Worldwide Contingent Workforce Management
While globalization allows today’s businesses to find, source, and engage talent like never before, it also raises issues of statutory compliance and visibility to the utmost importance. If you have only partial visibility of your non-employee workers or are only ensuring compliance in a few geographical areas—but not in all—you may be putting your program, your position, and your company in jeopardy.
Compliance is a major reason multinational companies are “globalizing” their contingent workforce programs. According
to industry analysts, 35 percent of companies today have a global contingent workforce program in place with the
necessary capabilities for finding, engaging, and managing talent across various geographies. An additional 42 percent
of businesses plan to develop a global contingent workforce program within two years.
There are several things companies need to consider before expanding their non-employee labor programs globally. First
among these is the fact that there is no homogeneous “global contingent workforce” and no single set of laws and
regulations that controls all talent engagements.
Despite the fact that talent is globally distributed and increasingly accessible, global program strategies must
encompass localized components that account for geographical variations in labor laws, tax structures, cultural norms,
and market dynamics.
For this reason, most companies have discovered that a contingent workforce program developed for one country can
rarely be exported to another country without some necessary localization, and it is typically more complicated to implement the program in other countries than in the country where you started. In other words, a one-size-fits-all approach to the world does not work.
A better solution is to develop a global strategy based on common goals across the organization, and then tailor each
local program based on local market conditions, business customs, and labor regulations. The result will be a more
flexible and agile program that provides global visibility and continuity.
In addition to the tangible differences between countries and regions—languages, laws, tax structures, and more—there are other differences that must be considered. Many of these are cultural in nature and may exert a strong influence on whether an international program expansion will succeed.
Change management is one example. In some cultures, change is driven from the top down, so it is crucial to establish top management’s support from the beginning. In other cultures, innovation is traditionally driven from the bottom up.
To ensure effective adoption of the program, program owners will need to understand how this process works in the cultures involved and develop their change management and training plans accordingly in order to ensure success
Sometimes it is not practical or cost-effective to implement a localized solution in countries where you have only a few workers. At the same time, it is important to include these workers in your overall program for both visibility and compliance purposes. In these cases, the right answer can be Beeline’s Regional VMS solution, a unique product offering that allows visibility and global consistency, even for smaller, outlying operations and satellite offices.
Beeline VMS is supported, managed and delivered by a team of VMS experts who are located in close proximity to customers all around the world. Our international team includes the following resources:
All these resources are available for you
Leveraging the experience of our product and project managers, we document statutory requirements, local business practices and all relevant information, and organize the information by country. The documentation includes best practices and a “how to” guide for building a winning, localized VMS. Our knowledge library is constantly updated to include the latest pertinent information and regulations.