Latest Research

Explaining idea

  • IQN/Beeline Merger – What you can Expect and Key Recommendations

    The IQN/Beeline merger announced in December was the largest VMS market development during 2016. At the same time, the spin-off of Beeline from its parent company, Adecco, to private equity company, GTCR, was announced. Together, the combined organization has ~280 clients, of which ~50% of these have a total annual spend of $50m or more, representing programs of significant scale. Staffing Industry Analysts estimate the combined IQNavigator and Beeline organization now represents the second largest VMS provider in the market.For existing IQN and Beeline clients, this merger brings some opportunities as well as risks, which are analysed in more detail below.Key Risks1, Leadership changes always bring some element of uncertainty as organizational realignment takes shape. The fact that the new leadership team has been so quickly announced and is made up of a mix of IQN and Beeline veterans will help mitigate fears and clarify responsibility. The new leadership team comprises: Doug Leeby (Beeline), CEO (for more information: http://si100.staffingindustry.com/2016/02/doug-leeby-3/) Autumn Vaupel (Beeline), COO Ron Litton (Beeline), Sales Manuel Roger (Beeline) Global Markets (for more information: http://si100europe.staffingindustry.com/2016/07/manuel-roger-2/) Brian Hoffmeyer (IQNavigator) Global Marketing Sherri Hammons (IQNavigator) CTO Barry Capoot (IQNavigator) CFO Beeline’s Doug Leeby takes top spot as the new CEO. The relative size of the companies is relevant in a merger as well as who takes the leadership positions. In this case, IQNavigator’s organizational size is about half that of Beeline’s organization. Therefore, it is worth noting that, although the companies are not equal in size, the Beeline leadership does not dwarf the IQNavigator leadership with IQNavigator managers taking three out of the six leadership positions below the CEO.Dedicated client account teams will see no immediate impact, although executive sponsors may change.Recommendation: Invest in getting to know the new leadership team. To help with this, consider attending the Beeline Conference in Orlando on May 1-3, 2017 (http://www.beelineconference.com/) or enquire about the Beeline World Tour. (The existing IQNsiders event will be merged with the Beeline event; the conference will cater to the needs of both IQN and Beeline customers).Beeline + IQN are hosting an event called Meeting of Minds in London on February 2nd. If you're interested in attending please register here.You can also meet representatives of the newly merged business at SIA’s upcoming 2017 conferences: CWS Summit Europe: April 26-27, 2017 |Andel’s Hotel, Berlin www.cwssummitwe.eu CWS Summit Asia Pacific: July 18-19, 2017 |Grand Hyatt, Singapore www.cwssummitap.com CWS Summit North America: September 11-12, 2017 |Omni Dallas Hotel, Dallas, TX www.cwssummit.com 2. Management time is often overstretched during the integration phase of a merger. Whether or not this proves to be the case with the Beeline/IQNavigator merger remains to be seen though very few mergers escape suffering from some form of distraction. As with any merger, management will need to spend time supporting staff in the transition, confirming roles and ensuring that staff understand the new organisation and continue to be motivated. This could impact the newly merged business’s ability to deal with escalations, to support new sales and to ensure roadmaps are delivered on time.Recommendation: Keep on top of your account team to ensure that your requirements are dealt with promptly. Executing additional due diligence planning and close communication around your CY 2017 priorities with your account team may yield the best results during this transition period.  Clearly document and communicate your expectations and requirements.3. Importantly, for clients, the new organization has committed to delivering on their current roadmap and has confirmed that clients will not be required to migrate to another platform. Clients will be able to leverage features from both platforms and new features will be built to work with both the Beeline and IQN VMSs. However, despite what is promised in the short-term, it is unlikely the company will continue to invest in two products in the longer term.Recommendation: Do check your contract and understand the terms and timescales. It would be a good time to check that your configuration and interfaces are well documented and that you are continuing to keep your data clean. Do a stock take on which product features you are waiting to be released on the current roadmaps and revalidate the timing of the releases with your account team. Track closely any outstanding fixes you are expecting to be addressed.Key Opportunities1. Joe Juliano, the outgoing CEO of IQN, always said technology should be about efficiency. The combined forces of IQN and Beeline certainly brings significant scale to the new organization. The ability to offer metrics, benchmarks, leverage technology investments, in particular support product localizations in over 100 countries will support greater efficiencies. The key success of this approach depends on the ability of the organizations to blend culturally. Given both organizations already operate internationally (Beeline had clients in 71 countries and IQN had clients in 125 countries), the global mind-set is already embedded in the organizations. Culturally, both organizations have been operating as fairly independent VMS divisions for a number of years and have a strong technology mind-set. IQN sold its MSP division in 2014 to MSX International Inc. Beeline had always maintained a separate management organization while owned by Adecco.Recommendation: The newly enhanced scale may be an opportunity to develop your program in new markets or, perhaps, take advantage of some additional functionality. The new management team will be very keen to promote the benefits of the new merger and looking for case studies to demonstrate that. Consider the opportunity to take your program to the next level and on some favorable terms? 2. In particular, analytics and self-sourcing work best when driven by scale. Without scale, these solutions have less credibility and lower value. Beeline’s acquisition of Freelancer Management System (FMS), OnForce, in August 2014 has enabled a number of organizations (e.g. Southwest Airlines) to achieve efficiencies in sourcing contingent workers directly. During 2015 – 2016 Beeline has developed its self-sourcing application. Meanwhile, IQN developed its own FMS partnerships with HIRED, Genesys, and Work Market. Going forward, the new organization may choose to develop relationships with multiple FMS providers.Recommendation: Understand the broader VMS/FMS ecosystem and consider the impact of the merger on partner relationships.What’s Next?Expect to see a brand name launched by March with staff email addresses likely to change as a result. No doubt the company will be making considerable efforts during 2017 and beyond to mollify any concerns their clients may have as well as ensuring potential clients appreciate the benefits and strengths of the combined business so expect a very active PR campaign to swing into action.For more information, IQN and Beeline have just launched a new website to help clients using frequently asked questions which can be accessed here. You can also reach out to your account manager or to bhoffmeyer@iqn.com Alternatively, please feel free to contact SIA’s CWS Council Team for independent advic […]

  • RPO Market Developments

    RPO interest from buyers continues to be strong, represented by 15% year-on-year growth for 2015, which is two and a half times the growth of the wider staffing market estimated at 6% in 2015 at constant currency (The Global Staffing Market 2015). This is also higher than the global permanent/direct hire market which grew at an estimated 11% globally in 2015. As many western nations face a period of very low employment, the war for talent intensifies and the most progressive strategies to address talent shortages go beyond simply improving recruiting processes. Accordingly, RPO organizations are adopting such strategies and look beyond the recruitment process to drive strategic talent advantage by offering: Digital leadership to drive employee engagement Unleashing of hidden talent (internal moves) Better utilization of the contingent workforce (temp-to-perm conversions) to fill gaps As well as describing the current RPO buyer profiles and service offerings, this document discusses a number of trends and future predictions, including: Trend 1:        The Rise of “Sourcers” Trend 2:        The Candidate is King Trend 3:         Digital Personalization Combined with Greater Sophistication in the use of Analytics and Matching Techniques Trend 4:        Strategic Talent Acquisition Partner to Strategic Talent Management Partner Trend 5:        Total Talent Acquisition The following RPO market predictions are based on RPO market trends and insights as well as wider demographic and economic factors:  Prediction 1: The candidate driven market is here to stay, driving increased interest in RPO Prediction 2: RPO will employ a greater utilization of workforce wide data to support talent sourcing and RPO delivery teams will increasingly support contingent worker acquisition as well as focusing more on conversions (temp-to-perm and perm-to-temp) to retain skills Prediction 3: Recruitment process automation comes of age Prediction 4: Further RPO acquisitions and market consolidation is expected The data and analysis included in this report is based on the results of a comprehensive survey of RPO providers followed by an exhaustive line-by-line review of the findings. The market size is extrapolated from 1,471 RPO buyer contracts, representing 1,384,000 hires annually across the 25 RPO providers that participated. A total of 25 RPO providers submitted sufficient data to qualify for inclusion in this report which. we believe. makes it the most comprehensive on the RPO market.Click the link below to download the report:  RPO Market Developments 20161214 - You do not have permission to view this object. […]

  • MSP Market Developments (Consolidated)

