We believe assumptive questions challenge thinking and cause constructive disruption improving all relationships - clients, vendors, non-employee workers, the tech ecosystem, and the MSP.
Questions to ask your MSP:
1. HOW CAN WE IMPROVE OUR PROGRAMME GOVERNANCE?
The 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 labour 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 involved – clients, suppliers, and the workers.
4. WHAT INNOVATION HAS THE PROGRAMME DELIVERED THIS YEAR?
The MSP should actively participate with industry leaders - The Recruitment & Employment Confederation (REC), Staffing Industry Analyst (SIA), American Staffing Association (ASA), and others to remain informed of best practices and technology.
5. WHAT IS OUR STRATEGIC PROGRAMME ROADMAP?
The MSP is responsible for delivering a strategic roadmap to ensure the programme's long-term success and that the plan meets all agreed objectives. Forward-thinking is a success factor.
6. HOW DO WE KNOW WE ARE COMPLIANT WITH LABOUR LEGISLATION?
Audit the auditor! Ask to see the latest audit results, issue log, etc. – Quarterly audits ensure compliance with the ever-changing labour legislation. Dig deep and ask questions. Remember – penalties can be severe.
7. HOW ARE WE MANAGING VENDOR DIVERSITY?
The MSP should actively engage registered diversity vendors and demonstrate a genuine interest in their development and performance. Please talk with your diversity vendors about their experience.
8. HOW CAN WE IMPROVE ANALYTICS?
Expect the MSP to deliver more than the standard VMS reporting. The MSP is responsible for the VMS data analytics, 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 VENDOR PERFORMANCE?
The MSP must review vendor performance quarterly, assuming a reasonable level of order activity to provide meaningful analysis. Vendor partners who perform well deserve recognition, and best practice includes vendor acknowledgement and formal awards.
10. HOW WELL ARE WE MANAGING COSTS?
Programme governance creates alignment between key stakeholders. Awareness is critical – for example, will a headcount reduction impact an urgent 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 minimised.
11. HOW DO WE MENTOR VENDOR PARTNERS?
The MSP must create an environment of trust with vendors. What’s the plan?
When did the MSP last survey the vendors? What were the results? What were the actions taken?
12. HOW DO WE KNOW VENDORS ARE SENDING THEIR BEST CANDIDATES?
True neutrality increases supplier commitment and performance. Placement timing drives recruiter behaviour. When they know the odds of making a placement are high, suppliers will prioritise your open orders.
13. WHAT ARE VENDORS SAYING ABOUT OUR VENDOR-NEUTRALITY?
We recommend that our clients, not the MSP, conduct a vendor 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 DIRECT SOURCING METRICS COMPARE WITH VENDOR 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 also be a valuable source for skills typically missed in the traditional sourcing models. Let’s be honest, are we thinking outside the box?