You can't manage what you can't see . . . 


The Workforce Strategy Group (WSG) is a Business Consultancy and Procurement Service Provider (PSP) that works with clients to uncover sourcing opportunities, develop strategies and lead sourcing initiatives.  WSG has years of experience in IT markets; Voice/Data, Hardware, Software, Vendor Management Professional Services and Professional Contingent Labor. We work with business leaders in large matrixed organizations to achieve unrealized cost savings while  increasing customer satisfaction.

Many companies have purchasing departments but may not have the breath and depth within these departments to understand and optimize the high technology space, leaving money and opportunity on the table.  The technology supplier brings highly trained sales and negotiation teams to the table and will try to make you believe that this is their “best and final offer”... but the truth is, it’s simply a starting point.  Why not put the same advantage on your side.

Unless you are willing to “level the playing field”, you are at a significant disadvantage, which translates to higher cost and contract terms that are less than ideal.  This is where The Workforce Strategy Group can help.

Another overlooked sourcing opportunity; WSG has hands on experience in designing and deploying key business processes around professional contingent labor (VMS & MSP).  This category is one of the fastest growing line items on the corporate balance sheet today, and many times the least visible to the finance and procurement organizations.  Many global factors are contributing to the shift from permanent to temporary staff, but one thing is clear, the growth of temporary workers will continue at a double digit pace for the foreseeable future.  According to a recent 'Executive Insight’ article:

"Worldwide, companies will spend an estimated $280 billion dollars this year. For a company with 50,000 employees, contingent spend can soar  above $300 million annually. One would think that corporate spend of this magnitude is closely controlled not only by HR and procurement, but also at the C-level. We have found this is simply not true. 

Another interesting factoid that Aberdeen mentions in Vendor Manangement systems (Wikipedia):

The Aberdeen Group, an independent research organization, found that less than 17% of companies who have implemented a program to manage their contingent labor workforce have seen an improvement in spend and source-to-cycle performance metrics. This supports Chimes contention that the best implementations are those that include an emphasis on improving business processes versus just selling a tool to a customer.

WSG estimates that over 40% of the Fortune 500 companies cannot identify their actual contingent labor spend.  Most companies do not have the systems or business process in place to capture spend that has shifted from permanent to contingent.  The reality is, HR departments have business processes to track permanent labor for a multitude of reasons e.g. government regulation and reporting. The contingent consultant is typically a 'W-2', 1099 or Corp-to-Corp with a staffing or consulting firm. The business process, legal exposure and reporting requirements are much different. These expenditures can get lost within companies because of misclassification, lack of clear requisition processes to, onboard, manage and off-board this type of worker.



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