CWS 3.0: September 10, 2014

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Show them the money and more: Getting and keeping c-level support for your program

Executives tend to be interested in three main things when it comes to contingent workforce programs: saving money, mitigating risk and accessing the best talent. For new programs, money is the first carrot to use in getting support from the c-suite. Once the program is in place, you should be able to produce metrics that will validate that support, such as who is on the ground, what they are doing and for whom — and the related financials. But where do you go from there?

Your initial business case should have shown how the contingent workforce would be measured on cost, quality, risk and efficiency. At any point in time, you should be able to show them metrics that reveal the ROI. In addition, make sure you keep them informed on the progress of the program.

Here are some tips that can win over not just the c-suite but other stakeholders as well.

Build adoption with success stories. Every company has those high-usage or hard-to-please engagement managers. Identify those who are now able to engage workers quickly and efficiently with better quality candidates and build a few case studies that talk about these successes. This can help win more than just the c-suite; it can help boost adoption rates among managers who are not quite on board. Use these successes to talk about how your program has changed the way your company utilizes temporary workers better. Show how these case studies helped with cost savings, risk mitigation and best talent.

Show savings. Metrics can help you demonstrate both hard savings (ex. reduction in historical price or discount) as well as soft savings (reducing or eliminating risk) to date. Program adoption affects savings as well, so show what percentage of your company is using the program and how you are getting the rest on board.

Risk is a soft savings that is under the radar and can get c level buy-in and interest. Show how the program helps with risk mitigation for contingent workers when it comes to onboarding and offboarding in addition to mitigating classification risks for Fair Labor Standards Act and independent contractors.

You should be able to show execs progress toward program commitments — whether you are on track to meet program goals if they match business needs. Future expectations and obstacles — as well as any risks — should be laid out clearly. The only surprises to your c-level execs should be good ones when it comes to your program. This helps them extoll the benefits of the program to their managers. As advocates, they are your best route to further program compliance and success.

Get c level execs buy in by showing them:

  • Quality of talent and program
  • Cost of program, savings gained
  • Efficiency in sourcing, on/offboarding, financial reporting and payment
  • Risk mitigated for legal/tax exposure, asset loss, system and data vulnerability

Once your executives see the benefits the CW program brings, their buy-in is assured. Use it to get support company-wide for the program. Show them the money and more to get their buy-in and drive more support for your contingent worker program.