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  • Workforce Solutions Webinar – VMS/MSP Landscape

    Sponsored by DCR Workforce Vendor Management Systems (VMS) and Managed Service Provider (MSP) offerings are continually expanding. Key integrations are underway as these programs no longer work in silos in the workforce solutions business. In this complimentary annual webinar, we explored how these products and services can best be integrated in your business to deliver the greatest value. Learn how to find the right solution for your program and hear the latest findings from SIA’s leading market research on the VMS and MSP landscape. Speakers: Bryan Peña, SVP, Contingent Workforce Strategies, CCWP, Staffing Industry AnalystsElizabeth Rennie, Global Workforce Solutions Research Director, CCWP, Staffing Industry AnalystsRichard Snider, VP - Channel Partnerships, DCR WorkforceDownload presentation (PDF)Watch webinar video below. […]

  • Workforce Solutions Buyers Survey 2017 - Trends in management strategies and priorities

    Key Findings We asked companies about their use of 21 workforce solutions strategies. The five most used strategies are VMS (78% of respondents), use of domestic outsourcing (76%), consolidation of staffing suppliers (70%), use of offshoring (69%) and program for diversity suppliers (64%). We also asked respondents about which of the 21 strategies were planned for exploration during the next two years. The strategies most mentioned include total talent acquisition (48%), inclusion of contingent workforce as part of strategic planning (48%), trying out new staffing suppliers (42%) and global management of CW program (42%). Buyers of primarily professional contingent workers were significantly more likely to use offshoring (75% vs. 39%), a vendor for independent contractor (IC) compliance (61% vs. 30%), and global management of their contingent workforce program (38% vs.17%) then buyers of primarily commercial contingent workers. Buyers with larger contingent spend were significantly more likely than buyers with smaller contingent spend to use global management of their contingent workforce (46% vs. 20%), supplier tiering (for example, establishing tier 1 and tier 2 suppliers) (70% vs. 50%), consolidation of staffing suppliers (81% vs. 62%), and VMS (86% vs. 71%). The three-year-average percent of companies using VMS rose dramatically from 16% in 2006 to 64% in 2010. Since then, this figure has grown more slowly, reaching a level of 73% in 2017. After growing from 42% to 66% between 2009 and 2015, the three-year-average percent of companies using MSP has declined slightly to 63% during the last two years. Some of the decline may be due to the trend of bringing a contingent workforce program“in house”, as mentioned on page nine. 13% of companies indicated that they had brought management of their contingent workforce program “in house” in the last year,and another 14% of companies plan to do so in the next several years. The top contingent workforce program priorities most commonly reported among respondents were reducing/controlling costs(22%), providing excellent customer service to internal stakeholders (18%) and globally integrating their contingent workforce program (11%). Nearly three fourths of respondents spend half or more of their time on contingent workforce responsibilities. The increasing trend over time may in part be due to the increasing size and complexity of contingent workforce programs, as well as the emerging role of contingent workforce managers as a profession. To download the report, please click on the link below. WS Buyers Survey 2017 - Americas - Trends in management strategies and priorities 20171110 - You do not have permission to view this object. […]

  • SI Report Webinar - November 2017

    In this webinar topics covered include: An update on sourcing and automation technology Trends in supplier management strategies, priorities, & contingent labor share from our Contingent Buyer Survey Training, executive compensation, participation in online staffing & automation from our Staffing Company Survey North America legal and regulatory updates And of course the latest updates on the state of the economy, employment trends and developments in the U.S. staffing industry.Download the presentation slides.Select the play button to begin viewing. […]

