A few years ago, going global became a priority as U.S.-based companies, having mastered the management of their contingent workforce programs in the U.S., wanted to do the same abroad. But problems gathering data necessary to improve those programs internationally stalled those plans.
The good news is we have come a long way. With the help of good data sources and establishment of a common language, the path to globalization is smoother and companies that have gone through it are more willing to share their experiences for others to learn.
The trick to success is in establishing the appropriate relationships and understanding the limitations in each country to drive how you modify your program plan. There are additional things to consider before you decide whether you and your company are ready to take your contingent workforce program beyond the U.S.
For example, how good is your data on how many temps you have in each location and their cost? Are you able to forecast spend numbers and skill types for your suppliers? Have you planned how you will manage the ongoing operations of the program in each country?
The Staffing Industry Analysts Advisory Group recently produced a the Global Readiness Indicator report (PDF), which is intended to provide directional guidance and support your evaluation of global strategies and general business information relative to global employment conditions and considerations. It poses questions such as these to gauge readiness in four key areas: business case, change management, current program state and compliance and governance.
The Global Readiness Indicator report should not be interpreted as legal advice. Please consult with legal counsel to ensure that you are in compliance with all applicable laws and corporate policies.