Projected age of retirement
for current workers.

Data that is false or fabricated.

The best data scientists turn
distilled information into pure gold.

Too much churn and
companies lose the cream.

Guatemala has the largest CW
compared to population in Americas.

1 in 3
# of working Americans in
the contingent workforce.

As some jobs become out of date,
others emerge.

In a conformity string, we call attributes
that impact cost and availability of
qualified job candidates "pieces of work".

Projected growth office/clerical
staffing 2013.

Companies implementing proper
measures during offboarding.

Singapore was world's top CW
productivity market 2014.

Data Scientist: the most wanted
job by employers on LinkedIn
in 2014.

Belgium has the highest tax burden in EU.

Ratio of robots to employees in Korea,
highest level in the world.

Employers who find paying
freelancers cumbersome.

The big star in our universe is Data Centauri.

% of American workforce projected
to be freelance by 2020.

Predictive analysis is only as
insightful as the analysts.

Data should never be sugar coded.

A good strategy stretches without
changing its basic shape.

Average length of unemployment
of managerial candidates.

# of workers with tenuous
ties to employers.

% of senior HR officers identifying
talent management as top HR issue.


To find answers, we formulate questions.
Then question the questions.

< 20
% of private sector workers receiving
employer sponsored health insurance
by 2025.

CW population at average
large company.

France has the highest
tax burden in EMEA.

% of Fortune 100 who’ve
implemented a VMS.

Shortage of US managers able to
analyze big data and make decisions
based on findings.

Amount NHS spends on
temp staffing.

Independent contractors can
be reclassified by Irish courts.

Staffing Industry Analysts | CWS 3.0: November 18, 2015

by Steve Knapp

One of the most popular topics around contingent workforce management has been expanding your contingent workforce program beyond its initial country, usually the United States. By all accounts, more and more programs are expanding geographically. The lessons learned from these efforts have been numerous, not least of which is that it is typically more complicated in other countries than wherever you started and that one-size-fits-all approach to the world does not work. But in our zeal to expand globally, I wonder if we haven’t forsaken other important dimensions of our programs.

During the CW Solutions Forum in Dallas last month, I co-hosted a workshop on the CW Program Maturity Model, which is essentially:

  • A multi-dimensional tool to assess an organization’s contingent workforce program capabilities from a comprehensive, strategic, governed, measurable and sustainable perspective
  • A framework to evaluate an organization’s internal practices using five levels of maturity ranging from Informal & Decentralized (level 1) to Competitive Differentiator (level 5)
  • Designed to focus on existence of key program attributes, but not the overall performance of those attributes.

During the workshop, we asked participants to rate their programs’ maturity level in 19 total sub-attributes within the five dimensions. This exercise was a very quick and high-level version of the full assessment, which has more than 200 sub-attributes and questions. That said, the results were directionally very interesting.

The first thing that jumped out was the number of programs that had successfully implemented beyond just the United States or North America. As seen in the accompanying graphic, 43% (12 of 28) of programs from the workshop respondents now have a global or multi-regional scope.


Beyond the geographic scope of the programs, the following were the results for all respondents when it came to rating themselves within the five dimensions: 


The blue dots above represent the mean across the companies within each dimension, while the black dots represent 1 standard deviation on either side. This means that 66% of programs fall within the range between the black dots. What does this chart tell us? While we shouldn’t leap to too many conclusions from a one-hour workshop with a sample population of 28 companies, there is one result that corresponds to the anecdotes that we have been hearing throughout the industry. Specifically, the highest scoring sub-attribute was ‘Geographic Coverage’ which falls within the highest scoring dimension of ‘Comprehensive’.

Perhaps the focus has been to expand, expand, expand in recent years, but this brief exercise indicates it’s time to focus on ensuring that your expansion will last long-term. To do that, you must ensure that your program is built for long-term success. In other words, you need to make sure that it is MATURE in more than just the geographic footprint. This requires renewed focus on the fundamentals of the Strategic, Governed, Measurable and Sustainable dimensions.

View on the Staffing Industry Analysts website