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Contingent Staffing

Ramping Up, Ramping Down

April 12, 2007
In Europe and Japan, higher levels of contingent work initially emerged as a response to rigid labor laws, but are now part of a broader corporate strategy to become more responsive to market changes.
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Who Owns the Temps

April 12, 2007
While human resources remains the dominant player in contingent workforce plans at most companies, procurement officers are becoming much more involved—and in some cases control the process—thanks to increasing pressure for corporate cost control and savings.
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Connecting With Other Companies That Use Contingent Staff

April 12, 2007
The Contingent Workforce Strategies Council’s peer network is a direct response to requests from corporate executives keen on developing best practices in the field of contingent labor. The price for an annual membership is $30,000. So far, four companies have joined: Nationwide, Accenture, Hewlett-Packard and Dell.
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The Growing Influence of Procurement

April 12, 2007
Supply chain management techniques honed during the past decade and supported by increasingly sophisticated systems can bring discipline and cost savings to staffing practices. At companies where human resources does not step up to manage the contingent workforce, procurement will.
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Rethinking Temp-to-Perm

March 20, 2007
New labor market conditions may undercut the temp-to-perm approach for employers who need skilled workers. The temp-to-perm strategy is still effective for some positions, but increasingly counterproductive for skilled positions in candidate-driven markets.
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A Tight Talent Supply Drives Up Staffing Costs

March 16, 2007
Staffing companies’ top challenge is finding and keeping qualified people to satisfy their clients’ needs. If trends that were under way in 2006 continue in 2007, U.S. corporations will spend more on contingent staffing without a corresponding increase in the number of temporary workers hired.
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