Leveraging MSP Program Assessments to Optimize Performance

321

In an interview with Hank LaVoy, Global Manager of Program Assessments at TAPFIN, we discussed the value and best practices associated with program assessment and performance measurement within an MSP program.

1. What are the basic components of a program assessment?

Hank LaVoy: TAPFIN’s program assessment utilizes the four key value drivers (risk, cost, efficiency, quality), and provides a comprehensive outlook on an organization’s current practices and how their CW programs are performing in relation to those value drivers. While every program is unique, it is always helpful to establish a set of baseline requirements/best practices in order to have an objective view of the program. Our methodology is designed to provide an external perspective of the program based on the individual components and their performance for that organization. The overall goals and objectives of the assessment are to:

  • Examine the current program and assess program performance relative to TAPFIN and Industry best practices
  • Identify areas for program enhancements that will better align the program with our clients’ strategy for contingent labor workforce management
  • Provide recommendations for program expansion and other talent acquisition solutions that will further enable our clients to achieve their overall workforce goals and objectives

The assessment of these components offers a qualitative evaluation of the current state and can often identify opportunities for continuous improvement.

2. What benefits or action items can come from completing such an assessment?

Hank: It can vary by program to some degree, but the benefits of conducting an objective assessment provides CW program owners with a better understanding of their current state of practices and identifies opportunities for improvement. Understanding our clients’ value drivers is critical to applying these best practices effectively. Examples include:

  • Decreasing client risks associated with using contingent labor
  • Increasing program compliance
  • Creating additional process and system efficiencies
  • Identifying additional cost savings

3. How frequently should a program assessment be conducted?

Hank: TAPFIN’s methodology recommends that an initial program assessment be done within the first 12-18 months after a program has been deployed, then again 18-24 months later to verify that the best practices that have been implemented are continually looking at opportunities to optimize the program.

There are other times when program assessments are valuable. Such as, if there is a stakeholder change, consideration of a VMS tool change, pre-RFP or contract renewal, or even expansion into other locations, business units, or labor categories and, lastly, if there is an important change in the market that needs to be addressed.

Should a client have questions or concerns, an additional assessment may also be completed. The best time for our clients to schedule these assessments would be when they begin to develop their strategic goals and initiatives for the upcoming year, and/or when they begin to work with their program teams in developing TAPFIN’s Program Management Plan.

4. Should all MSP programs incorporate this assessment process? Why or why not?

Hank: Yes! Assessments are a great value to an organization. Things are changing internally and externally all the time. Program assessments highlight what has already been done to drive value throughout the process, while providing an opportunity to benchmark performance relative to industry standards and provide a venue for continuous improvement and thought leadership.

5. Are all program assessments identical?

Hank: There is a standard framework which focuses on the four key value drivers – risk, cost, efficiency, quality. Based on our clients’ needs and their key value drivers, the questioning, analysis and deliverable may be different depending on the various faces of the program.

6. Does the initial assessment after deployment vary from follow up assessments completed later in the program’s operation?

Hank: We hope so! Programs move through different phases of maturity. Within these phases there are different strategic goals and objectives. Each one lays the foundation for the other. So as we conduct program assessments, we would expect to see a program continually evolve, improve, and mature each time an assessment was conducted.

Hank LaVoy is the Global Manager of Program Optimization and Risk Mitigation activities at TAPFIN. Hank is responsible for the adoption and oversight of global program assessments at TAPFIN. Before joining TAPFIN, Hank was the Contingent Workforce Program Manager for one of the largest energy companies in the world. Prior to this role, Hank was with COMSYS as a Contingent Workforce Program Manager for the largest environmental waste organization in North America.

Through his experience and education, Hank has developed an exceptional background in people, processes and performance which has led to the development of innovative business solutions that creates value for the entire supply chain.

Hank has a Bachelor of Science degree from California State University in Personnel Administration and Industrial Relations and his Master’s degree in Organizational Development from Virginia College.