One of the first decisions CW program managers have to make when developing or revamping a program is whether to manage it internally or engage the services of an outside company — a managed service provider — in some capacity. There are many models and moving parts to consider.
While external MSPs bring with them vast knowledge in tactical processes and procedures, many companies want to manage their program on their own for a variety of reasons. For example, some believe internal employees are more likely to run a program that is consistent with the company’s culture than would a third party, which can help drive critical adoption.
There are many valid business reasons to keep a program in-house. But be aware that building one can be hazardous because “you don’t know what you don’t know.” Staffing Industry Analysts’ recent report, “Internal Program Management,” addresses some of the obstacles internal programs might encounter. Available to CWS Council members, the report discusses options as well as how industry leaders determine which model is appropriate for their companies.
To begin, think about and map out the overall process you want for recruiting and monitoring contingent labor, starting with the initial requisition to successful completion of the gig, and including bumps along the way. Document who is responsible for each task in each step of the process. Building a CW program often requires the responsibility of many of these steps to move from the engagement manager to the new CW program office. If your program also includes statement-of-work management, your process will be more complex than a simple staff augmentation model.
The report explores further critical considerations for program owners, such as technology decisions that affect program management, what company stakeholders to include on the program team and whether to mandate program participation.
The report is available to CWS Council members online.