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  • Oct. 04, 2023
    In response to the changing economic landscape and growing uncertainties, most forward-thinking enterprises are adopting contingent talent as a strategic lever to achieve the required agility, flexibility, and scalability. These enterprises are proactively reshaping their talent acquisition and management strategies to adeptly oversee both contingent and permanent workers. Many companies are slowly transitioning toward Total Talent Management (TTM), where they harness people, processes, and technologies to effectively manage both permanent and contingent workers. Hence, integrating Vendor Management Systems (VMSs) and Human Capital Management (HCM) systems to build a highly interoperable technology ecosystem is emerging as an indispensable requirement for enterprises going forward. In this study, we address enterprise questions related to stakeholder considerations in Contingent Workforce Management (CWM), role of VMS in effective management of contingent workers, and the importance of VMS and HCM integration for TTM. Scope All industries and geographies Contents In this report, we examine the role of VMS not just in enabling efficient CWM but also as a fundamental building block for facilitating TTM by answering the following questions: Why is it important to streamline and manage the contingent workforce effectively? What are the key considerations for different stakeholders in talent management, particularly for contingent talent? How does technology, particularly a VMS, address key stakeholder requirements? What is the role of VMS in enabling TTM? Membership(s) Contingent Workforce Management Services Sourcing and Vendor Management
  • Sep. 17, 2021
    This report is available only to GBS & Shared Services members. For information on membership, please contact us As GBS organizations evolve from being “helpers” to “shapers” to “leaders” for their parent organizations, it is vital for them to proactively focus on Business Relationship Management (BRM) activities. In fact, many GBS organizations have successfully driven BRM activities to elevate the impact they deliver for the parent organization. This has also helped them emerge as strategic partners driving growth for their enterprises. This report looks at the different ways in which GBS organizations define BRM, the various models they have adopted to drive BRM, benefits delivered to the parent, and a checklist of 15 things that GBS organizations should keep in mind for successful BRM. The study also features multiple case studies that reveal how leading GBS organizations manage BRM activities and the impact they deliver for the parent. Scope: Industry: all Geography: global Contents: In this report, we: Examine the evolving role of GBS organizations and its impact on Business Relationship Management (BRM) Define BRM Identify the drivers and inhibitors, and the impact of setting up BRM teams Look at BRM adoption models and their prevalence among GBS organizations Study the benefits of having a dedicated focus on BRM within GBS organizations Feature case studies that showcase how leading GBS organizations manage BRM activities to elevate the impact they deliver for their parent organizations Share a checklist for successful BRM