Building successful CWM programmes
Collaboration between Talent Acquisition (TA) and Procurement is essential in building a successful contingent workforce management (CWM) strategy in the life sciences sector. Aligning these functions ensures both cost efficiency and talent quality, addressing industry challenges related to programme maturity and structured workforce management.
Challenges in Contingent Workforce Management
Despite high industry adoption, many life sciences organisations lack mature and well-utilised Managed Service Provider (MSP) programmes, highlighting a gap in structured contingent workforce management. While many life sciences companies have some level of programme in place, programmes are often under-used and ineffective due to lack of business alignment.
A significant point of debate within organisations is the ownership of CWM. Talent Acquisition prioritises candidate experience and workforce planning, while Procurement focuses on cost control and compliance. Bridging this divide requires a collaborative approach to balance strategic workforce management with financial and regulatory considerations.
Defining CWM Ownership
Determining where overall sponsorship of a company’s CWM programme should reside varies depending on organisational priorities. Both TA and Procurement bring distinct advantages to the table.
The Case for Talent Acquisition
TA professionals advocate for CWM ownership within their function based on the following factors:
- Talent expertise: TA teams possess deep knowledge of talent markets, skill sets, and sourcing strategies.
- Candidate experience: Ensuring a seamless experience for all workers, including contingent staff, enhances employer brand perception.
- Strategic workforce planning: Integrating CWM into TA creates a pathway to a holistic approach to talent management.
- Brand consistency: Maintaining a consistent employer brand across all hiring efforts is a key priority.
The Case for Procurement
Procurement leaders argue that their function is best suited to oversee CWM due to:
- Cost optimisation: Procurement specialises in cost control and supplier negotiations.
- Vendor management expertise: Managing supplier contracts and performance is a core procurement function.
- Compliance and risk mitigation: Ensuring legal and regulatory compliance in worker classification is crucial.
- Standardisation and governance: Procurement brings process efficiency and standardisation across the organisation.
The Power of Collaboration
Rather than assigning sole ownership to one function, the most effective approach involves a collaborative model leveraging the strengths of both TA and Procurement. Combining expertise in talent strategy with financial and contractual oversight enables organisations to create a balanced, efficient, and compliant CWM strategy.
Evaluating the MSP Model in Life Sciences
Despite recognising the benefits of MSPs, many life sciences companies find their programmes remain under-utilised due to poor strategic alignment with business needs. Some programmes lack true supplier oversight and optimisation, and others struggle to gain full adoption outside a limited scope. Organisations engaging with MSPs typically seek solutions for:
- Streamlining vendor relationships
- Enhancing workforce visibility
- Driving cost savings and compliance
- Implementing workforce technology solutions
The conversation around MSPs underscores the need for greater industry-wide awareness of best practices and successful implementation models.
Securing Leadership Buy-In for MSP Adoption
A critical factor in MSP adoption is gaining leadership and business support. Organisations looking to implement an MSP model can benefit from showcasing case studies and success stories from similar companies within the life sciences sector. Demonstrating both the advantages and potential challenges helps build a compelling business case, aligning stakeholders on the value of structured CWM programmes.
Moving Forward
Effective contingent workforce management requires cross-functional collaboration, leveraging the strengths of both Talent Acquisition and Procurement. By working together, organisations can create a structured, efficient, and scalable CWM model that meets both workforce and financial objectives. As the life sciences sector continues evolving, companies that embrace a strategic approach to CWM will be better positioned to attract top talent while maintaining cost control and compliance.
