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In many instances, the MSP program sits within a single client organization – typically human resources, quality assurance, or global procurement. With their singular (and often siloed) positioning, MSPs may run efficiently within their immediate client sphere however, they tend not to interact with other essential ‘talent-driven’ areas of the business. As a result, there have been some obvious gaps in the internal talent supply chain’s ability to provide a holistic organizational talent strategy. In the immortal words of Bob Dylan: Times they are a changin’.
MSPs that were traditionally focused solely on contingent types of labor are now branching out and expanding their reach to touch on direct placement – across a single technology instance.
Some have called it a “Blended Model” or “Integrated Workforce Solution” – characterized as an MSP on one side, an RPO on the other. An opportunity for Pontoon as the industry leader would be to continue exploring our delivery models attached to this emerging offering – especially when proposed to new clients. Why not train an MSP program consultant to manage direct-hire roles while also leading a pool of suppliers supporting one or more forms of contingent labor? Maximizing revenue-generating activities while reducing operating costs is smart, savvy and just plain sexy.
The concept of TTM has created greater conversations around the ability of Vendor Management Systems (VMS) and Applicant Tracking Systems (ATS) to align and integrate. As a result, we’re seeing entirely new stakeholders being brought to the table at the client site – all attracted by one simple concept: Total Talent Management enables Total Talent Strategy for the organization. It’s not just about being competitive in the war for talent. It’s about staying competitive. You can’t do that in work siloes. You can do that with 360 degree visibility.
With a TTM governance model adapted to reflect the talent strategy of the organization (i.e. HR seated at the head followed by quality assurance, procurement, legal, etc.) the governance team will have successfully broken down previously held walls between business units. They can then focus instead on collaboratively analyzing key trends within the entire worker population. Initiatives can be designed and collectively agreed upon based upon strategic drivers such as criticality of skill set, quality of service, cost implications, legal risks, etc. With total visibility comes more strategic decision-making.
So, what can your MSP program do to start this conversation? Well, to start, you must show the value of centralizing all forms of contingent labor into a single instance (staff aug, SOW, ICs, freelance, etc.). Once your clients are able to see the value of greater reporting visibility, risk mitigation, cost savings, and more – it begins chipping away at the uncertainty and lack of knowledge that created work siloes in the first place. Once you’ve consolidated all forms of contingent labor, you’re almost there. Then, it’s time to begin conversations with human resources. Your mission is to get an adequate picture of fulltime hiring needs, challenges with certain skill sets, – all will help in establishing where to plug in with linkages to consolidated contingent forms of labor.
At the end of the day, Total Talent Management is an evolution, not a trend – and we’re witnessing its ascendance at some of our existing clients. Pontoon is extremely well-positioned to lead this offering from its emergence to its period of maturation in the not-so-distant future.