MSPs have evolved beyond the traditional role of transactional service providers. Today’s MSP is increasingly transformational: data-driven decision making is now possible across all facets of contingent worker management, supply chain performance, even strategic workforce management.
The role of the MSP has evolved. MSPs are increasingly an influential, strategic partner in helping organisations manage their contingent workforce. To be able to make talent strategy decisions based on the hard data from an MSP…. this is a game-changer. From contingent worker spend, talent channels, even supply chain performance, the metrics are hugely valuable for today’s smart organisations.
Today, MSP’s have a broader talent classification remit and commonly include independent contractors, SOW, freelancers, even robotics and artificial intelligence. The competitive advantages are very real: absolute flexibility across input channels, providing better access to high quality talent.
Demonstrating benefits beyond year one, and beyond the traditional metrics of cost and compliance, is on the rise. Integration of perm and contingent worker talent pools points to a Total Talent Strategy: and a better overall solution across the entire workforce.
Today’s MSP is no longer the sole domain of big business: medium sized organisations are increasingly on-board. And so, a new breed of MSP providers are emerging, many outside of staffing-legacy industries and so offer a wealth of lateral expertise & innovation.
New sourcing solutions are on the rise, via today’s progressive MSPs. These innovative providers deliver better leverage of sourcing networks, helping to improve ROI and contract talent quality.
With ‘compliance’ and ‘cost containment’ the key metrics for success, organisations are now embedding MSPs into their culture to enable the inclusion of today’s complex networks of talent sources and contract worker classifications. MSPs are placing specialists in charge of compliance, whilst Contractor Engagement & Management specialists focus on the strategic business drivers.
MANAGED SERVICES PROVIDERS NEED TO ALIGN TALENT STRATEGY GOALS TO ACHIEVE:
– Total talent management, leveraging all talent pools
– the inclusion of more contingent worker classifications
– Synergy between HR, Procurement & Business Units
– Process optimisation through the leveraging of technology
– Insights into the true cost of output and ROI of the contingent workforce
– Predictive contingent workforce analytics integration
– Better pricing & services delivery
– Strategic growth