  • Largest Global Engineering Firms

    • We estimate the global engineering temporary staffing revenue market in 2016 to be worth $28.3 billion. Added together, the top 20 firms generated $9.9 billion in revenue, accounting for 35% of the market, by our estimates. The complete list of 20 firms can be found on page five of this report.• In this market share report, we have ranked companies in order of revenue size, according to industry custom, but this ranking should not be taken to imply that a firm with a higher rank provides better service or more value to its shareholders.• Staffing firms varied in degree of financial transparency, and even when forthcoming with information, we reserve the right to adjust data for the sake of consistency. Therefore, for all firms in this report, revenue shown should be considered an estimation by Staffing Industry Analysts.• Market share percentages in this report were calculated by dividing each company’s revenue figure by our estimate of $28.3 billion for the global engineering temporary staffing market in 2016.• Overall, we believe that this list is accurate and can be used appropriately to get a “big picture” reading of the global engineering temporary staffing industry landscape. However, as transparency and availability of information from staffing companies can vary from one year to the next, this year’s estimates may not be comparable to those of previous years in all cases. For that reason, we did not display prior year revenue estimates in this report.• Additional details on the methodology of this report are provided on page eight.• This report should be read in conjunction with our ‘Global Engineering Report 2017’ report.To download a copy of the report click below:  Largest Global Engineering Firms 110717 - You do not have permission to view this object. […]

  • Worker Profile Tracking

    Sponsored by: Current dynamics in the market, such as aging population, economic changes, skills shortages, the need for a flexible workforce and increased regulatory scrutiny, are forcing companies to transform and re-think their external workforce structures. This is a strategic and logistical task, with up to 50% of an organisation’s workforce now consisting of external resources.Companies are faced with the challenge of keeping track of their non-employee workers in terms of ‘Who and where are they?’ and ‘what do they actually do?’ Are they contingent, Statement of Work or some other engagement type that is hard to classify?In this interactive webinar, Peter Reagan, Staffing Industry Analysts Director, Contingent Workforce Strategies and Research (Europe & Asia) was joined by Fieldglass, Abbott and SAP, to discuss how these companies have achieved visibility into their entire workforce. They shared how they went about tracking their non-employees, together with an overview of their future strategies for Total Talent Management. Speakers: Peter Reagan - Director, Contingent Workforce Strategies & Research, Europe and Asia Pacific, Staffing Industry Analysts Mikael Lindmark - SVP EMEA, Fieldglass Amy Gordon - Global Head of SAP External Workforce Center, SAPShyrl Hoover - Senior Manager, Talent Acquisition, Flexible Recruiting Solutions, AbbottTo view the video below, select the play button to begin viewing. Double click the 2 arrows to view full screen. To download a full copy of the slides, click below. 151028_EUBuyer-WorkerProfileTracking_Fieldglass.pdf 3.99 MB […]

  • Crowdsourcing Platforms

    Introduction Within the SIA Human Cloud platform lexicon, Crowdsourcing represents a group of platforms that, although sometimes having some shared characteristics, are fairly distinct from Online Staffing and Online Services platforms. They also seem to represent some of the most innovative models for organizing certain kinds of work and workers on a contingent basis, with technology continuing to press on the frontier of what can be done. “Crowdsourcing” has become a widely used term with a wide range of meanings. For our purposes, it refers to an online platform-based process of inviting and engaging numerous paid online workers from a dispersed, often massive, labor population to each perform a quite narrowly defined/scoped unit of work, which, when collected and processed further by the platform, will lead to an expected value added outcome for the client.  Depending upon the specific criteria applied, we estimate there are no more than 25-40 Crowdsourcing platform businesses, engaging millions of workers, in the world today. Many of these platforms have attracted substantial investment, though the aggregate spend processed annually across all platforms likely falls short of $500 million. While there has been some M&A activity (for example, Appirio recently acquired Topcoder), many of the businesses appear to be growing and evolving with their customers and even finding a receptive market among extremely large enterprises (something to be noted by staffing firms). Being on the edge of innovation, Crowdsourcing platforms exhibit considerable variation, but for now seem to separate into two main models which we have defined as Distributed Microtask Processing Platforms and Challenge/Contest Platforms. However, even within these two basic models, variation is still present. Still experimental and evolving, Crowdsourcing platforms represent extreme forms of innovation in how contingent workers can be engaged and work can be done.  There is definitely a place for these kinds of platforms in the globally networked, 21st Century, information-based/service economy, although it is difficult to predict the extent and form it might take. For the near term, we expect the Crowdsourcing segment to continue on a steady, but not explosive, path of investment, innovation, and growth. To download the full report, click below: Crowdsourcing Platforms - You do not have permission to view this object. […]

