get across the board buy-in
at the start.
3
A successful MSP program requires proper
alignment between key internal and external
stakeholders. This begins with clear deliverables
and expectations, as well as defined roles for
both the client and MSP provider. Effective
communication channels will help keep the
program focused and on track.
For instance, executive sponsors on both sides
should be involved from the start, checking
progress on implementation and addressing
strategic high-level activities as the relationship
progresses. Further downstream, the legal
teams of the client and service provider need
to approach contract negotiations with a
collaborative mindset.
The goal is to ensure favorable terms and service
level agreements (SLAs) that benefit everyone. The
employer's designated project manager will need
day-to-day support from the service provider on
tasks such as training internal teams, supporting
change management, and reviewing program
details and reporting metrics.
The two parties should also align functional
stakeholders. These include IT, accounting,
procurement, HR, hiring managers and
corporate communications on the client side.
On the provider side, the relevant parties include
professional services, technology analysts,
supplier relations, operations analysts, the vendor
management system (VMS) project manager and
back-office personnel.
When a company adopts an MSP program as
part of its total talent approach, it becomes even
more critical that the client and provider build a
trusting and collaborative relationship. As part of
the integrated (or total) talent strategy, the MSP
enables employers to gain full program visibility.
This means the program manager has:
• a view of everyone joining and leaving the
organization
• control over the entire worker life cycle
• a clear assessment on the effectiveness of
processes and suppliers
The goal is to achieve a variety of benefits, such
as greater visibility of spend, enhanced cost
control, increased responsiveness to business
needs and improved quality of talent. Using best
practices honed through the service provider's
work with other clients, the employer ensures
proven structure for their sourcing, engagement,
management and analytics practices. At the same
time, because every engagement is different,
each program is tailored to the individual client's
requirements, challenges and goals. The service
provider should determine the best delivery
approach and work in collaboration with the
employer to optimize results.
