Hiring managers are more likely to use the contingent workforce program when it is easier, faster, and more responsive than working around it. Program leaders should simplify intake and approvals, clearly explain the value of the process, provide timely supplier support, and make compliance requirements practical rather than burdensome.

A live ProcureCon Contingent Staffing discussion about candidate fraud showed why hiring manager participation matters. Ryan Gemmill, Director, Global TA Operations & Contingent Workforce Management at North Highland, described the core risk as "bad actors misrepresenting themselves—maybe their skills, maybe their location, certainly their identity." His point reinforces that a consistent program process helps managers access properly vetted contingent talent and reduces the risk of unapproved or poorly controlled hiring channels.

Another conference discussion on technology optimization stressed that adoption problems often reflect a training, configuration, or workflow issue rather than a lack of technology. When the approved route requires too many steps or fails to provide quick answers, hiring managers are more likely to seek informal alternatives.

For contingent workforce and HR operations leaders, start by mapping the hiring manager journey from initial request through onboarding. Identify the points where managers wait, repeat information, or lack visibility, then simplify those steps and publish clear service expectations for requisition intake, supplier submissions, interviews, feedback, approvals, and worker onboarding. Reinforce the change with brief manager training, a readily available support contact, and regular feedback on program performance.

Join ProcureCon Contingent Staffing to learn how enterprise leaders improve manager adoption while protecting worker quality, compliance, and program visibility.