Loretta Wallace
Vice President

Loretta Wallace leads the vision, direction and growth of the company’s Calgary, Vancouver, Edmonton and Houston locations, directing expansion and acquisition strategies, suite of services and business development initiatives across all five locations.

Mrs. Wallace’s 18 years of Contract Workforce Management experience and tactical guidance has strengthened the company’s presence in Western Canada and Southern United States with the opening of our Houston location and new offices in Vancouver and Calgary in 2015.

Mrs. Wallace is a former teacher who holds a Bachelor of Science degree from Victoria University and a Bachelor of Education degree from Brock University. A resident of Calgary, she is a supporter of the Ovarian Cancer Society and Run for the Cure.

 

 

 

Loretta Wallace

Vice President
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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 Management

Direct sourcing: Designing a program that works for you

They go by many different titles: contingent workers, gig employees, freelancers, consultants and contractors, but regardless of naming, they all serve the same purpose in providing organizations with flexible, skilled staffing solutions to help employers quickly respond to market changes and demands.

In an effort to save on cost, better manage talent and regain control over their recruits, organizations have become increasingly more comfortable taking on some or all of the contingent worker engagement process for simple or frequent openings within their organizations.

The practice of engaging contingent workers directly is known as direct sourcing, and while it's true that direct sourcing can save organizations money, the opposite can also be true if the company doesn’t have the proper resources in place or a formal program to manage the process.


Making Direct Sourcing Work for You
According to the World Economic Forum there is a world-wide shortage of skilled workers which makes the process of sourcing and recruiting talent that much harder. Having a program in place that gives you immediate access to a pool of skilled, proven workers has many obvious benefits, not the least of which is a reduction in ongoing recruiting fees and shorter down-times.


Designing Your Own Direct Sourcing Program
The best direct sourcing programs usually complement other recruiting practices rather than replace them altogether. And programs can vary greatly based on the individual organization’s needs and available internal and external resources.

Below is an overview of the five big decisions companies must make when designing their own direct sourcing program, from the informal to the fully-developed:


Informal programs are usually managed by a hiring manager who sources contingent workers directly and often at a higher rate card than necessary. This can happen when the hiring manager has a particular candidate in mind and is more interested in quickly getting a resource in place, rather than opening the direct sourcing process to competition and potentially lowering the rate of pay for the selected contingent worker.

Most often, however, a direct sourcing program model will involve some kind of internal recruitment team, an applicant tracking system (ATS) to manage candidates and an approved rate card.

It’s important that whatever model you choose, there is some structure to it and discussion around the five big decisions. Otherwise your direct sourcing program may end up costing you more time and money than if you had continued to outsource to an external staffing vendor.

For all models, using a third-party service provider to manage the paperwork for your directly sourced contract workforce will help mitigate risk and make your job easier. A good provider:

• Will manage contract administration,
• Be knowledgeable in the latest payroll, benefits and employee/contractor status regulations,
• Can recommend process improvements,
• Ensure compliance and meet submission deadlines to government agencies.

If your organization is considering adding a direct sourcing program to your talent acquisition strategy or would like to learn more about complimenting your current model, download our free whitepaper: How to Optimize Costs with Directly Sourced Contractors

Contingent Workforce Management

Contractor payrolling models: Which is the best option to manage your organization’s contingent workforce?

In today’s competitive business climate, organizations need an agile workforce that can execute strategies and achieve corporate goals quickly and efficiently. Yet, employers must also be responsible for managing their workers’ wages, bonuses, and deductions as well as provide support during the length of a worker’s assignment(s).

It’s a complex, time consuming process, and staying on top of the frequent changes to legislation can be problematic. Any oversights will result in non-compliance, which could lead to serious fines and negative employer branding.

To stay compliant and competitive, growing organizations will typically shift from a ‘direct contractor payrolling model’ to a third-party payrolling model, either built around the selection of a dedicated supplier or through informal referrals to a variety of vendors.

But which model is the best option for bringing qualified talent quickly and cost effectively into your contingent workforce? Depending on your organization’s acquisition needs, below is a list of payrolling models to consider:


Direct/No Payroller
Risk level: High
Some organizations choose to run their contingent worker contracting and payroll functions internally, with responsibility spread out over a variety of departments-- from HR, to procurement to accounting/AP, but that isn’t always the most efficient approach.

This model involves the client company directly handling all aspects of their contractor's engagement, onboarding and payment duties, with coordination responsibilities often placed on the individual hiring manager that is engaging the contingent worker.

How does the process work?
The client company is responsible for managing all aspects of the payroll process, including:

• The administration of tax and benefits forms
• Payroll deductions
• Submission to government agencies 

Why would organizations use a Direct/No Payroller model?
The organization may prefer to manage the payroll process internally due to perceived cost savings over hiring an outsourced provider.

There is a higher level of risk with this model since employee/contractor regulations and categorizations may change frequently. There is no structure in place to help manage contingent workforce costs or address compliance or risk management issues specific to these types of workers. It can be difficult for busy HR professionals to stay up-to-date with current laws, particularly for organizations with operations in multiple jurisdictions or those who employ exempt/non-exempt, seasonal, contract or part-time workers. Government non-compliance fines can be significant and unforgiving.


Informal/Semi-structured Payroll Referral Program
Risk Level: Moderate (Costly) 
This model is often not an ‘official’ company mandate – instead, it usually involves individual hiring managers referring the contingent worker to an existing approved staffing vendor. This process unburdens the hiring manager from having to manage the contracting and payroll onboarding tasks internally.

How does the process work?
Hiring managers typically select organizations they have an existing working relationship with, resulting in simplified onboarding that speeds up the hiring process.

Why would an organization use an Informal/Semi-structured Payroll Referral Program?
The trusted vendor has also likely been onboarded through the organization’s procurement process, and already has all necessary legal agreements in place and meets jurisdiction-specific compliance requirements, such as valid business licenses, tax remittance capabilities, pay schedules, employee categories or a particular aspect of payroll calculations (insurance, workers’ compensation, etc.).

Though this model is generally faster and easier for hiring managers, it’s difficult for the organization to track and manage its corporate spending of directly-sourced contingent labor. Likewise, the use of multiple staffing vendors results in legal and compliance inconsistency between contingent labor engagements as well as service levels and individual worker management.  

The organization typically doesn’t use structured pricing models or pay rates. Additionally, using multiple vendors results in difficulty negotiating high-volume flat and/or preferred fees for the hiring process, resulting in the potential for abusive vendor pricing.


Single, Dedicated Payroller
Risk Level: Low  
This model involves a single outsourced service provider responsible for managing an organization’s entire payroll record, keeping process across all jurisdictions where that company employs workers.

How does the process work?
It represents the company’s decision to treat contingent labor hiring and management as a corporate priority, and offers benefits around:

• Streamlining operations
• Enforcement of established spend approval processes
• Consistency in record keeping through a single vendor
• Securing the lowest possible price for the service 

Why would an organization use a Single, Dedicated Payroller? 
This model can be especially advantageous for employers who may operate in multiple domestic or international jurisdictions.

This model lowers an organization’s risk by incorporating a single point of accountability and audit for all of the compliance activities related to contingent worker onboarding and management and decreases the likelihood of overlooked short-term, contract or seasonal workforce records and worker misclassification.


There is no scenario that is completely risk free; whichever model your organization chooses to go with, it’s crucial to know the benefits and risks associated with each. Does your organization have a solid framework for identifying contingent worker risk? Download our free Checklist on CW risk factors:
DOWNLOAD WHITE PAPER

















Contingent Workforce Management

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