    In 2015, the Managed Service Provider (MSP) market represented $105 billion of spend under management and saw continued growth by an estimated 13% globally. The US still heavily dominates the global MSP market in terms of size of spend representing a 56% share, followed by the UK (13%) and Australia (3%). Growth is greatest in the Healthcare sector which is growing at more than triple the rate of the rest of the market and in new markets outside of the US. The latter is driven mostly by continued global expansions of pre-existing US and European programs. In 2015, client program spend size was well represented across all categories with 8% of buyer spend represented by programs in excess of $1 billion and 19% represented by contracts worth less than $50m. The majority of spend (68%) was represented by buyers from organizations with more than 10,000 employees. Pricing is still dominated by the percentage of spend model and funding continues to be mostly supplier funded. Over the next two years, SIA expect the Asia Pacific MSP market to grow the most, as firms with large and growing offshore operations look to increase visibility and improve process controls as they do so. Overall Global MSP growth could be somewhat dependent on the adoption of FMS technologies and how successfully MSP providers embrace the growing FMS market that offers new ways to direct source.The Vendor Neutral sourcing model still dominates the MSP space, with a 48% share of the market. MSP market growth by service is mostly driven by Statement of Work (SOW) activity, as well as increased direct sourcing approaches through a Contingent RPO model1. These are underpinned by significant technology developments improving sourcing process efficiency and improving visibility across contingent and service workers. SOW and Outsourced services now represents approximately 21% of the MSP market spend. Workers sourced through Freelancer Management Systems (FMS) represented less than 1% of worker volume, however, this is expected to increase as buyer awareness of this model grows and as the market matures. A high proportion of MSP providers offer contingent talent pool management (75%), however adoption across the market is limited with only 11% of workers being managed through a talent pool. This is expected to increase. Worker tracking services are a core value element in MSP programs offered by approximately 90% of MSP providers and some providers indicated that these services are used in 100% of their client engagements. However, this category represents a small part of the market with 11% adoption by worker volume and where only half of these (6%) include timesheet services as part of the worker tracking.Click the link below to download the report: MSP Market Developments Consolidated 20161213 - You do not have permission to view this object. […]

  • VMS Market Developments (Consolidated)

    In 2015, the Vendor Management System (VMS) market represented $120.1bn spend under management and grew by an estimated 20% globally, driven primarily by demand in Asia Pacific and Europe. Latin America is still emerging as a market. The US still heavily dominates the global VMS market in terms of size of spend representing a 61% share, followed by the UK (13%) and the Netherlands (5.5%). China is expected to experience high growth in 2016.The VMS market has been steadily expanding geographical capability as well as offering increased functionality to support workers sourced through services contracts (Statement of Work and Outsourced services). SOW now represents approximately 37% of the total VMS market. More recently, and in line with the growth of the human cloud market (The Human Cloud Landscape July 2015, SIA) as a new and growing source of contingent workers, over half of VMS providers now offer FMS integrations and a number of VMS providers are supporting direct sourcing using internal talent pools directly in the product. The usage of contingent workers managed through talent pools is estimated at 15% of all workers. Click the link below to download the report:  VMS Market Developments Consolidated 20161213 - You do not have permission to view this object. […]

