With issues like changing legislation, compliance, extensive vendor and SOW engagement management impacting the use of non-employees, it requires more resources than most human resources or procurement teams can handle to properly manage a contingent workforce program.

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If you are researching ways to improve how your organization procures and manages contingent labor, there are a number of trends that could change how you think about talent acquisition.

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Making the decision to move forward with a Managed Staffing Provider (MSP) program is typically accompanied by the Request for Proposal (RFP). While it can create a lot of questions and sometimes, even greater confusion, the one thing that should be anything but confusing is determining how and when you should rely on the RFP process.

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As a procurement professional, you have a lot of things on your plate. With limited time and resources available, priorities dictate that you not micro-manage your staffing suppliers. Voila! Contracting with a Managed Service Program (MSP) provider tasks someone else with the responsibilities of sourcing, hiring and managing your contingent labor workforce. On the other hand, when procured contingent labor within your organization is constantly missing the mark, who is responsible?

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