We recognize that you have choices when it comes to choosing the right partner to help your organization and we respect that.
At Procom, our mission is to be the best at helping companies hire great people and helping people find great jobs.
Employers must get on the same page with their talent by reconceptualizing what it means to work for their organization.
According to The U.S. Board of Labor, 4 million Americans quit their job in the summer of 2021. The workforce is operating under the weight of The Great Resignation, and it isn’t looking to slow down anytime soon. In fact, a recent Procom Voice of Talent Report of over 1000 knowledge workers across North America finds 52 per cent of respondents are “likely” to “very likely” be looking to leave their current position within the next 12 months.
For employers, this means they must act now in order to rescue their workers from joining what’s been dubbed, The Great Resignation.
Subvendor management streamlines the contractual process by allowing an organization, or 3rd party payroll provider, to manage all subvendor relationships within a single Master Services Agreement (MSA). When evaluating the need to outsource subvendor management to a 3rd party payroll provider or keep the function in-house, organizations must consider current vendor relationships as they align with future growth strategies.
Whether you’re responsible for vendor management within a large enterprise or are operating a small-to-medium-sized business, contingent workforce management becomes increasingly complex as organizations continue to engage resources outside of their preferred vendor lists, AKA: Subvendors. And keeping up with your different contingent resources can be a massive undertaking.
As a result, independently managing subvendors can lead to overpaying for services. For this reason, many organizations are outsourcing these responsibilities to a 3rd party payroll provider.
The pandemic has presented an unprecedented workforce climate - yet while the world is slowly recovering, the workforce is rapidly seeing an increase in jobs and opportunities.
The final stage in cementing any business relationship is contract negotiation. Whether you're entering the contingent workforce, becoming a fulltime employee or re-negotiating a pre-existing agreement, the workers who get what they want achieve it with a sound negotiation strategy.
And while the current workforce and economic climate may impact an organization's payroll, your skills and experience are of value, and it's important to approach the bargaining table with confidence that a fair and competitive market rate will be agreed on - if you're prepared.
Before you accept the first offer, lay the groundwork for getting what you deserve. Here's how: