The past year brought both challenges and opportunities to contingent workforce management. From elections around the globe to artificial intelligence advancements to return-to-office mandates and more, program managers had plenty of information to absorb throughout the dynamic year.  

As we approach the year’s end, we take a look at some of the most important CWS 3.0 articles written by SIA’s CWS Council and advisory team. Their insights ring as true now and will continue to bring value to your program in 2025.  

Must-have program improvements. To start out the New Year, Lisa Fox, director, strategic solutions, advised setting goals — even small ones.  From contract terms and diversity to technology, total talent management and more, Fox discussed topics to consider when selecting your year-ahead resolutions and suggests focusing on at least one resolution per quarter. 

Creative cost savings. Contingent workforce programs are under constant pressure to cut costs. While spend through staffing suppliers is one significant line item, margins can be tight when it comes to how much suppliers can reduce their rates. That said, Fox examined other creative ways contingent workforce program owners can save their organizations money without relying on their suppliers.  

The rise of talent and automation. Technological advancements are profoundly transforming the traditional paradigm of workforce management — especially with regard to talent acquisition. Peter Reagan, senior director of SIA’s CWS Council, discussed why you must revaluate talent acquisition amidst this automation revolution. 

Time to update ‘SOW’ name. Program managers often dive into discussions about “statement of work” or “scope of work” agreements without first establishing a clear understanding of what an SOW truly entails — and perhaps more importantly, what it does not. According to Reagan, the term “outsourcing” provides flexibility and more accurately captures the essence of delegating a project or service to a third party. 

Assignment length limits. Tenure policies have spark vigorous debates around contingent workforce program management best practices. Stephen Clancy, senior director, contingent workforce strategies, knowledge and research, discussed the pros and cons of having firmly set rules dictating how long a contingent can stay in a role. 

Return to office. The debate about remote work has pitted talent against management and has emerged as a hot topic among contingent workforce program managers, Clancy wrote. Some of the best talent are entering the marketplace seeking their preferred work-life arrangements, sometimes not as traditional employees but as an independent contractors.  

AI Act sets blueprint. The European Union’s Artificial Intelligence Act, the first legal framework on AI globally, will provide a blueprint for other jurisdictions, writes Fiona Coombe, SIA’s director of legal and regulatory research. It takes a risk-based approach to regulating AI, classifying AI technologies according to the level of risk they pose to fundamental rights, freedoms, and health and safety of individuals. 

IC protection laws. As controversy over the use of independent contractor classification increases, contingent workforce managers now face new legislation from states as well as cities when sourcing talent, Coombe reported. With the passing of the Freelance Isn’t Free Act, New York joined Illinois in legislating protections for independent contractors, following in the footsteps of several large US cities. 

Crafting your RFP. A well-written RFP contains specific information pertaining to your contingent workforce program and clearly states future goals and requirements. Matt Norton, SIA’s workforce solutions research director, discusses how to create the best-possible document to attract the strongest providers, impacting the success of your contingent workforce program for years to come. 

International expansion. Despite economic turmoil and geopolitical instability in various parts of the world, many companies are expanding their contingent workforce programs globally. Norton examined SIA’s research that explores the complexity of establishing a contingent workforce program in 75 global markets and discussed factors to consider before expansion. It found Egypt is the most complex market globally, while Denmark is the least complex.  

Using AI. Hiring organizations, job applicants and even workers are using artificial intelligence to gain a competitive edge. Lori Telischak, director of SIA’s CWS Council, examined the benefits, risks and challenges the technology brings and discussed why organizations must not only adapt their talent acquisition practices but also establish comprehensive policies that govern the ethical and responsible use of AI. 

Maximizing VMS and MSP relationships. Before you drop your VMS or MSP provider, examine whether you are using their capabilities to their fullest extent and if the reason for your dissatisfaction lies with the current suppliers or the underutilization of their capabilities. Telischak suggests critical questions to ask that will help you ensure you’re getting the most out of your current partnerships. 

Rate card methodology. A deep review of your rate card methodology can improve your program and confirm whether you are getting the best talent possible at the best price. Jenn Simon, workforce strategies research director at SIA, provided key factors to consider to determine your contingent program’s rate card methodology is fair, competitive, flexible and aligned with your organization’s goals.