A contingent workforce program should first measure the outcomes tied to its most pressing business problem. For many programs, that means starting with data accuracy, worker visibility, compliance status, supplier performance, time to fill, and total cost.

In a live ProcureCon Contingent Staffing discussion on program optimization, Hanako Idesawa, Director, COO to Head Of OR & TPS, Contingent Workforce Management Lead at Mizuho, explained that her team addressed data problems before attempting more advanced analysis: "Without the right accurate data, AI cannot resolve anything." Clean, trusted data makes it possible to set realistic KPI thresholds and use reporting to prioritize the right operational improvements.

Another conversation at the conference reinforced that the best starting measures depend on the program's actual pain point. A program struggling to fill critical roles may need to focus on time to submit, time to fill, candidate quality, and hiring-manager feedback, while a program with fragmented spend may need stronger visibility into suppliers, worker populations, engagement channels, and compliance.

For contingent workforce leaders, begin by selecting three to five measures that connect directly to a documented business need. Establish a baseline, agree on metric definitions and data owners, review results with stakeholders and suppliers, and refine the scorecard as the program matures.

Join ProcureCon Contingent Staffing to learn how workforce leaders are using data, supplier collaboration, and operational insights to improve contingent workforce program performance.