"What are the different options and cost things that we can think about to really scale the business? And to me, that's what a full contingent program can be. And so while I know that's audacious and ambitious from the onset, I'm trying to at least come at it and ask those questions of my partners - HR, legal, and procurement - to make sure about that future."

"I would argue if you are a company who has term limits for your contractors, more likely than not, you have a ton of staff augmentation agency workers who are hidden under a SOW. Because those needs, if there's not an opportunity to convert those workers, those needs sometimes don't go away and they become creative. It's a pretty big challenge to manage that type of work going around the other channel."

“You have to have visibility, you have to have your categories or classifications. And then from there you have the opportunity to actually start digging in deeper and making some critical business decisions and building a strategy around that workforce.”

"In many environments having that comprehensive visibility of your population can be very tricky to acquire. There are a lot of different systems housing contingent worker data, and different types of data in those systems. And so trying to mash it all into one and get a data set that's actually insightful can be very, very hard. There's been a lot of advancements by VMS companies to create a space where that can all go. But the task around migrating what already exists into one spot can be Herculean."

"The one-liner is getting right talent at the right price quickly. So it's going back to that speed, cost, and doing it right."

"You think of only the contractors, and companies 'I've got my number, I've got this under control." But that's only what you're seeing. That's not the rest of the population. You may have things that are on a statement of work, and just because they're on a SOW doesn't make them consultants or doesn't make them an outsource service because your managers may be using them like staff aug. And that's the most important piece that's not being considered. How are they using them?"

"It's time to make sure that we're including contingent workers, workers, the extended workforce, and making them feel more belonging. Because right now I think that's a big driver among the Great Resignation, among workers that are deciding where to go and what to do; because we all need people."

"A lot of companies use net promoter scores and it's done once a year. And there's one specific question asked about, 'Hey, would you recommend us to a colleague, friend, family?' But really it's something you should be collecting all the time, whether through formal or informal channels."

"The hiring managers have multiple touchpoints from where they can source the talent. And where we want to go it's about having this one-stop shop or advisory point where the hiring manager can come, and whether it's human or technology or a combination of both, they can get some advice based on what they require and go to certain type of talent sourcing channel...So that's the ideal. That's where we want to go. Some people define it or name it as a liquid workforce; that's the ideal. And having the technology enables doing that because at the moment we have a kind of a siloed approach. You know, we have some technology for some of the sourcing channels, not technology for another, etc. So how do we have this really joint approach and technology enablers for all of these talent sourcing channels?"

"One thing that was kind of a check-in-the-box prior to the pandemic was business continuity. Yeah, we all talked about it, but it was lip service. No one really took it seriously until March 2020. So that whole idea of business continuity, along with third-party risk management, has elevated the importance. Now even when you're sourcing contingent labor, the organization or the vendor that you're sourcing these individuals from need to have a business continuity plan in place that is regularly tested and reviewed to ensure, should anything happen, they are able to switch gears and continue with whatever statement of work deliverables there are due to you as an organization."