Key insights

Across the piece there is evidence that organizations have not yet put in place best practice processes for managing their contingent workforce performance, creating risks and inefficiencies that could lead to suboptimal performance.

  • Many organizations report using manual processes for managing their contingent workers – more than 3 in 10 organizations are using manual off-boarding processes and 23% use manual on-boarding processes with checklists.
  • Almost 2 in 5 organizations (37%) have fragmented governance models for managing their contingent workforce
  • Over 3 in 10 organizations are using multiple vendor management systems across the organization and 29% are using basic cost and production measures in their contingent workforce performance measurement.

There are a wide range of areas that organizations identified as priorities for improving the way they manage their contingent workforce:

  • Top of mind is streamlining hiring processes for contingent workers with 47% of organizations ranking this in their top five priorities for improvement
  • Talent management; quality of supply; performance management & oversight of contingent workforce costs make up the most highly ranked priorities for improvement
  • Organizations are least confident in addressing the impact of contingent workers on organizational culture (37%)
  • Organizations don’t have confidence in their ability to improve talent management of contingent workers (34%), employee law/regulatory compliance (30%), and timing of supply of contingent workers (30%).