In our last post, we discussed the flexibility of working within a coalition. This final post in the series will illustrate practical application of the coalition approach and provide examples of its framework.
While Elevated Resources is not alone in servicing coalitions, our support structure and technology partnerships enable a “network” approach. This framework allows us to establish unique features and workflow for each network member (i.e. each company within the coalition) while allowing cross-pollination of suppliers and processes, while producing and reporting analytics across the entire coalition.
As an example, we support a state licensee of a major health care insurance association. The licensee manages operations for four other state licensees. The challenge was to establish unique MSP features for all licensees while being able to view all operations under a common program. Fortunately, the architects of the platform allowed for multiple MSP operational views within the tenant which rolled up to a global view. That allowed the MSP team to appear unique to stakeholders within each licensee firm which in essence created four MSPs within one program.
The primary benefit for these companies was garnering national supplier contracts that could be leveraged across all the organizations, while also engaging local agencies for certain locations. This benefit alone brought greatly improved pricing as well as speed to talent. Further, the program brought best practices around hiring/sourcing across all locations, while still supporting disparate approval flows and onboarding activities. Finally, the invoicing process allowed for consolidated invoicing separation by operating company while allowing for enterprise roll-up.
The next phase will be to allow sharing of directly sourced workers between the networks when needed.
Invariably, getting started with a coalition approach does not begin with the coalition. Typically, it starts with a single member of the coalition solving their own needs, and then others (on either the buy or sell side) see the benefits of expanding to the other coalition members. Depending on the nature of the coalitions above, most notably a holding company or conglomerate, the parent may dictate participation in the program.
As a final note, if you are in a decision-making role for an upcoming contingent labor program within your company, try to anticipate potential coalitions in which your firm may participate. Think about whether these coalitions could enhance the value of your program once launched and champion them if they make sense after deeper inspection.
In summation, nearly every organization is a member of one of the coalition groups above. Whether your program is mature or just getting started, stakeholders should look to see if they can get benefit from leveraging sister organizations for mutual benefit. This is an imperative for middle-market companies who can gain economies of scale by assembling an affinity group within your network. Providers like Elevated Resources can also help flesh out these solutions and leverage technology resources to gain these advantages.
To learn more about how your organization can expand its value by joining forces with other coalition members to leverage economies of scale and gain access to top talent, download our white paper, Coalitions and Contingent Labor: Leveraging your company’s existing corporate networks to win the war on contingent talent.
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