Buyers of contingent labor frequently voice their frustrations about the gaps between what was sold or presented to them at contract negotiation and prior to implementation and what is actually being delivered once their MSP is operational. This is a complaint that applies to internally-run programs as well those provided by a third party. Part of the service gap may be due the constant change occurring in the industry and program managers not understanding what their needs really are.
There are three basic levels of service available to your contingent workforce program, which apply to internal and externally managed programs alike.
One-star. Administrative support, which includes onboarding assistance (VMS management, technology setup, building access all completed by the MSP) and full offboarding assistance.
Two-star. The midlevel strategic support includes intake conversation with the hiring manager, outtake conversation with the suppliers, light résumé screening, interview setup, onboarding assistance (VMS management, technology setup, building access all completed by the MSP) and full offboarding assistance.
Three-star. Full strategic support. Includes intake conversation with the hiring manager; outtake conversation with the suppliers; full résumé screening and shortlisting of candidates; interview setup; rate negotiation; onboarding assistance (VMS management, technology setup, building access all completed by the MSP); full offboarding assistance; and quality validation at specified intervals, typically after two weeks, 30 days, 90 days, six months.
There are many variables to consider when determining which service level is appropriate for your organization’s needs, and more often than not, a single program will require more than one level of service offering to continue to mature and support business goals and objectives. For example, service-level support needs can vary by labor category. Professional contractor positions may require more strategy and support to find the right talent and ensure consistent fulfillment over time; thus, the three-star service might be needed. Alternatively, common repeatable administrative positions may not require much more beyond one-star service.
Different regions may require varied support levels as well. When programs expand into other countries, it is not uncommon for decision makers to demand that the MSP services mirror the original program launch. This can present a challenge. The No. 1 goal for program expansion is adoption, and forcing a new region to adhere to the same policies and procedures and level of support could cause major adoption issues. Potentially, the existing way of doing business prior to the MSP may deliver value to the organization beyond what the goals and objectives may be for the program.
For those buyers who have a contingent workforce program and want to ensure the correct support is provided to the business and end users, a full assessment of service-level requirements must be considered. In-depth surveys, data from the VMS and logic can help you identify the right level of service for your program.