  • Trends in Labor Arbitrage

    Key Findings Organizations can take advantage of effective labor arbitrage via three separate means: Labor mobility initiatives Offshoring The Human Cloud    However, organizational demarcation is preventing companies from taking best advantage of labor arbitrage with different departments taking responsibility for different solutions. Talent distribution and migration creates opportunities for those able to access this talent. There are a number of different hubs where labor emigrates from and immigrates to. There are also three important patterns of ‘intra-zone’ migration; the US, Europe and China. Taking advantage of the full potential of labor mobility requires corporate competence in recruitment intelligence gathering, visa/immigration services, relocation services and the ability to payroll in multiple markets. All three ways of taking advantage of labor arbitrage will grow in future driven by a number of key trends, however, Human Cloud solutions as a technology disrupter has the potential to grow at the expense of the other two.  Using the Human Cloud does not require any up-front investment, the creation of an overseas infrastructure, the bureaucracy of visa applications or the administrative hassle of relocation. To download the full insight, click below: Labour Arbitrage Trends - You do not have permission to view this object. […]

  • Information Technology Issues

    Key Findings The CIO has a difficult balancing act to achieve, providing innovation and support to the business while, at the same time, coming up with initiatives to cut costs. Compared with other industries, IT spend in the staffing industry is below average both as a percentage of revenue and per full time equivalent employee. The key technology trends that staffing firms should be addressing today are: Greater efficiency and effectiveness through IT consolidation and improved infrastructure and services. Use of fibre-optic infrastructure for better telecommunications bandwidth. Outsourcing of infrastructure, platform services, and application services to the cloud, and transition to web browser delivery and away from thin client solutions. Mobile access and the use of mobile applications for anytime, anywhere connectivity. Ensuring social media channels are natively incorporated into the front office application and that various databases can be simultaneously searched. Staffing firms should attend to innovation as a means of creating competitive advantage and value. A systematic approach to ideas generation and innovation is possible, and the CEO must lead, sponsor, and challenge the status quo. To read the full report, click below: Information Technology Issues and Trends - You do not have permission to view this object. […]

  • Rest of the World Legs and Regs Advisor November 2014

    Key Findings: Azerbaijan – Recent developments in labour law New Zealand – Proposed health & safety laws place personal duty on officers China – Harsher penalties for workplace health & safety Venezuela – Third minimum wage increase in 2014 To download the full report, click below:  ROW Legs Regs Advisor November 2014_final - You do not have permission to view this object. […]

  • Rest of the World Legs

    Key Findings:South Africa – Amendments to the Basic Conditions of Employment ActChina – Authorities enforcing competition laws against foreign firmsAustralia – No implied mutual trust and confidence in employment contractsAustralia – An employer can direct an injured employee to a medical assessmentSouth Africa – Labour Relations Amendment Act restricts the use of temporary workersSouth Korea – Court finds Hyundai’s use of subcontracted labour illegalTo download the full report, click below: ROW LegsRegsAdvisor_September2014 - You do not have permission to view this object. […]

  • Rest of the World Legs

    Key Findings:India –Government approves labour law changes but has a way to go to encourage more flexi staffSouth Africa –Amendments to the Employment Equity Act come into forceHong Kong –Proposals to allow third parties to enforce contracts has implications for employersAustralia –Important lesson for drafting post-employment restraint agreementsColombia –Employers must act reasonably to protect employees’ fundamental rightsTo download the full report, click below: ROW Legs Regs Advisor August 2014 - You do not have permission to view this object. […]