Launching a first-generation MSP successfully, Part 3: Managing Your MSP Program

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This article is the final installment of a three-part series where we examine how to successfully launch a first-generation MSP program to manage various sources of talent in your organization.

In part one, we examined how to select the right MSP partner and the importance of determining desired outcomes. In part two, we looked at how to implement the MSP program.

In this final installment, we’ll go through how to manage and improve the program once it goes live:

1. Manage change proactively. Implementing a first-generation MSP includes a lot of moving parts, project teams and a significant investment of time and resources. A successful program will pay for itself in the long run, but there will likely be some bumps and bruises when you’re first getting the project underway.

Your MSP partner should have a clearly defined change management lifecycle approach that works to gain acceptance and commitment for long term success. Communication is key to build understanding and program adoption. This includes not just internal contacts – hiring managers, stakeholders, executives – but also external contacts,like staffing vendors/suppliers and your non-employee workforce.

2. Structure and control communication. While communication and the appropriate dissemination of information are critical to successfully managing change,it is imperative to work with your MSP to define a communication matrix that controls both the messaging and timing of information. Sharing too much information too early or with the wrong groups can have a negative impact.

For example, a vendor approaching an executive to ask about the new MSP before she knows anything about it, or a vendor having a contract termination notice go out before a transition plan is in place, are examples of how sharing information with the wrong group at the wrong time can impede program implementation. Continue reading here…

Credit: The Staffing Stream

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