Sustaining performance levels to keep your program mature
The top management actions CW programs need to take to sustain performance levels.
Power tools that take your program up several maturity levels
When well-applied, these three complementary management tools can change your CW program’s trajectory.
Sustaining your program’s CW competitive advantage
Like any service organization, the CW program has competitors in the marketplace. Here’s how to keep your program at the top of its game.
Transforming the quarterly business review
There’s a new QBR in town. How is it different from the old? Replace quarterly with quality and think strategic, long-term improvements.
Your CW penetration rate matters
With increased contingent worker usage comes more complex demands on CW programs. Whether it's the entire organization that is highly contingent or select functions, program owners need to know.
Beyond punishments: Energizing staffing partners with carrots
Most programs have penalties in place to address poor staffing partner performance. But what about incentives to reward those that go the extra mile?
More than the bottom line: What drives SOW management ROI?
When developing an SOW management program business case, it is critical to define what drives an initiative’s return on investment. And when it comes to folding statement-of-work management into your CW program, it’s important to know how those drivers differ from staff augmentation. Here’s what to consider.
Get a strong CW brand engagement strategy or lose quality talent
As contingent worker usage swells, an organization’s engagement brand has become even more critical. What to keep in mind when developing your strategy.
Beware, you may be using the wrong benchmarks
Comparing your program to marketplace trends is useful, but be wary of misinterpreted or misapplied data.
Don’t ask staffing firms to be your banker or insurer
You would not ask your car dealer to sell you a cake. Why demand banking services from your staffing partner? Many program offices succumb to internal pressures to add contractual requirements forcing staffing partners to be what they are not. Why that can be bad for your program.
