In our Workforce Solutions Buyer Survey, managed services providers achieved a net promoter score of -3, indicating that buyer organizations and specifically engagement managers (managers who are employed by the buyer of contingent workforce talent, products and services) have not been particularly fond of MSPs. Yet these providers have been in the contingent workforce management marketplace for more than 30 years. And MSP use among large buyers, according to our annual buyer survey, has hovered between 62% and 66% over the last few years.
Net Promoter Score
A net promoter score, or NPS, is the percentage of customers rating their likelihood to recommend a company, a product or a service to a friend or colleague. On a 10-point scale, with 10 being the most likely, the NPS is derived by subtracting the “detractors” (those responding with a six or below) from “promoters” (those responding nine or 10).
So, what is the path forward for the MSP? What can they do to add more value to the buyer, and what can the buyer do to encourage them to provide this level of care? I see several areas where the MSP can service CW programs if the program opens itself up to the options.
Move to total talent. A strong MSP can help buyers make total talent management a reality. Remember, total talent is on the minds of most buyers that SIA analysts speak with during the hundreds of calls we have monthly. But the fact is the TTM concept hasn’t gained traction due to disjointed and unorganized functional areas within the buyer organization. Buyers have been slow to adopt to total talent strategies because of things like ownership of the process, multiple systems of record, misalignment between FTE and non-FTE workers, to name a few.