How you run and who manages your program REALLY matters.

I see such a big difference around how companies approach their non-employee talent programs. What are the goals and opportunities for improvement? Who owns the program? How is it run??

 
 

What is the process to start a project?

  1. Client provides a high level overview of current program with applicable data.

  2. Determine the goals and desired results together as a team.

  3. Who is the Program Owner and Executive Sponsor? You need both  to make this successful.

  4. Create Statement of Work with specific deliverables and dates.

  5. Both parties approve the SOW before work commences.

Necessary Client Stakeholders

I prefer to interview appropriate stakeholders for future improvement opportunities

  • Procurement Buyers

  • Non-Employee Talent Program Manager

  • Talent Acquisition

  • Legal

  • Human Resources

  • Information Technology Sponsor

  • Finance

Important client data to start a project.

  • Non-Employee Labor Spend for the last 12 to 24 months broken down by location and labor type

  • List of current Suppliers and their current embedded talent base

  • List of all contractors broken down by function, pay rate, bill rate, length of assignment and location 

  • Current Rate Card and any documentation used for bill rates/pay rates

  • Who had governance for the NE employee program and its policy?

  • Is your NE Strategy mapped to your current Human Capital talent strategy?

Supplier Review

  • All CURRENT supplier agreements with active talent

  • Review of all supplier MSA terms and conditions (must include conversion terms, payroll and transition rates, bill and pay rates)

  • Review any recent supplier performance surveys from Hiring Managers