  • IQN/Beeline Merger –What you can Expect and Key Recommendations

    The IQN/Beeline merger announced in December was the largest VMS market development during 2016. At the same time, the spin-off of Beeline from its parent company, Adecco, to private equity company, GTCR, was announced. Together, the combined organization has ~280 clients, of which ~50% of these have a total annual spend of $50m or more, representing programs of significant scale. Staffing Industry Analysts estimate the combined IQNavigator and Beeline organization now represents the second largest VMS provider in the market.For existing IQN and Beeline clients, this merger brings some opportunities as well as risks, which are analysed in more detail below.Key Risks1. Leadership changes always bring some element of uncertainty as organizational realignment takes shape. The fact that the new leadership team has been so quickly announced and is made up of a mix of IQN and Beeline veterans will help mitigate fears and clarify responsibility. The new leadership team comprises: Doug Leeby (Beeline), CEO (for more information: http://si100.staffingindustry.com/2016/02/doug-leeby-3/) Autumn Vaupel (Beeline), COO Ron Litton (Beeline), Sales Manuel Roger (Beeline) Global Markets (for more information: http://si100europe.staffingindustry.com/2016/07/manuel-roger-2/) Brian Hoffmeyer (IQNavigator) Global Marketing Sherri Hammons (IQNavigator) CTO Barry Capoot (IQNavigator) CFO Beeline’s Doug Leeby takes top spot as the new CEO. The relative size of the companies is relevant in a merger as well as who takes the leadership positions. In this case, IQNavigator’s organizational size is about half that of Beeline’s organization. Therefore, it is worth noting that, although the companies are not equal in size, the Beeline leadership does not dwarf the IQNavigator leadership with IQNavigator managers taking three out of the six leadership positions below the CEO.Dedicated client account teams will see no immediate impact, although executive sponsors may change.Recommendation: Invest in getting to know the new leadership team. To help with this, consider attending the Beeline Conference in Orlando on May 1-3, 2017 (http://www.beelineconference.com/) or enquire about the Beeline World Tour. (The existing IQNsiders event will be merged with the Beeline event; the conference will cater to the needs of both IQN and Beeline customers). Beeline + IQN are hosting an event called Meeting of Minds in London on February 2nd. If you're interested in attending please register here.You can also meet representatives of the newly merged business at SIA’s upcoming 2017 conferences: CWS Summit Europe: April 26-27, 2017 |Andel’s Hotel, Berlin www.cwssummitwe.eu CWS Summit Asia Pacific: July 18-19, 2017 |Grand Hyatt, Singapore www.cwssummitap.com CWS Summit North America: September 11-12, 2017 |Omni Dallas Hotel, Dallas, TX www.cwssummit.com 2. Management time is often overstretched during the integration phase of a merger. Whether or not this proves to be the case with the Beeline/IQNavigator merger remains to be seen, though very few mergers escape suffering from some form of distraction. As with any merger, management will need to spend time supporting staff in the transition, confirming roles and ensuring that staff understand the new organisation and continue to be motivated. This could impact the newly merged business’s ability to deal with escalations, to support new sales and to ensure roadmaps are delivered on time.Recommendation: Keep on top of your account team to ensure that your requirements are dealt with promptly. Executing additional due diligence planning and close communication around your CY 2017 priorities with your account team may yield the best results during this transition period.  Clearly document and communicate your expectations and requirements.3. Importantly, for clients, the new organization has committed to delivering on their current roadmap and has confirmed that clients will not be required to migrate to another platform. Clients will be able to leverage features from both platforms and new features will be built to work with both the Beeline and IQN VMSs. However, despite what is promised in the short-term, it is unlikely the company will continue to invest in two products in the longer term.Recommendation: Do check your contract and understand the terms and timescales. It would be a good time to check that your configuration and interfaces are well documented and that you are continuing to keep your data clean. Do a stock take on which product features you are waiting to be released on the current roadmaps and revalidate the timing of the releases with your account team. Track closely any outstanding fixes you are expecting to be addressed.Key Opportunities1. Joe Juliano, the outgoing CEO of IQN, always said technology should be about efficiency. The combined forces of IQN and Beeline certainly brings significant scale to the new organization. The ability to offer metrics, benchmarks, leverage technology investments, in particular support product localizations in over 100 countries will support greater efficiencies. The key success of this approach depends on the ability of the organizations to blend culturally. Given both organizations already operate internationally (Beeline had clients in 71 countries and IQN had clients in 125 countries), the global mind-set is already embedded in the organizations. Culturally, both organizations have been operating as fairly independent VMS divisions for a number of years and have a strong technology mind-set. IQN sold its MSP division in 2014 to MSX International Inc. Beeline had always maintained a separate management organization while owned by Adecco.Recommendation: The newly enhanced scale may be an opportunity to develop your program in new markets or, perhaps, take advantage of some additional functionality. The new management team will be very keen to promote the benefits of the new merger and looking for case studies to demonstrate that. Consider the opportunity to take your program to the next level and on some favorable terms? 2. In particular, analytics and self-sourcing work best when driven by scale. Without scale, these solutions have less credibility and lower value. Beeline’s acquisition of Freelancer Management System (FMS), OnForce, in August 2014 has enabled a number of organizations (e.g. Southwest Airlines) to achieve efficiencies in sourcing contingent workers directly. During 2015 – 2016 Beeline has developed its self-sourcing application. Meanwhile, IQN developed its own FMS partnerships with HIRED, Genesys, and Work Market. Going forward, the new organization may choose to develop relationships with multiple FMS providers.Recommendation: Understand the broader VMS/FMS ecosystem and consider the impact of the merger on partner relationships.What’s Next?Expect to see a brand name launched by March with staff email addresses likely to change as a result. No doubt the company will be making considerable efforts during 2017 and beyond to mollify any concerns their clients may have as well as ensuring potential clients appreciate the benefits and strengths of the combined business so expect a very active PR campaign to swing into action.For more information, IQN and Beeline have just launched a new website to help clients using frequently asked questions which can be accessed here . You can also reach out to your account manager or to bhoffmeyer@iqn.com Alternatively, please feel free to contact SIA’s CWS Council Team for independent advic […]

