SCM 101 (3D): Best Practices for Acquiring Contingent Labor
Low unemployment in the U.S., coupled with more restrictive immigration requirements, make Contingent Labor a hot topic, and a purchase that all of us will be involved with in one way or another. Using freelancers, independent contractors, consultants, and other non-full time employees (otherwise known as Contingent Labor) as part of an organization’s labor pool, isn’t a new practice. Today’s unique business climate, including low unemployment in the U.S., more restrictive immigration requirements, and the overall impact of technology on the global economy, is making Contingent Labor a resource option that many of us may need to consider going forward.
However, using such resources can become increasingly complicated, as business expectations grow, and global technology options become virtually unlimited and more complex.
• When does using Contingent Labor make sense for our business?
• What are the advantages and disadvantages of hiring contingent workers?
• How do we establish a clear business case, for not only the proper price and volume, but the required quality?
• If we decide to use Contingent Labor in some capacity, what are the best practices we should consider, from inception through contract signing and procurement?
• How should we manage the engagement, once all the requisite agreements are in place, and the resources are hired?
Tom Sheridan will guide us through the entire process, and answer the questions we have regarding a contingent workforce.