Question 1 of 8: Program Foundation
Program Foundation
Does your organization currently have a formal managed service program (MSP) for your contingent workforce?
A No. Contingent hiring is managed informally, by individual teams, or through direct agency relationships B Yes. We have a formal MSP or managed contingent workforce program in place
Not sure? Select A.
Question 2 of 8: Pillar 1: Talent Retention
Pillar 1: Talent Retention
When a contractor completes an assignment with your organization, what typically happens to that relationship?
A It ends. The agency owns the relationship, not us B We stay loosely in touch but have no formal process for re-engagement C We track past contractors but rarely proactively redeploy them before going external D We maintain an active pool of vetted talent we engage before any external sourcing
Question 3 of 8: Pillar 1: Talent Screening
Pillar 1: Talent Screening
When a contingent role opens, how are candidates typically identified?
A Entirely through agency submissions. We see who they send us B We post externally and screen from scratch each time a role opens C We occasionally reach out to known contractors, but it's not systematic D We first activate pre-identified, pre-vetted candidates before any external search begins
Question 4 of 8: Pillar 2: Demand Planning
Pillar 2: Demand Planning
How does your organization plan for contingent workforce demand?
A Reactively. We respond to requisitions as they come in with no forward planning B Informally. Managers plan on their own with no central visibility C We have a basic framework for forecasting but it's inconsistently applied D Proactively. We model workforce mix across permanent, contractor, and outsourced work
Question 5 of 8: Pillar 2: Market Insights
Pillar 2: Market Insights
How do you validate what you're paying contractors against current market rates?
A We rely entirely on agency pricing. No independent benchmarks B We spot-check occasionally but nothing systematic or real-time C We benchmark periodically but coverage isn't complete across all roles or categories D We have real-time rate visibility and regularly pressure-test supplier pricing
Question 6 of 8: Pillar 2: Program Trends
Pillar 2: Program Trends
How does your organization track the performance and outcomes of past contingent engagements?
A We don't. There's no consistent record of outcomes across assignments B Hiring managers hold informal knowledge but it's not centralized or accessible C We capture some data but can't easily spot patterns or act on it D We have centralized visibility into outcomes, contractor performance, and program trends over time
Question 7 of 8: Pillar 3: White Glove Onboarding
Pillar 3: White Glove Onboarding
How would you describe the onboarding experience for contractors joining your organization?
A Transactional. Contractors get basic instructions and are left to manage themselves B Inconsistent. It depends entirely on which hiring manager or team they land with C Structured but generic. Same process regardless of role or background D Personalized and guided. Contractors feel like part of the organization from day one
Question 8 of 10: Pillar 3: Destination Brand
Pillar 3: Destination Brand
How does your organization maintain contact with contingent talent between assignments?
A We don't. All contact ends when the assignment does B The agency handles it. We have no direct relationship with contractors after the assignment C We make occasional outreach but have no structured engagement model D We actively communicate with past contractors and position them for future opportunities ahead of every search
Question 9 of 10: Pillar 4: Risk and Compliance: Classification Exposure
Pillar 4: Risk & Compliance
How does your organization currently manage worker classification risk across your contingent population?
A We don't. Classification decisions are made ad hoc by individual hiring managers B We have general awareness but no consistent framework applied across the business C We have classification guidelines but they're not consistently applied or regularly audited D We have a defined framework, actively monitored and audited across all contingent engagements
Question 10 of 10: Pillar 4: Risk and Compliance: Program Transparency
Pillar 4: Risk & Compliance
How visible is your contingent workforce program to your legal, compliance, and audit teams?
A Little to no visibility. They're rarely involved in contingent workforce decisions B They're involved reactively, usually when something goes wrong C We provide periodic reporting but it's not proactive or integrated into governance D Full visibility. Compliance, legal, and audit are active participants in contingent workforce governance
Question 2 of 8: Pillar 1: Talent Retention
Pillar 1: Talent Retention
Does your MSP include a formal direct sourcing or talent community component?
A No. All sourcing flows through our supplier panel with no direct talent engagement B We've discussed it but nothing has been formally implemented C We have a talent pool but it's passive and not actively managed for redeployment D Yes. A functioning direct sourcing program with measurable redeployment rates
Question 3 of 8: Pillar 1: Talent Screening
Pillar 1: Talent Screening
What percentage of contractor hires in the last 12 months came from previously engaged talent?
A Less than 10%. Most hires start fresh through suppliers each time B Roughly 10–30%. Some repeat engagement but not by design C 30–50%. We redeploy regularly but don't have a formal system for it yet D More than 50%. Direct redeployment is a core part of how we hire
Question 4 of 8: Pillar 2: Demand Planning
Pillar 2: Demand Planning
How integrated is demand planning into your MSP's operating model?
A We react to requisitions. No forward planning built into the program B Some forecasting exists but it sits outside the MSP and isn't integrated C Demand planning is supported but adoption across business units is inconsistent D Fully embedded. We proactively model workforce mix and sourcing channel decisions
Question 5 of 8: Pillar 2: Program Trends
Pillar 2: Program Trends
How does your organization use program trend data to drive sourcing decisions?
A Mostly backward-looking scorecards with limited forward use B We track KPIs but struggle to translate data into proactive action C Analytics inform some decisions but not consistently across the enterprise D Trends actively drive demand planning, rate strategy, and supplier allocation decisions
Question 6 of 8: Pillar 2: Market Insights
Pillar 2: Market Insights
How confident are you in your rate benchmarking data across contingent categories?
A Not confident. We rely on supplier-provided rates with no independent check B Somewhat. We benchmark periodically but not in real time C Fairly. We use market data but it doesn't cover all roles or geographies D Very confident. Real-time visibility across all categories, roles, and geographies
Question 7 of 8: Pillar 3: Talent Engagement
Pillar 3: Talent Engagement
When a contractor's assignment ends, what is your program's default next step?
A The supplier takes over. We don't retain direct contact with the contractor B We track silver medallists but rarely activate them before going back to suppliers C We attempt redeployment but the process isn't consistently followed across the program D Redeployment is the first step. Suppliers are the fallback, not the default
Question 8 of 10: Pillar 3: Direct Sourcing Technology
Pillar 3: Direct Sourcing Technology
How is direct sourcing technology currently integrated into your MSP program?
A It isn't. Our VMS manages supplier flow only with no direct sourcing layer B We've evaluated tools but nothing is deployed or actively used C We have a tool but utilization and adoption across the program are inconsistent D Fully integrated. Direct sourcing tech is live, adopted, and delivering measurable results
Question 9 of 10: Pillar 4: Risk and Compliance
Pillar 4: Risk & Compliance
How confident are you in your program's ability to identify and manage worker misclassification risk?
A Not confident. Classification decisions vary by supplier and we have limited oversight B Somewhat. We have guidelines but application is inconsistent across business units C Fairly. We have a framework but it's not regularly audited or uniformly enforced D Very confident. Our MSP includes active misclassification monitoring and regular compliance reviews
Question 10 of 10: Pillar 4: Risk and Compliance
Pillar 4: Risk & Compliance
How integrated are your legal, compliance, and audit teams into your MSP program governance?
A They're not. The program operates largely outside of legal and compliance oversight B They're involved when issues arise but not proactively embedded in the program C We have compliance reporting but it's periodic, not real-time or embedded in governance D Fully integrated. Compliance, legal, and audit have real-time visibility and active governance roles
