Our customer, a technology-based ridesharing platform, financial services and food delivery company was eager to bring in an MSP to support their extended workforce programme that consisted of all of the customer’s non-employed workers.
They were growing quickly and needed a partner that could co-build a solution to find the best talent at competitive rates whilst complying with regulatory framework in different countries.
We were committed to building a completely custom and fully integrated solution with executive sponsorship on both sides.
This customer was especially interested in being involved in the design and build of the programme.
They offered insight to ensure successful adoption from hiring manager stakeholders to the candidates that they hired.
Our implementation team included experts that had expert knowledge on hiring in Asia Pacific, previous experience implementing first generation MSP programmes and working with technology customers.
From the initial launch of the MSP relationship, the programme operated under newly created branding that was unique and specific to this initiative.
By using a name, look and feel that was independent of ours and the customer’s brand, the initiative had its own recognisable identity that made it immediately get the attention of our customer stakeholders.
The programme was given a name, logo, and branding look and feel that was rolled out through a video message that was co-built with our customer.
Creating this independent brand set this initiative apart from other projects and implementations the customer was rolling out, thus the curiosity and buy-in of executives and other senior stakeholders.
Change Champions were fixtures within each team that were delegated to be subject matter experts that the teams could use as resources for all programme-related inquiries.
The role of a Change Champion included:
Training sessions were held for people managers, change champions, support staff and key stakeholders.
A variety of training sessions were held from recorded-live sessions, to platform specific trainings and all were then housed in the microsite for easy access and quick reference.
Specific training sessions were held for each stakeholder group from hiring managers to suppliers to change champions and executive stakeholders.
A microsite was built on an internal platform to:
Necessary tools and additional platforms would be available where they would complete tasks like approving and posting new reqs and timesheet/ expense approvals.
Other tools were used to communicate and answer inquires through a dedicated Q&A portal where stakeholders could submit questions and participate in drop-in sessions.
The programme implementation team administered a series of surveys throughout the process to ensure the customer understand the value that would be delivered and fulfilment on expectations of the MSP.
The survey offers a scale of 1 – 4. 1 represented a poor experience and 4 represented a great experience.
68% of stakeholders answer 4 out of 4 when asked if they understood the objectives of the MSP programme as a direct result of implementation efforts.
The remaining 32% ranked 3 out of 4 and no stakeholders ranked 1 or 2 on the scale of 4.
When stakeholders were asked if they understood the value of the change the MSP would bring, 73% ranked 4/4 and 21% gave a 3 out of 4 ranking.
These types of surveys will continue to be administered throughout the first year of the programmes relationship to ensure stakeholders are satisfied with their experience and will be promoters to other users in the business.
