White Paper
Building a Contingent Workforce Program for Life Sciences
How to stand up an MSP and VMS program in a regulated environment without slowing your project teams down.
Overview
Most life sciences organizations arrive at contingent workforce management the same way: a headcount freeze, a filing date that will not move, and a dozen hiring managers each running their own vendor relationships. Rates drift apart, spend goes invisible, and the compliance exposure belongs to nobody in particular.
The guide covers the operating model underneath a program that works. How to segment the categories of work. Where a VMS earns its licence cost and where it quietly does not. Which decisions belong to procurement and which belong to the functional leads who need the talent. It also sets out the implementation sequence we use with clients, and the two or three numbers worth reporting in the first six months.
It assumes you are starting from close to nothing, because most organizations are.
What you will learn
- Segment contingent spend into categories that justify different sourcing models
- Choose between an MSP, a VMS, or a hybrid based on how mature your program already is
- Set rate cards and tenure policies that survive audit and legal review
- Take a co-employment position your legal team will sign off on
- Report performance in numbers that hold up in a board review
How Viltis helps
Related services
The practices in this paper map to work our consultants deliver directly. If you would rather have it done than read about it, start here.
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Download the paperTalk it through with a consultant
Bring us the program you are running and we will tell you what we would do, whether or not you need our people.