contracts typically involve more risk for a party, the contracts are often longer, commercial assumptions are more complicated, there are more stakeholders as the service involves operations as well as transition, service specifications and responsibilities including associated SLA’s,  exit arrangements as well as the project transformation or transition all make contract for services typically more complicated by nature if compared to a project or transformation of the same functional and geographic scope.Supplier services are not limited to the management of staffing suppliers and MSPs continue to explore the value of online staffing through FMS platforms as well as worker tracking solutions. US based MSP vendors are showing the greatest evidence of an uptake in FMS services being embedded in an MSP supply base.Over 2017 MSP providers are continued to invest in delivery centers, Eastern Europe and India continue to be popular locations for these.Approximately 30% of MSP vendors also offer proprietary VMS technology and continue to develop products to support a technology-led MSP service.SIA recognizes three distinct evolutionary waves of MSP services: Wave 1.0: Sourcing Leveraging Scale Wave 2.0: Sourcing through Vendor Neutral Models Wave 3.0: Sourcing for Work  Click the link below to download the report:  MSP Market Developments - Part 1 20180531 - You do not have permission to view this object. […]

  • VMS Market Developments: Part 1

    The Vendor Management Systems (VMS) landscape again saw expansions across the ecosystem supporting greater integrations with Human Capital Management (HCM) platforms as well as growing support for enabling online talent communities. Some have invested significantly in built-in talent community functions to support the self-sourcing of freelancers. AI and analytics continues to be a dominant theme in the market as well as expansions to source talent across all channels. Statement of Work (SOW) capability has also expanded including more integrations with e-procurement platforms.Challenges still exist in fully supporting the increasing interest in direct sourcing of contingent workers as not all platforms adequately support the streamlining of heavy administrative tasks such as interview scheduling. Interview scheduling one of the known administrative burdens of the process which is still mostly managed outside VMS systems.Included in this report are a number of VMS technologies that support parts of the process. Some are 100% vendor neutral platforms, which by design, give all suppliers and freelancers an equal chance of submitting candidates and profiles. These platforms do not support the creation of preferred supplier lists at all.  Other VMS technologies only support the sourcing, supplier management and reporting part of the process; invoicing is not done in the platform, instead third parties are used.Sourcing decisions of hiring managers are expected to broaden as the market tightens, to include SOW, permanent (direct) hiring as well as contingent hiring. Buyers can expect to see greater ATS, HR and finance integrations. As a result, the wider technology stack with a greater use of middleware to support integrations is likely to be an important factor when selecting VMS providers.SIA recognizes three distinct waves of VMS evolutionary waves: Wave 1.0: Supplier Centric Wave 2.0: Talent Centric Wave 3.0: Wave 3: Marketplace. Client and Data Centric Click the link below to download the report: VMS Market Developments - Part 1 20180405 - You do not have permission to view this object. […]