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Whether you’re in the process of identifying or implementing a vendor management solution (VMS), taking a best practices approach to contingent workforce management can help organizations better manage their temporary, consultative and professional services workforce.
Partnering with a vendor that understands your business goals, company culture and what you’re trying to achieve is as important as having the right technology in place to measure and optimize results. Show support from executive leadership – Communicate to vendors that executive leadership is driving the program and where it fits into business goals. Define the scope of implementation to create shared understanding – Whether you’re proceeding with a phased approach or taking an accelerated path to implementation, make sure the vendor community knows your intent.
Make it known that compliance is not optional – Communicate that the program is mandatory and that all vendors must comply. Discuss measurable program objectives – Share with vendors the strategic optimization quality improvements you’re looking for, such as how you plan to achieve risk mitigation or what your objective is from a cost containment or rationalization perspective. Standardize contracts by primary service segment – Terms and conditions will differ between an administrative and technical provider. Determine a clear pricing strategy – Decide if the pricing strategy will be based on a set mark-up or geographic rate card. Institute consistent funding and vendor payment terms – Whether you choose to fund your program as a percentage of spend, share the burden with the vendor community or fully fund the program, be consistent. Get a rate commitment from vendors– If you don’t define terms upfront, you may experience vendors stating they misunderstood the engagement or have another reason they need to raise your rate. Put performance guarantees in place – If a one week performance guarantee is built into the contract, be sure to also define what happens when it doesn’t work out. Establish an NPC – A National Primary Contract centralizes control and eliminates finger-pointing or work requirements “falling through the cracks”. The contingent workforce’s role in many enterprises has evolved significantly in recent years, with subcontractors, specialty firms and just-in-time solutions for both commoditized and highly skilled labor playing a larger role in day-to-day enterprise activities. The opinions expressed by guest authors do not necessarily reflect the positions of Staffing Industry Analysts. According to Wikipedia, Information management (IM) is the collection and management of information from one or more sources and the distribution of that information to one or more audiences. Information management environments are comprised of legacy information resident in line of business applications, Enterprise Content Management (ECM), Electronic Records Management (ERM), Business Process Management (BPM), Taxonomy and Metadata, Knowledge Management (KM), Web Content Management (WCM), Document Management (DM) and Social Media Governance technology solutions and best practices. Information management is a corporate responsibility that needs to be addressed and followed from the upper most senior levels of management to the front line worker. The information landscape is changing at an exponential rate and so is the skill set needed by information professionals.


Download this white paper to learn how information management is progressing and what skills and knowledge are needed to remain at the top of your game. AIIM's Market Intelligence group provides neutral and unbiased market research reflecting the wisdom of our 80,000 community of information professionals.
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The role of a Field Executive is to audit our service at the site, to communicate the findings to the Company's senior management with the minimum delay, and to participate in the corrective process, if necessary. We liaise with our clients at every point of the process through a dedicated project manager. This includes implementing technology and communicating expectations on how vendors should work with the technology and operational processes to meet your business objectives. Whether that’s cost control, mitigating risk or achieving compliance, improving operational efficiencies can help organizations leverage the contingent and services procurement workforce as a strategic component of the overall human capital management strategy and allows organizations to better manage spend, compliance, risk and efficiency. This boosts adoption and engagement because vendors understand the organization’s commitment to the program. If you don’t communicate that it’s a mandated program, some vendors will perceive it as optional, making it harder to get to a steady-state.
By setting expectations at the forefront, you’ll eliminate back channel conversations, rogue spending and work-around processes. As you work with vendors, have some basic agreements that ask them to execute based on the segment of business. Geographic-based rate cards are the best way to measure competitive pricing strategy, but mark-ups are sometimes necessary if you don’t have data or full visibility into rates. Information gets shared between vendors and not having consistency can create additional challenges.
Put a stake in the ground and enforce that vendors live with the rates they committed to at the time of engagement. This is especially helpful when working with a vendor organization that has multiple branches. Effectively managing this growing number of workers – who have many advantages from a management standpoint but also unique challenges and reporting needs – requires an in-depth and consistent approach.


The organizational structure must be capable of managing this information throughout the information lifecycle regardless of source or format (data, paper documents, electronic documents, audio, video, etc.) for delivery through multiple channels that may include cell phones and web interfaces. This principle should be acknowledged or agreed upon across the organization otherwise any business case and support for IM will be weak. Organizations must be held and must hold its employees accountable to capture, manage, store, share, preserve and deliver information appropriately and responsibly. It's time for information professionals to change the way the business world thinks about enterprise information and IT. If you do proceed with mark-ups, reserve the right to implement geographic rate cards at some point in the future. Likewise, when establishing insurance obligations, make sure everyone has the same requirement. A single point of contact increases accountability and puts the onus on the NPC to manage their organization. Management means the organization of and control over the structure, processing and delivery of information. Part of that responsibility lies in training the organization to become familiar with the policies, processes, technologies and best practices in IM.
Make the Certified Information Professional designation part of your path to career development and continuous learning. Given these criteria, we can then say that the focus of IM is the ability of organizations to capture, manage, preserve, store and deliver the right information to the right people at the right time. Managers:They have been assigned various units for smooth functioning, who remain in regular contact with the clients.
Equipment for the security staff to carry out their duties in the correct manner will also be issued if necessary. They are equipped with cell phones and vehicle to carry out surprise and routine visits of the sites.



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