So this blog is intended to guide you past the seven major pitfalls that can cause the implementation

of a VMS to go wrong.
#1: Unclear roles and responsibilities
Every VMS implementation should begin with the establishment of a governance structure that
defines roles, business review schedules, issue resolution processes, and approvals.
The VMS should include an online program management office (PMO) module that enables each
stakeholder to stay current with program status and developments, communicate and collaborate
with other team members, and organize all associated implementation documentation.
#2: Unrealistic Implementation Schedule
The implementation schedule should accommodate other corporate activities or deadlines (e.g.,
plant shutdowns, ERP implementations, etc.) that may draw upon the same internal resources. It
should be based on realistic expectations regarding availability of resources and data, and effort
required to complete, review and approve each work step.
#3: Hiring manager resistance to program participation
There are many reasons why the intended beneficiaries may be resistant. They may fear an
additional burden to an already heavy workload. They may be concerned that a centralized program
will prevent the use of their favorite suppliers. Prior enterprise software initiatives may have failed to
add value to the hiring manager. In implementing a VMS program, it is critically important to
communicate the benefits to the hiring manager and to uncover concerns that may inhibit
participation and support.
The program must have a senior executive sponsor who will continuously reinforce the
strategic importance of the program to the corporation and the benefits that will be realized
by each stakeholder group.
The implementation team should conduct face-to-face meetings with all critical client
stakeholders to surface issues, concerns, priorities and recommendations.
Before launching the VMS, audience-specific training will gain user support and
preparedness.
Eliminate concerns regarding loss of access to each hiring managers preferred suppliers
by explaining the criteria for supplier inclusion, and why that criteria is needed to protect the
company. Consider inviting all incumbent suppliers to initially participate in the program, with
supplier rationalization occurring within a specified time period.
#4: Delays in providing critical business data; incomplete data
A great deal of information is needed on business policies, processes, suppliers, contractors, jobs,
rates, and more when configuring and populating the VMS. To minimize the effort required to gather
this information, use online tools and facilities for mass data uploads. Designate responsible
stakeholders within each function and location to ensure timely availability of critical data, adherence
to timeframes for review and approvals of workflows and business rules. Be sure that the VMS
provider can provided additional resources when needed to assist in data collection and entry.
#5: Supplier resistance to program participation
A great supply base is essential to a high performance contingent workforce management program.
Suppliers must be convinced that the introduction of a VMS will benefit them in ways that
significantly offset the nominal fees applied to a supplier-funded program. Select a VMS system that
offers automated billing and other features that reduce supplier costs and efforts. In the best VMS
systems, the administrative savings will offset the VMS fee.
Suppliers are seeking a level playing field in which the volume of opportunities is driven by their
performance. Resistance increases when the VMS company or Managed Services Program (MSP)
provider is a division of a company that also provides staffing services. Implement a requisition
distribution model in which the amount of potential business is directly tied to performance. Also,
recognize that diverse suppliers may need additional support to encourage their participation.
#6: Potential loss of contractors on assignment through sunsetting suppliers
If a supplier will not continue to provide services to you, how do you ensure that incumbent
contractors sourced by the supplier will complete their assignments? Three options are available.
First, negotiate with the supplier to transition its contractors to another supplier. In this case, the
contractors should be treated as payrolled workers, and you should pay reduced payroll bill rates.
Second, allow incumbent contractors to stay with the supplier throughout the remainder of the
assignment while removing the supplier from the distribution list for new requisitions. If neither of
those options are feasible, be prepared to replace the contractors. If possible, plan a knowledge
transfer period.
#7: Inexperienced Implementation Team
Be sure that the team leading the implementation is experienced with the VMS system. How many
prior implementations has each implementation team member successfully completed? Do they use
a formal methodology for the implementation? Do they have the skills to configure the system based
on your business requirements? Are they providing the needed training to your in-house personnel
who will have ongoing responsibility for system administration? Do they have direct access to the
products engineers and developers?
- See more at: http://blog.dcrworkforce.com/what-to-do-about-seven-vms-implementation-
killers#sthash.JgzVK0Tz.dpuf