  • RPO Market Developments

    RPO interest from buyers continues to be strong, represented by 15% year-on-year growth for 2015, which is two and a half times the growth of the wider staffing market estimated at 6% in 2015 at constant currency (The Global Staffing Market 2015). This is also higher than the global permanent/direct hire market which grew at an estimated 11% globally in 2015. As many western nations face a period of very low employment, the war for talent intensifies and the most progressive strategies to address talent shortages go beyond simply improving recruiting processes. Accordingly, RPO organizations are adopting such strategies and look beyond the recruitment process to drive strategic talent advantage by offering: Digital leadership to drive employee engagement Unleashing of hidden talent (internal moves) Better utilization of the contingent workforce (temp-to-perm conversions) to fill gaps As well as describing the current RPO buyer profiles and service offerings, this document discusses a number of trends and future predictions, including: Trend 1:        The Rise of “Sourcers” Trend 2:        The Candidate is King Trend 3:         Digital Personalization Combined with Greater Sophistication in the use of Analytics and Matching Techniques Trend 4:        Strategic Talent Acquisition Partner to Strategic Talent Management Partner Trend 5:        Total Talent Acquisition The following RPO market predictions are based on RPO market trends and insights as well as wider demographic and economic factors:  Prediction 1: The candidate driven market is here to stay, driving increased interest in RPO Prediction 2: RPO will employ a greater utilization of workforce wide data to support talent sourcing and RPO delivery teams will increasingly support contingent worker acquisition as well as focusing more on conversions (temp-to-perm and perm-to-temp) to retain skills Prediction 3: Recruitment process automation comes of age Prediction 4: Further RPO acquisitions and market consolidation is expected The data and analysis included in this report is based on the results of a comprehensive survey of RPO providers followed by an exhaustive line-by-line review of the findings. The market size is extrapolated from 1,471 RPO buyer contracts, representing 1,384,000 hires annually across the 25 RPO providers that participated. A total of 25 RPO providers submitted sufficient data to qualify for inclusion in this report which. we believe. makes it the most comprehensive on the RPO market.Click the link below to download the report:   RPO Market Developments 20161214 - You do not have permission to view this object. &nbs […]

  • MSP Market Developments (Consolidated)

    In 2015, the Managed Service Provider (MSP) market represented $105 billion of spend under management and saw continued growth by an estimated 13% globally. The US still heavily dominates the global MSP market in terms of size of spend representing a 56% share, followed by the UK (13%) and Australia (3%). Growth is greatest in the Healthcare sector which is growing at more than triple the rate of the rest of the market and in new markets outside of the US. The latter is driven mostly by continued global expansions of pre-existing US and European programs. In 2015, client program spend size was well represented across all categories with 8% of buyer spend represented by programs in excess of $1 billion and 19% represented by contracts worth less than $50m. The majority of spend (68%) was represented by buyers from organizations with more than 10,000 employees. Pricing is still dominated by the percentage of spend model and funding continues to be mostly supplier funded. Over the next two years, SIA expect the Asia Pacific MSP market to grow the most, as firms with large and growing offshore operations look to increase visibility and improve process controls as they do so. Overall Global MSP growth could be somewhat dependent on the adoption of FMS technologies and how successfully MSP providers embrace the growing FMS market that offers new ways to direct source.The Vendor Neutral sourcing model still dominates the MSP space, with a 48% share of the market. MSP market growth by service is mostly driven by Statement of Work (SOW) activity, as well as increased direct sourcing approaches through a Contingent RPO model1. These are underpinned by significant technology developments improving sourcing process efficiency and improving visibility across contingent and service workers. SOW and Outsourced services now represents approximately 21% of the MSP market spend. Workers sourced through Freelancer Management Systems (FMS) represented less than 1% of worker volume, however, this is expected to increase as buyer awareness of this model grows and as the market matures. A high proportion of MSP providers offer contingent talent pool management (75%), however adoption across the market is limited with only 11% of workers being managed through a talent pool. This is expected to increase. Worker tracking services are a core value element in MSP programs offered by approximately 90% of MSP providers and some providers indicated that these services are used in 100% of their client engagements. However, this category represents a small part of the market with 11% adoption by worker volume and where only half of these (6%) include timesheet services as part of the worker tracking.Click the link below to download the report: MSP Market Developments Consolidated 20161213 - You do not have permission to view this object. […]

