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Alex MacKenzie
Vice President

Alex MacKenzie plays a key role in the Procom organization which include joint operational responsibility for Procom’s Toronto operations, strategic and operational responsibility for Procom's Enterprise service line and executive involvement in Procom's corporate marketing efforts.  

Mr. MacKenzie began his tenure at Procom in 1997 as an account manager working with strategic Procom Clients, strengthening the company’s position at the forefront of the Contract Workforce Management industry. His role in the company has evolved in conjunction with Procom’s tremendous growth.

Mr. MacKenzie sits on Procom’s Management Team, tasked with strategic planning and decision making for the organization. He sits on the board of directors for the National Association of Computer Consulting Businesses (NACCB) in Canada and is a well-respected member of the Staffing and Recruiting industry.

Growing up in Thunder Bay, Ontario, Mr. MacKenzie graduated from Lakehead University with an Honours Bachelor of Commerce in 1994.

Alex MacKenzie

Vice President
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Direct sourcing: 3 Steps to designing your program for contract talent

Even the best talent organizations can struggle when it comes to launching an enterprise-wide direct sourcing program. Although most efforts are well founded, some businesses may struggle with the assumption that informal direct sourcing activities can scale up easily (they don’t!), and fail to consider program participation dynamics from the talent’s point of view.

Launching an effective direct sourcing program will allow your organization to build a community of engaged talent, thereby lowering the cost of acquisition and increasing contractor performance while on assignment.

Here’s how to do it:


The approach
All best-in-class programs are designed with a three-part approach. This approach involves a cross-functional team of key client representatives and supporting team members. When preparing your direct sourcing program, components should include: Client goals, experience of the candidate, and program architecture. Although change management is fundamental, it will require its own dedicated work stream.


Step 1.
Setting Client Goals (and resourcing)
Great programs start with a set of clear and achievable goals, supported by a resourcing plan that provides all of the people and technology required to achieve success. When setting program goals, an organization should pick two or three of the ones below as the principal focus of their program.  Which goals are most important to you?

• Better access to talent
• Save money
• Increase transparency & control
• Improve contractor experience
• Independence from vendors
• Manage risk


Step 2.

Experience Design: The source of participation
Building a community of engaged contractors and future employees is not easy – it requires very intentional thinking from the talent’s perspective about the experience and benefits of participation. Poor experience design and inconsistent participation incentives will mean your program is unlikely to resonate with contractors, and those that do join, will tend to fall off quickly.

Business owners can off-set this by leveraging a process based on experience design. This includes analyzing your organization’s current needs and environment, followed by development of participant personas and crafting relevant value propositions at each phase of the relationship lifecycle.


Step 3. 
Fundamental program architecture 
In tandem with the experience design process, every program needs to define its fundamental structure and policy decisions that will govern day to day operations. We define this as the people, process, policy and technology elements of your direct sourcing program.  Identifying and addressing these components is fundamental to its success; however, many organizations approach these decisions in an ad-hoc way, as opposed to part of a larger design and outcome driven initiative.


A successful program will take into consideration these 5 major decisions:

• Payroll management model
• Sourcing format
• Rate management card
• Onboarding requirements
• Governance/KPIs

Building a strong direct sourcing program can be as easy, or difficult as you make it - it all depends on your goals and approach. A basic program will offer a clear framework for onboarding and managing your contingent workers safely over the engagement lifecycle. Want more information on designing your direct sourcing program?  Download our free white paper: How to Optimize Costs with Directly Sourced Contractors: 

Contingent Workforce

What is contractor classification?

When onboarding an independent contractor, organizations must classify aspects of the contingent worker relationship to ensure compliance with the correct tax and employment laws. Misclassification of workers happens when tax authorities and/or regulatory bodies deem one or more of an organization’s contract workers as actual employees. 

Contingent Workforce

Understanding contractor classification types in Canada

The digital transformation is not only changing the way companies do business, it’s also changing the way they use talent to get it done.

Contingent Workforce

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Customer Sucess Stories

“Excellent service, very timely response time, quality candidates and outstanding support.”

K.M.
Global Professional Services Firm

“..the most reliable partners we work with. They are timely with their submissions and are quick to respond to emails and provide updates and required information. Their candidates typically are at the top of the pack as is evident by their fill/success rate.“ 

Z.N.
Leading Financial Services Institution

“Great support in helping us achieve our corporate mandates by providing top quality knowledgeable resources in a timely and efficient manner - very easy to do business with! “

L.R.
National Telecommunications Provider

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