White PapersMBO Partners White Papers
E-Verify Requirements for Contractors
Jointly published by Michael Best & Friedrich LLP and MBO Partners, this paper explores E-Verification requirements for government contractors in light of Executive Order 13456 signed by President Bush on June 6, 2008. From the paper: "In addition to registering with E-Verify, independent contractors who use E-Verify must be thoroughly trained in appropriate, legally required E-Verify procedures and policies. Failure to use the program appropriately can lead to penalties, including monetary fines, expulsion from the E-Verify program and debarment from federal contracting."
Freelance Workers: Individual and Corporate Perspectives
Non-traditional, or "contingent," workers currently represent a substantial portion of the U.S. workforce. These workers—commonly known as freelancers, independent professionals, temporary contract workers, or consultants—provide valuable services in project-based work assignments that are understood not to be "permanent" positions. This has led to the emergence of careers that are "skills-based" rather than "company-based." Armed with an understanding that extreme market competitiveness and fickle economic conditions often limit companies' loyalty to employees, individuals are now more likely than ever to build careers around their abilities instead of around their employers. This paper discusses the seeds of this emergence by looking at today's evolving state of career independence from the perspective of large businesses and the individual contract workers they engage.
Human Capital Institute White Papers
The following are white papers developed by the Human Capital Institute to reflect the content of presentations delivered as part of the "Contingent Workforce Management" learning track, sponsored by MBO Partners.
After the Fall of Chimes: The Impact on Vendor Management
Before its bankruptcy in January 2008, Ensemble Chimes Global (Chimes) was the world’s largest provider of Vendor Management System (VMS) technology used to help manage contract talent.
The bankruptcy raised a number of important questions for staffing organizations, VMS and Managed Service Providers (MSPs), and client organizations that contract for services related to contract talent. This paper, based on a webcast by the Human Capital Institute, provides insights and perspectives from industry leaders on the reasons for Chimes’ downfall, the implications for VMS and MSP providers, effective methods for client organizations to manage their contract talent in light of the bankruptcy, and steps client organizations and suppliers can take to protect themselves financially.
What is a VMS? The Role of Vendor Management Systems in Contingent Workforce
A Vendor Management System, or VMS, is a software technology that automates the requisition, solicitation, evaluation, engagement, management, and payment for contingent workforce services. How does this fit with your organization's needs, and what do you need to know when selecting a VMS? Join experts from leading VMS providers Fieldglass, Provade, Beeline, and Peopleclick for this enlightening paper, and give yourself a stronger knowledge foundation for managing contingent talent!
The Talent Shift: Align Your Business with the Future, Now
The workforce is rapidly transforming, with free, flexible, and talented independent consultants rising to the forefront. Smart entrepreneurs are increasingly wielding the concept of the "personal business," and along the way, they are bringing new agility and competitive edge to the businesses that can engage them. In this paper, meet an interesting cast of independent consultants. Learn what makes them tick, and pick up the tools you need to work with them. Your business needs the power of independent talent to stay agile and competitive. Also in this paper, learn about the foundations of this workforce transformation, and hear from experts about safely and quickly engaging contract talent.
Best of the Best 2006: Vendor Management Standards
Contingent talent is the fastest growing segment of the workforce. In a business climate of rapid growth where little or no standardization exists, the Human Capital Institute has petitioned industry experts to form a coalition to address this dilemma. For this final paper of 2006, we celebrate the best of the best practices in Contingent Workforce Management for 2006. The Human Capital Institute and seven of the most experienced companies in managing vendors and contract labor have joined together to launch a Standards Committee for Vendor Management and Managed Services. This paper celebrates the first time a coalition of such esteemed industry competitors have come together to contribute ideas, standards, and best practices for simplifying how clients, vendors, and contract talent work together.
Assessing and Managing Risk in Contract Workforce Management
Nearly every business, large and small, uses "contingent" labor: workers who perform services for a company despite not being on the company's employee payroll. Contingent labor takes many forms and exists on every level of the corporate hierarchy, from traditional services to strategic knowledge workers. As rich as the potential rewards are for successfully engaging and deploying a stable of contract talent, there are risks associated with turning over a significant portion of the work that a company does to individuals who don't, technically, "work for the company." Some of these risks are business risks; for example, what are the implications on ownership of intellectual property? Some of the risks are financial: how does the process of dealing with the IRS change? Other potential risks are related to compliance. In this paper, we will look at how the best companies are managing these risks, starting with how to determine potential exposure points then moving into the various methods companies use to mitigate them.
Curtailing "Brain Drain": Keeping Older Workers in the CWM Mix
With almost 75 million members of the Baby Boomer Generation nearing retirement age, the implications for the American labor market are huge. Aside from the physical numbers of workers that will need to be replaced, the intellectual property those individuals will take with them could create a "brain drain" the likes of which the United States has never seen. Many companies are hoping to lessen this impact by finding creative ways to keep all that knowledge in their orbit. In this paper featuring Deborah Russell, Director of Economic Security at AARP, we'll learn about new tools that allow organizations to attract valuable aging talent without conflicting with the rules and culture of the full-time workforce.
The Current State of the Contingent Workforce - One Size Doesn't Fit All
In the newly unfolding knowledge economy, the employment landscape has changed tremendously from what it looked even 20 years ago. The workforce today comprises a diverse mix of individuals connected to their organizations in myriad ways: from contract employment, to hourly work, to short-term engagements to consulting relationships. Full time employees, of course, are still a key part of the equation but if existing trends are anything to go by, companies that fail to incorporate the burgeoning numbers of contract-based workers are at a competitive disadvantage. Moreover, for companies making the transition to a contingent workforce, tweaking existing workforce systems and processes to facilitate better management is inevitable. In this paper, a panel of experts with disparate views discuss the evolving landscape if the contingent workforce.
|