  • VMS Market Developments (Consolidated)

    In 2015, the Vendor Management System (VMS) market represented $120.1bn spend under management and grew by an estimated 20% globally, driven primarily by demand in Asia Pacific and Europe. Latin America is still emerging as a market. The US still heavily dominates the global VMS market in terms of size of spend representing a 61% share, followed by the UK (13%) and the Netherlands (5.5%). China is expected to experience high growth in 2016.The VMS market has been steadily expanding geographical capability as well as offering increased functionality to support workers sourced through services contracts (Statement of Work and Outsourced services). SOW now represents approximately 37% of the total VMS market. More recently, and in line with the growth of the human cloud market (The Human Cloud Landscape July 2015, SIA) as a new and growing source of contingent workers, over half of VMS providers now offer FMS integrations and a number of VMS providers are supporting direct sourcing using internal talent pools directly in the product. The usage of contingent workers managed through talent pools is estimated at 15% of all workers.Click the link below to download the report:  VMS Market Developments Consolidated 20161213 - You do not have permission to view this object. […]

  • IQN/Beeline Merger –What you can Expect and Key Recommendations

    The IQN/Beeline merger announced in December was the largest VMS market development during 2016. At the same time, the spin-off of Beeline from its parent company, Adecco, to private equity company, GTCR, was announced. Together, the combined organization has ~280 clients, of which ~50% of these have a total annual spend of $50m or more, representing programs of significant scale. Staffing Industry Analysts estimate the combined IQNavigator and Beeline organization now represents the second largest VMS provider in the market.For existing IQN and Beeline clients, this merger brings some opportunities as well as risks, which are analysed in more detail below.Key Risks1. Leadership changes always bring some element of uncertainty as organizational realignment takes shape. The fact that the new leadership team has been so quickly announced and is made up of a mix of IQN and Beeline veterans will help mitigate fears and clarify responsibility. The new leadership team comprises: Doug Leeby (Beeline), CEO (for more information: http://si100.staffingindustry.com/2016/02/doug-leeby-3/) Autumn Vaupel (Beeline), COO Ron Litton (Beeline), Sales Manuel Roger (Beeline) Global Markets (for more information: http://si100europe.staffingindustry.com/2016/07/manuel-roger-2/) Brian Hoffmeyer (IQNavigator) Global Marketing Sherri Hammons (IQNavigator) CTO Barry Capoot (IQNavigator) CFO Beeline’s Doug Leeby takes top spot as the new CEO. The relative size of the companies is relevant in a merger as well as who takes the leadership positions. In this case, IQNavigator’s organizational size is about half that of Beeline’s organization. Therefore, it is worth noting that, although the companies are not equal in size, the Beeline leadership does not dwarf the IQNavigator leadership with IQNavigator managers taking three out of the six leadership positions below the CEO.Dedicated client account teams will see no immediate impact, although executive sponsors may change.Recommendation: Invest in getting to know the new leadership team. To help with this, consider attending the Beeline Conference in Orlando on May 1-3, 2017 (http://www.beelineconference.com/) or enquire about the Beeline World Tour. (The existing IQNsiders event will be merged with the Beeline event; the conference will cater to the needs of both IQN and Beeline customers). Beeline + IQN are hosting an event called Meeting of Minds in London on February 2nd. If you're interested in attending please register here. You can also meet representatives of the newly merged business at SIA’s upcoming 2017 conferences: CWS Summit Europe: April 26-27, 2017 |Andel’s Hotel, Berlin www.cwssummitwe.eu CWS Summit Asia Pacific: July 18-19, 2017 |Grand Hyatt, Singapore www.cwssummitap.com CWS Summit North America: September 11-12, 2017 |Omni Dallas Hotel, Dallas, TX www.cwssummit.com 2. Management time is often overstretched during the integration phase of a merger. Whether or not this proves to be the case with the Beeline/IQNavigator merger remains to be seen, though very few mergers escape suffering from some form of distraction. As with any merger, management will need to spend time supporting staff in the transition, confirming roles and ensuring that staff understand the new organisation and continue to be motivated. This could impact the newly merged business’s ability to deal with escalations, to support new sales and to ensure roadmaps are delivered on time.Recommendation: Keep on top of your account team to ensure that your requirements are dealt with promptly. Executing additional due diligence planning and close communication around your CY 2017 priorities with your account team may yield the best results during this transition period.  