Key Factors in Development of a Global Workforce Strategy


In addition to internal business considerations, a number of external factors must be considered when developing and executing a global workforce strategy including, but not limited to:

  • The availability and capability of the workforce in a given market
  • The availability and capability of partners and vendors in a given market
  • The relative cost of labor across markets of interest
  • The legislative constraints and impact in a given market

As MSP programs become more widely adopted across the globe, more robust competition for the right vendors and workers is expected, making it essential that an organization effectively launch an MSP program and drive adoption in the right markets, with the right partners.  This is particularly true outside of the United States, where there are more contingent workers, more legislative restrictions, and less support mechanisms in place to  drive performance and mitigate risks.

  • Globally, the disparity in the level of quality available in the local workforce and the regulatory guidelines that must be adhered to requires strategic analysis to maximize efficiency:

a.)  Local diligence in requisition development

b.)  Vendor performance analysis

c.)  Worker classification

d.)  Supply chain engagement

  • Labor shortages in some countries, have shifted the hiring focus into other less mature markets, driving competition for skilled talent in areas where that previously been none – making local market engagement imperative to hiring the right workers at the right time.
  • Inconsistent regulations impact worker classification, hiring practice, direct invoicing processes, and call for varying levels of vendor engagement in administrative process.

ManpowerGroup Solutions, TAPFIN Global MSP Center of Excellence monitors and analyzes the global and national market dynamics to feed strategic intelligence into our MSP programs, to enable local compliance along with global efficiency.