UNCOVER THE TRUTH BY ASKING YOUR MSP ASSUMPTIVE QUESTIONS.
We believe questions challenge thinking and cause constructive disruption improving all relationships Client, Suppliers, Non Employee Workers, the VMS, and the MSP.
Here are 14 key questions you should ask your MSP.
1. HOW CAN WE IMPROVE OUR PROGRAM GOVERNANCE?
Governance framework must include executive sponsors, a quarterly steering committee (Finance, HR, IT, Legal, Procurement, and high-volume business users) and a monthly business user team for operational review. Governance opens communication and creates accountability, enabling continuous improvement.
2. WHAT ARE WE DOING TO WIN THE WAR FOR TALENT?
The labor market is competitive. What’s our plan, and is it working? If not, why not?
3. HOW ARE WE MANAGING CHANGE?
Change methodology should include a clear communication plan and be a ‘safe-hands approach’ to managing change for all people involved – client, suppliers, and the workers.
4. WHAT INNOVATION HAS THE PROGRAM DELIVERED THIS YEAR?
The MSP should actively participate with industry leaders - Staffing Industry Analyst (SIA), American Staffing Association (ASA), and others to remain informed of best practice and technology.
5. WHAT IS OUR STRATEGIC PROGRAM ROADMAP?
The MSP is responsible for delivering a strategic roadmap to ensure the long-term success of the program and that the plan meets all agreed objectives. Forward-thinking is a success factor.
6. HOW DO WE KNOW WE ARE COMPLIANT WITH LABOR LEGISLATION?
May I please see the latest audit results, issue log, etc. – audit the auditor! Quarterly audits ensure compliance with the ever-changing labor legislation. Dig deep and ask direct questions. Remember – penalties can be severe.
7. HOW ARE WE MANAGING SUPPLIER DIVERSITY?
The MSP should actively engage diversity suppliers and demonstrate a genuine interest in their development, mentoring, and performance. Talk with your diversity suppliers about their experience.
8. HOW CAN WE IMPROVE OUR ANALYTICS?
Expect the MSP to deliver more than the standard VMS reporting. The MSP is responsible for the VMS data analysis, and without emotion and bias, “telling the story” made visible by the data. Look for actionable results. Be aware and avoid back-office “smoke & mirrors” and focus on technology to eliminate human error.
9. HOW DO WE REWARD SUPPLIER PERFORMANCE?
The MSP must review supplier performance quarterly, assuming there is a reasonable level of order activity to provide meaningful analysis. Best practice includes supplier acknowledgment and formal awards. Supplier partners who perform well deserve recognition.
10. HOW WELL ARE WE MANAGING COST?
Program governance creates alignment between key stakeholders. Awareness is critical – for example, will a headcount reduction impact a critical project? A primary role of the MSP is connecting the dots between client functions and the non-employee workforce to ensure all are ‘in the know’ and risk is minimized.
11. HOW DO WE MENTOR SUPPLIER PARTNERS?
The MSP must create an environment of trust with suppliers. What’s the plan?
12. HOW DO WE KNOW SUPPLIERS ARE SENDING THEIR BEST CANDIDATES?
True neutrality increases supplier commitment and performance. Placement timing drives recruiter behavior. Suppliers, when they know the odds of making a placement are high, will make your open orders a priority.
13. WHAT ARE SUPPLIERS SAYING ABOUT OUR “VENDOR-NEUTRALITY”?
We recommend our clients conduct a supplier survey because their opinion is often more important than the perception of the MSP. Ask questions, listen, then take the appropriate action.
14. HOW DO OUR DIRECT SOURCING METRICS COMPARE WITH THE SUPPLIER METRICS?
Non-traditional direct sourcing technology is driving innovation. Curated talent pools often include former employees, retirees, and contractors. Military veterans, people with disabilities, and others can be a valuable source for skills typically missed in the traditional sourcing models. Let’s be honest, are we thinking outside the box?