This week, we asked Nancy Kallusch, head of Genentech’s contingent workforce program “What is the biggest thing to keep in mind when building the business case for the next generation CW program?”
“I would consider the next generation for us would be capturing SOW spend,” Kallusch said. “I think for a lot of folks that’s the same.”
Genentech’s contingent workforce program is fairly mature, having been in place since 1997 with a full MSP and VMS since 2005. The company has pretty well tackled temporary staff augmentation spend. However, SOW represents the next generation need — both from concerns over misclassification as well as the need to bring transparency to that area of spend. Many times, staff augmentation spend can be masked as SOW.
In terms of business case, Kallusch said if selling to the finance side of an organization, the best focus would be on the potential for cost savings of getting SOW under control. While temporary staffing spend may be closely managed, SOW may not be. If selling to HR, the focus should be on the people management side, highlighting the visibility of all workers, especially those onsite.
When selling to the business side, the focus should be on VMS efficiency, having one tool to manage with holistic visibility into all workers.