Businesses in nearly every industry have come to rely on contingent talent as specialists and flexible experts rather than temps who fill vacant seats during absences, seasonal demands or personnel transitions. With increasing frequency, we’re integrating these skilled contractors into our primary workforces. Yet, we still haven’t integrated them into our internal knowledge systems. And that’s a missed opportunity to tap into their intelligence and ideas, especially as the sharing economy’s[...]
I’m about to head home from an incredibly productive and inspiring week at Contingent Staffing 2016. The conference is vital to the workforce industry because procurement professionals are becoming more influential leaders in organizations of all kinds. Their roles are evolving beyond purchasing. These experts are taking on responsibilities that encompass business intelligence, talent analytics, growth strategies, risk and compliance, and much more. Leading procurement organizations are seeking new ways to extract more value from the global supply base, which includes establishing collaborative outsourcing and service acquisition strategies to replace traditional models that encourage zero-sum or win/lose scenarios. As a result, there will be a greater emphasis on forging and sustaining long term supplier relationships.
If you’ll be attending ProcureCon’s Contingent Staffing 2016 Total Talent Management event, you may hear a lot about scope creep, tail spend and SOW. In many ways, they’re interrelated issues. Scope creep occurs when a project is not properly defined, documented or controlled. This leads to unexpected changes, delays and soaring costs as the project balloons into a continually expanding beast. Tail spend refers to spend in the organization that’s not actively being managed across the usual labor categories. More often than not, both of these issues reside in the world of Statement of Work (SOW) projects. SOW is truly the next frontier for procurement. However, capturing this lucrative and competitive piece of the market poses some challenges. By enlisting a Managed Services Provider (MSP), procurement leaders can reap the rewards SOW has to offer.
I’m eagerly counting the days until ProcureCon’s Contingent Staffing 2016 Total Talent Management event. All of the speakers and attendees are uniting to solve many of the hiring challenges confronting businesses of all kinds. Procurement and HR leaders have it rough these days. Unfilled job openings continue to impact organizations, complicated by a scarcity of needed skills. Candidates command more power in choosing their next employers, and they’ve become more selective. The insecurity left in the wake of the recession has made established employees more reluctant to search for new work. Research also suggests that the hiring process now takes longer than at any time over the past 15 years. For procurement, unfilled positions mean unrealized daily revenue potential. Internal talent acquisition teams simply don’t have the resources, bench of proven candidates or time to devote exclusively to hiring. Today’s elite staffing curators do. And they’re ideally positioned to help procurement with any type of hire.