Managing a contingent workforce is incredibly complex.
It involves sourcing and managing a huge number of contingent workers, as well as implementing a wide range of processes - from sourcing and vetting staffing vendors, onboarding, assignment management, project management, offboarding, analyzing vendor performance, time entry, invoicing, payments, and much more.
This becomes even more complex when a business has a large number of temporary workers and independent contractors that are spread across multiple business units and locations.
That was the case with “The Global Beauty Products Manufacturer”, which had thousands of non-employee workers a day throughout the year, with widely varying job roles and ways of charging for their time, causing serious billing and payroll issues.
To make this even more complex, the organization had no real centralized or standardized way of managing staffing agencies and contingent workers across the entire business.
Instead, hiring managers across The Global Beauty Products Manufacturer had multiple lines of business and each one was struggling to perform their contingent workforce management tasks. They were spending significant amounts of time managing their open jobs, staffing agencies, and using manual spreadsheets, paper timesheets, and doing this all via emails and phone calls.
This resulted in The Global Beauty Products Manufacturer struggling with a complete lack of visibility and control over the business’s entire contingent workforce program, including both workers and staffing agencies.
As a result, The Global Beauty Products Manufacturer was having trouble managing the worker's procurement lifecycle and was experiencing constant timesheet and invoicing issues. In addition, each part of the business was setting its own rates, meaning the company had no central data repository to help them drill down and understand the true cost of their non-employee workforce.
The business was at a loss for how to best gain control of, and resolve, these challenges.