The use of contingent labor—whether temp staffing, SOW/project workers or straight independent contractors—is largely driven by the need to reduce operating costs in ever increasingly competitive markets. The challenge is in achieving the proper workforce composition and balance between full time and contingent resources. Too many of the former and labor costs can drag on profitability. Too many of the latter and overall operational efficacy can suffer. Let’s examine how organizations can achieve the proper balance.
Apr 11, 2018 10:36:05 AM
Dec 26, 2017 2:15:12 PM
As the year draws to a close, editorial staff here at the nextSource blog likes to look back at all the informative content we’ve produced to share with you, our readers. This year, the blog was home to some very hard-hitting articles just busting at the seams with useful perspectives, strategies, analysis and recommendations for helping organizations like yours navigate the challenges of modern workforce management. What follows is our editors’ choices from a year replete with great content. Take a stroll down memory lane as we revisit some of the most important topics of 2017.
Dec 20, 2017 10:53:31 AM
One of the challenges that comes from being a service provider known for long-term client retention is being involved in customers’ operations long enough to grapple with the problems arising from program maturation. Everyone knows the “honeymoon” period for a new VMS/MSP solution occurs in the first year or so, during which the low hanging fruit of process improvement, clarified rate visibility and other benefits are captured. It isn’t until the second or third year into the program that customers can sometimes begin to experience diminished returns from their VMS/MSP initiatives. This isn’t because the solution grows less effective. It is almost always because the underlying assumptions and business requirements are no longer what they were when the program was first designed and deployed. This guest post, penned by DCR Workforce vice president, Richard Snider, explains what organizations in this position should do to address the malaise of year-three programs.