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Published: 01 March 2022



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  • デジタル・プログラムのリソースを確保する必要性が高まり、一方で多くの企業においてデジタルの専門知識が不足していることから、組織はビジネスの需要を満たすため、複数の人材派遣会社と契約し、人材確保を急ぐ場合が多い。とはいえ、組織はデリバリ・オプションの違いにあまり注意を払わず、結果的にスキルの調整がうまくいかず、ステークホルダーが不満を感じる場合もある。

  • 非正規雇用市場からスタッフを採用する顧客企業の多くは、請求レートの算出方法を十分に理解していないため、人材派遣会社とのコスト削減交渉を効果的に行うことが困難になる。

  • 人材派遣会社と連携している組織が、契約において使用すべき適切なSLAを認識していない場合、結果として履行の遅延やリソースの低下を招き、人材派遣会社にもコスト削減のインセンティブほとんど生じない。


IT人材の派遣等の非正規要員サービス/ソリューションのソーシング/調達/ベンダー管理 (SPVM) を行うITリーダーは、以下を実践する

  • 各社が提供する非正規要員のサービス/ソリューションの違いを評価して、組織のニーズに基づき適切なデリバリ・オプションを選択し、ビジネス・ニーズや年間で必要となるリソースの量に基づいてプロバイダーと関与する。

  • 提案依頼書 (RFP) の回答に商取引のテンプレートを含め、請求レート、テクノロジのコスト、人材のマネージド・サービス料金などの内訳を要求して透明性を確保し、提案を比較してより良い成果に向けた交渉を可能にする

  • マネージド・サービス・モデル (MSPモデル) によって契約する際には、組織全体で非正規要員の利用を最適化し、期待されるコスト削減の実現機会を人材派遣会社に提供することで、重要かつ必要最低限のSLAを確立・特定する。

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Akimasa Nakao

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