Clearly document and communicate your expectations and requirements.3. Importantly, for clients, the new organization has committed to delivering on their current roadmap and has confirmed that clients will not be required to migrate to another platform. Clients will be able to leverage features from both platforms and new features will be built to work with both the Beeline and IQN VMSs. However, despite what is promised in the short-term, it is unlikely the company will continue to invest in two products in the longer term.Recommendation: Do check your contract and understand the terms and timescales. It would be a good time to check that your configuration and interfaces are well documented and that you are continuing to keep your data clean. Do a stock take on which product features you are waiting to be released on the current roadmaps and revalidate the timing of the releases with your account team. Track closely any outstanding fixes you are expecting to be addressed.Key Opportunities1. Joe Juliano, the outgoing CEO of IQN, always said technology should be about efficiency. The combined forces of IQN and Beeline certainly brings significant scale to the new organization. The ability to offer metrics, benchmarks, leverage technology investments, in particular support product localizations in over 100 countries will support greater efficiencies. The key success of this approach depends on the ability of the organizations to blend culturally. Given both organizations already operate internationally (Beeline had clients in 71 countries and IQN had clients in 125 countries), the global mind-set is already embedded in the organizations. Culturally, both organizations have been operating as fairly independent VMS divisions for a number of years and have a strong technology mind-set. IQN sold its MSP division in 2014 to MSX International Inc. Beeline had always maintained a separate management organization while owned by Adecco.Recommendation: The newly enhanced scale may be an opportunity to develop your program in new markets or, perhaps, take advantage of some additional functionality. The new management team will be very keen to promote the benefits of the new merger and looking for case studies to demonstrate that. Consider the opportunity to take your program to the next level and on some favorable terms? 2. In particular, analytics and self-sourcing work best when driven by scale. Without scale, these solutions have less credibility and lower value. Beeline’s acquisition of Freelancer Management System (FMS), OnForce, in August 2014 has enabled a number of organizations (e.g. Southwest Airlines) to achieve efficiencies in sourcing contingent workers directly. During 2015 – 2016 Beeline has developed its self-sourcing application. Meanwhile, IQN developed its own FMS partnerships with HIRED, Genesys, and Work Market. Going forward, the new organization may choose to develop relationships with multiple FMS providers.Recommendation: Understand the broader VMS/FMS ecosystem and consider the impact of the merger on partner relationships.What’s Next?Expect to see a brand name launched by March with staff email addresses likely to change as a result. No doubt the company will be making considerable efforts during 2017 and beyond to mollify any concerns their clients may have as well as ensuring potential clients appreciate the benefits and strengths of the combined business so expect a very active PR campaign to swing into action.For more information, IQN and Beeline have just launched a new website to help clients using frequently asked questions which can be accessed here . You can also reach out to your account manager or to bhoffmeyer@iqn.com Alternatively, please feel free to contact SIA’s CWS Council Team for independent advice&nbs […]

