I f you’re looking to expand your contingent and SOW workforce solutions across the country, or around the world, understanding the requirements, practices, and regulations in each state, country or region is critical to success.

There’s a lot to consider. Where are you expanding? What business units are going to be affected? Will local laws dictate business process? Do you need a vendor management system (VMS) or managed service provider (MSP), or are you going to manage in-house? Which would be a better fit, a supplier- or buyer-funded model?

The questions are endless. That’s why you need to have a framework in place that enables you to expand your program efficiently. The more you know, the better.

In our experience, the best approach is to design a contingent workforce program that clearly lays out strategies for governance, service delivery, and operating model, core design principles that describe your requirements and how they align with solution standards, as well as your mission, vision, and goals. There are several steps. Here are the basics.

1.     Establish governance. Your governance model should cover who is responsible for driving your expansion strategy and creating a roadmap that aligns with your business goals and expectations.

2.     Characterize your service delivery and operating model. There are a lot of moving parts, all of which require specificity. For instance, what will your operating model look like? Will you set up an internal contingent workforce management office in each country, centralize it through a center of excellence, or outsource to an MSP? What will the roles and responsibilities be in each scenario?

Figuring out the best sourcing model is also critical to your expansion process. Have you ascertained which sourcing model would be most advantageous? Master vendor or multiple vendors in a vendor-neutral environment? What will your contract and funding model look like? Which technology  solution (i.e., procure to pay, procure to proforma, or worker tracking) meets the regulatory mandates in the countries where you’re planning to operate?

3.     Develop Core Design Principles. These should describe your contingent workforce requirements and how they align with solution standards in the marketplace.

4.     Set a vision for the program team to align with. That requires your team to craft the program’s vision, mission, and goals. These three components become a roadmap for today and a tool that will enable you to benchmark your performance in the future. Here’s how the three areas interconnect.

·      A Vision Statement is a statement of what or how the company would like things to be—a picture of the future the company is working to create.

·      A Mission Statement provides structure and direction to a business as well as a useful tool to inform employees/suppliers/customers about what’s important to the company and how the business operates.

·      Goals are the elements that are necessary for an organization or project to achieve its mission. It is a critical factor or activity required for ensuring the success of a company, or a specific initiative.

How will you approach services procurement? Here are the steps we recommend to categorizing, classifying and capturing SOW service spend.

Brightfield Strategies discusses more about contingent workforce expansion best practices in this webinar. We’ll go over every aspect of contingent workforce and SOW-based expansion. Vendor management system approaches and benefits. Resource management tracking, sourcing, and procurement models and more.

Expanding my program globally

View this Beeline – Brightfield Strategies webinar, “Successfully Expanding Your Contingent Workforce Management Program.”

Share on FacebookTweet about this on TwitterShare on VKShare on LinkedInShare on Google+Email this to someone