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. Our high performance staff development coaching approach helps our clients to understand and know where they are at every step in the coaching process.
Our staff development techniques are grounded in cognitive behavioural sciences that transcend more traditional coaching; therefore we are able to take our coaching clients to higher levels of performance.


Our approach is to introduce our clients to models of performance excellence and then support them until they integrate these skills into their daily behaviour. Our clients are more resourceful as a result of our coaching because they have learned how to harness the power of their thoughts and emotions, formulate new positive responses and generate constructive behaviours that create new levels of effectiveness. Our coaching neutralizes self sabotaging; subconscious patterns that are no longer useful and helps realign our clients with their personal and business goals and core values.
We have also helped clients more effectively manage change, recognize and seize new business opportunities, effectively facilitate employee engagement and actively manage staff and team development. We also use various personality profiles and assessments if we believe that this will enhance the coaching process and provide greater insights to the coaching client. Our approach to developing high performing teams is depicted in the model below and highlights the 5 stages we believe are critical to creating teams that out-perform others. Out team development approach includes profiling team members so that each team member has a very clear roadmap which describes their own work preference and how they like to gather, process and deliver information, what their communication style is like and how they relate to others, what process they follow in relation to making decisions and how they organise themselves and others when it comes to planning and delivering work outputs.
When we work with organisations who want to enhance their overall profitability, efficiency and effectiveness, our blueprint for change includes a comprehensive leadership capability framework that clearly links all leadership development strategies with the overall blueprint for transforming organisational performance. The focus of QL Management Consultant’s leadership development process is on behavioural change. The second stage of leadership development involves customised workshops to further explore the contemporary world of leadership and to commence a process of developing high performance mindsets for leadership excellence.
A critical third component of QL Management Consultant’s leadership development approach includes designing customised individual development plans for each leader through a process of one-on-one coaching. QL has worked with diverse industry sectors ranging from engineering, construction, IT, project management, oil and gas, mining, legal and public administration. 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.
We help them establish a clear understanding of their performance objectives, exactly what to do, how to do it and when. Our coaching models help our clients break through their self limiting beliefs, reduce their procrastination, and build confidence in setting stretch goals and engaging others in achieving team goals. 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. Our executive coaching approach is highly effective and regularly achieves positive transformational change which benefits both the organisation and the individual.



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