Sponsored by Beeline Covid-19 has given organizations a need to test and even operationalize their business continuity plans as they provide rapid response and action in safeguarding their workforce. As the number of contingent workers within your organization continues to grow, it is important to consider this significant population within your strategies to ensure a successful and comprehensive continuity response. Moderator:Adrianne Nelson, Sr. Director, Global Membership Products, Staffing Industry Analysts Speakers: Chris Paden, Director of Contingent Workforce Strategies & Research (The Americas), CCWP, Staffing Industry AnalystsAutumn Labadie Vaupel, Chief Operating Officer, BeelineDownload presentation (PDF)Watch webinar video below. […]

SIA estimates the global outplacement market achieved revenue of USD 3.2 billion in 2019, an increase of 7% over the prior year. While there are a number of specialist providers, outplacement is more normally provided as part of a portfolio of services offered by staffing firms, executive search firms and HR consultants. The outplacement market comprises a small number of large global providers and a long tail of more than 140 small providers. Since the 1980’s, the outplacement market has seen a number of large acquisitions where staffing firms in particular have acquired outplacement expertise, and this has led to a much more consolidated market. Leading vendors include Mercer, LHH (Lee Hecht Harrison) and Right Management, which ManpowerGroup has recently bundled into its Talent Solutions brand alongside its MSP and RPO services. As more and more outplacement firms provide up-skilling and re-skilling solutions, outplacement will increasingly be seen as an important component of workforce planning and a useful tool to facilitate total talent solutions. Download the entire report here:  Outplacement Landscape Report - You do not have permission to view this object. […]

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 March 20200310 - You do not have permission to view this object. […]

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. […]

Sponsored by Beeline Covid-19 has given organizations a need to test and even operationalize their business continuity plans as they provide rapid response and action in safeguarding their workforce. As the number of contingent workers within your organization continues to grow, it is important to consider this significant population within your strategies to ensure a successful and comprehensive continuity response. Moderator:Adrianne Nelson, Sr. Director, Global Membership Products, Staffing Industry Analysts Speakers: Chris Paden, Director of Contingent Workforce Strategies & Research (The Americas), CCWP, Staffing Industry AnalystsAutumn Labadie Vaupel, Chief Operating Officer, BeelineDownload presentation (PDF)Watch webinar video below. […]

SIA estimates the global outplacement market achieved revenue of USD 3.2 billion in 2019, an increase of 7% over the prior year. While there are a number of specialist providers, outplacement is more normally provided as part of a portfolio of services offered by staffing firms, executive search firms and HR consultants. The outplacement market comprises a small number of large global providers and a long tail of more than 140 small providers. Since the 1980’s, the outplacement market has seen a number of large acquisitions where staffing firms in particular have acquired outplacement expertise, and this has led to a much more consolidated market. Leading vendors include Mercer, LHH (Lee Hecht Harrison) and Right Management, which ManpowerGroup has recently bundled into its Talent Solutions brand alongside its MSP and RPO services. As more and more outplacement firms provide up-skilling and re-skilling solutions, outplacement will increasingly be seen as an important component of workforce planning and a useful tool to facilitate total talent solutions. Download the entire report here:  Outplacement Landscape Report - You do not have permission to view this object. […]

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. […]

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. […]