Align procurement and HR by agreeing on the business outcomes the contingent workforce program must deliver, then defining shared priorities, decision rights, and performance measures. Both functions should help shape talent access, supplier strategy, worker experience, cost management, and compliance. The program’s reporting line should clarify accountability without excluding either function from important decisions.

A recent conference discussion illustrated how cross-functional governance can work in practice. Milena Cerdas, now Head of People & Culture, Global Procurement at Philip Morris International, explained that the company’s center of excellence sits within HR but does not operate independently: “We’re not making decisions on our own in the COE.” A program board brings together senior representatives from procurement, HR, legal, and finance to address strategy and operations, with a steering committee handling more critical decisions.

Another event conversation described a program’s transition from HR to procurement as an evolution toward stronger spend management. Maintaining the relationship between the two functions helped preserve trust and support the transition, underscoring the importance of partnership even when formal ownership changes.

For procurement, HR, and total talent leaders, start with a joint planning session to agree on three priorities, such as reducing hiring delays, improving worker visibility, or strengthening retention. Document who recommends, approves, and implements decisions across the worker lifecycle, and establish a shared scorecard that balances cost, quality, speed, experience, and risk. Review results together, and give both functions a clear route to resolve disagreements before they delay business decisions.

Join ProcureCon Contingent Staffing to compare how procurement and HR leaders build shared workforce strategies, coordinate decisions, and strengthen contingent workforce performance.