  • RPO Market Developments

    RPO interest from buyers continues to be strong, represented by 15% year-on-year growth for 2015, which is two and a half times the growth of the wider staffing market estimated at 6% in 2015 at constant currency (The Global Staffing Market 2015). This is also higher than the global permanent/direct hire market which grew at an estimated 11% globally in 2015. As many western nations face a period of very low employment, the war for talent intensifies and the most progressive strategies to address talent shortages go beyond simply improving recruiting processes. Accordingly, RPO organizations are adopting such strategies and look beyond the recruitment process to drive strategic talent advantage by offering: Digital leadership to drive employee engagement Unleashing of hidden talent (internal moves) Better utilization of the contingent workforce (temp-to-perm conversions) to fill gaps As well as describing the current RPO buyer profiles and service offerings, this document discusses a number of trends and future predictions, including: Trend 1:        The Rise of “Sourcers” Trend 2:        The Candidate is King Trend 3:         Digital Personalization Combined with Greater Sophistication in the use of Analytics and Matching Techniques Trend 4:        Strategic Talent Acquisition Partner to Strategic Talent Management Partner Trend 5:        Total Talent Acquisition The following RPO market predictions are based on RPO market trends and insights as well as wider demographic and economic factors:  Prediction 1: The candidate driven market is here to stay, driving increased interest in RPO Prediction 2: RPO will employ a greater utilization of workforce wide data to support talent sourcing and RPO delivery teams will increasingly support contingent worker acquisition as well as focusing more on conversions (temp-to-perm and perm-to-temp) to retain skills Prediction 3: Recruitment process automation comes of age Prediction 4: Further RPO acquisitions and market consolidation is expected The data and analysis included in this report is based on the results of a comprehensive survey of RPO providers followed by an exhaustive line-by-line review of the findings. The market size is extrapolated from 1,471 RPO buyer contracts, representing 1,384,000 hires annually across the 25 RPO providers that participated. A total of 25 RPO providers submitted sufficient data to qualify for inclusion in this report which. we believe. makes it the most comprehensive on the RPO market.Click the link below to download the report: RPO Market Developments 20161214 - You do not have permission to view this object.  &nbs […]

  • MSP Market Developments (Consolidated)

    In 2015, the Managed Service Provider (MSP) market represented $105 billion of spend under management and saw continued growth by an estimated 13% globally. The US still heavily dominates the global MSP market in terms of size of spend representing a 56% share, followed by the UK (13%) and Australia (3%). Growth is greatest in the Healthcare sector which is growing at more than triple the rate of the rest of the market and in new markets outside of the US. The latter is driven mostly by continued global expansions of pre-existing US and European programs. In 2015, client program spend size was well represented across all categories with 8% of buyer spend represented by programs in excess of $1 billion and 19% represented by contracts worth less than $50m. The majority of spend (68%) was represented by buyers from organizations with more than 10,000 employees. Pricing is still dominated by the percentage of spend model and funding continues to be mostly supplier funded. Over the next two years, SIA expect the Asia Pacific MSP market to grow the most, as firms with large and growing offshore operations look to increase visibility and improve process controls as they do so. Overall Global MSP growth could be somewhat dependent on the adoption of FMS technologies and how successfully MSP providers embrace the growing FMS market that offers new ways to direct source.The Vendor Neutral sourcing model still dominates the MSP space, with a 48% share of the market. MSP market growth by service is mostly driven by Statement of Work (SOW) activity, as well as increased direct sourcing approaches through a Contingent RPO model1. These are underpinned by significant technology developments improving sourcing process efficiency and improving visibility across contingent and service workers. SOW and Outsourced services now represents approximately 21% of the MSP market spend. Workers sourced through Freelancer Management Systems (FMS) represented less than 1% of worker volume, however, this is expected to increase as buyer awareness of this model grows and as the market matures. A high proportion of MSP providers offer contingent talent pool management (75%), however adoption across the market is limited with only 11% of workers being managed through a talent pool. This is expected to increase. Worker tracking services are a core value element in MSP programs offered by approximately 90% of MSP providers and some providers indicated that these services are used in 100% of their client engagements. However, this category represents a small part of the market with 11% adoption by worker volume and where only half of these (6%) include timesheet services as part of the worker tracking.Click the link below to download the report: MSP Market Developments Consolidated 20161213 - You do not have permission to view this object. […]

  • VMS Market Developments (Consolidated)

    In 2015, the Vendor Management System (VMS) market represented $120.1bn spend under management and grew by an estimated 20% globally, driven primarily by demand in Asia Pacific and Europe. Latin America is still emerging as a market. The US still heavily dominates the global VMS market in terms of size of spend representing a 61% share, followed by the UK (13%) and the Netherlands (5.5%). China is expected to experience high growth in 2016.The VMS market has been steadily expanding geographical capability as well as offering increased functionality to support workers sourced through services contracts (Statement of Work and Outsourced services). SOW now represents approximately 37% of the total VMS market. More recently, and in line with the growth of the human cloud market (The Human Cloud Landscape July 2015, SIA) as a new and growing source of contingent workers, over half of VMS providers now offer FMS integrations and a number of VMS providers are supporting direct sourcing using internal talent pools directly in the product. The usage of contingent workers managed through talent pools is estimated at 15% of all workers.Click the link below to download the report:  VMS Market Developments Consolidated 20161213 - You do not have permission to view this object. […]