The client needed support for its RPO and MSP model in Thailand and Vietnam, where it lacked established entities and recruitment licenses. It aimed to streamline recruitment while ensuring compliance with local employment regulations. The client also needed to onboard and manage contractors efficiently and meet surge hiring demands across borders. CXC partnered with the client to deliver bespoke Recruiter on Demand and margin payment solutions. The engagement covered onsite contractor deployment in Vietnam, talent acquisition support for a multinational networking and telecommunications company, and surge hiring support for a cold chain company. CXC also facilitated cross-border payments, provided local compliance support, and enabled flexible local billing through optimized fee arrangements. The partnership improved efficiency and strengthened compliance by keeping contractor engagement within Thailand and Vietnam legal frameworks. It reduced time to fill key roles and supported faster onboarding, contributing to positive client feedback. CXC also integrated as an extension of the client’s team, improving delivery standards, meeting KPIs, and increasing client satisfaction while supporting growth in emerging markets.

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The Perth-based infrastructure client struggled to manage its contingent workforce under a decentralised model. Onboarding varied by agency, requiring different forms and creating inconsistency. Contractor payments were delayed when timesheets were late, and there was limited central visibility and control. This increased governance risk and reduced opportunities to drive supplier cost savings. The client went to market in 2020 to narrow its supply chain and centralise processes, selecting a single provider to manage contractor engagement and payroll. The provider became the human resource function for the contingent workforce after the decision to offer, standardising onboarding and operations. The account manager visited the client onsite in Perth twice a year to review program performance and maintain strategic alignment. The program also consolidated weekly invoicing and used system timesheet feeds and reporting to reduce manual intervention and improve payment processing. The program grew from fewer than 50 contractors to managing in excess of 100 contractors. Onboarding was delivered with a 48-hour turnaround time through a consistent process. Agencies moved to a sourcing-only margin while contractor payroll and management were centralised. The client also received significant cost savings based on current and projected workforce models alongside improved governance and a more consistent contractor experience.

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Across Europe, Boeing and its subsidiaries faced rising contingent worker costs driven by inflated supplier margins, non-compliant practices, and process inefficiencies. Contracts were held at the country level, which led to varied margins and limited control across entities. The company lacked the ability to report on contingent workforce spend and needed visibility by country and business unit. Boeing required a centralized supply chain management program with a streamlined recruitment process to reduce costs while staying competitive and compliant. CXC implemented a Managed Service Programme (MSP) for Boeing and its subsidiaries across multiple countries and rolled out the Beeline vendor management system (VMS). The program started in 2018 in Germany, Poland, and Sweden, then expanded over subsequent years to additional subsidiaries and the UK. The scope grew to include direct sourcing, statement of work contractor management, and broader supply chain management under the VMS. In Poland, the solution also covered end-to-end recruitment and a candidate assessment center lifecycle for a large hiring initiative. CXC delivered a procure-to-pay MSP service model across eight international locations with over 800 contractors under management. The engagement also included recruitment services across several countries throughout the EMEA region. Boeing gained improved visibility and governance over its contingent workforce operations through centralized management and VMS-enabled processes. The expanded program supported ongoing supplier and workforce management across the participating countries.

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Jeppesen’s Global Navigation Services (GNS) department needed to implement a direct sourcing strategy in Poland to improve recruitment, attract top talent, and strengthen employer brand visibility. The effort was complicated by coordinating recruitment and assessment centre programs across multiple locations. They also needed to improve the manager experience with a streamlined, user-friendly process. In addition, they had to remain compliant with taxation and local labour legislation while hiring in a competitive market. After a successful MSP programme launch in February 2019, Jeppesen outsourced GNS’s full recruitment and assessment centre programme in Poland. A custom branded direct sourcing approach was implemented to increase candidate attraction and build the GNS employer brand. CXC managed the Beeline VMS to streamline onboarding, invoicing, and payroll processes. The team also used talent pool technologies (including Elevate Direct) and set up a dedicated Confluence intranet page to support day-to-day contractor management and guidance. The direct sourcing model implemented in 2019 produced measurable hiring outcomes and supported ongoing program expansion planning. Jeppesen completed 95 directly sourced hires, and 75% of those hires converted to permanent contracts. The approach also improved invoicing efficiency and enabled accurate spend data tracking, supporting better financial management. Compliance with taxation and local legislation was maintained while manager interactions and decision-making were streamlined.

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In the UK, IMG had little visibility over how contractors were used across its production and events business units. Contingent labour usage was high, but the company lacked structured, governed compliance processes. This created concern about mitigating risk and adhering to current legislation. IMG needed a model that brought visibility, control, and compliance. CXC partnered with IMG to provide compliance, contract, and managed payroll solutions for contractors, many of whom had supported the business for up to 20 years. The team ran a collection project using HR data to reach the existing contractor workforce and bring engagements into compliance. An MSP model was implemented, taking ownership of LTD and PAYE casual processes. CXC also supported the build of the Fieldglass VMS and provided ongoing onboarding, reporting, and training support. The MSP program delivered enhanced visibility, compliance, and governance controls across IMG's business units. IMG established an efficient process to engage contractors and turn around compliance within short timescales, with contractors kept compliant at go-live and ongoing. Payment processes were streamlined, including faster payment terms and self-billing so contingent workers no longer needed to raise invoices. The company also reported compliant engagement and workforce management that resulted in zero employment claims.

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The technology company needed to rapidly hire for a cloud-migration team with urgent business impact. The hiring manager required five candidates to be introduced within seven days. The stakeholder also flagged a heavily male-dominated development team and set an additional goal to source, introduce, and place a female candidate within one month. The client's starting gender mix was a 4:1 male-to-female ratio, which they wanted to improve. An equity-based recruiting approach was implemented to increase female representation without compromising role requirements. Recruiters used diversity-sourcing training and adjusted job description language to reduce masculine-coded terms and include more inclusive wording. Job ads highlighted benefits such as health insurance, remote-working flexibility, and an inclusive culture. Candidate submission templates focused on skills and competency to reduce unconscious bias, and the process also sought to support gender pay equity by requesting clear salary banding before going to market. Hiring activities were executed in short timeframes: goal-specific talent pooling was completed in 1 day, ads went live within 2 days, and search and shortlisting were completed in 2 days. A total of 8 CVs were provided within 14 days. From the eight shortlisted candidates, six were female, and one female Data Scientist was placed. The engagement also produced a repeatable framework intended to sustain diverse talent pools for future similar roles.

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The technology company needed to comply with UK IR35 legislation across a large, globally distributed contractor workforce. It faced the urgent task of accurately determining employment status for over 150 independent contractors. Most of these contractors were directly engaged, increasing the importance of consistent, defensible classification. The scale and compliance risk made manual or ad hoc processes difficult to manage. A dedicated project delivery and IT development team built and configured a tailored IR35 classification module. The module was integrated into an independent contractor classification platform used by the program. The team implemented and launched the module within a 12-week sprint, coordinating with Finance, Legal, Technology, and Operations stakeholders. Communication, training, and escalation procedures supported adoption, alongside regular platform training sessions. The solution provided a centralised view of the contract workforce and enabled accurate worker classification to reduce compliance risk. The program expanded from the initial scope of 150 workers and ultimately classified over 250 UK workers for IR35 purposes. The collaboration also established a foundation for global growth, expanding the program to an additional 18 countries. Region-specific frameworks and compliance vetting helped identify potential misclassification issues while supporting continued contractor engagement.

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A large Australian telecommunications company had workers engaged via statement of work (SOW) arrangements but paid on a time-only daily rate, regardless of outcomes delivered. This created inefficiencies and elevated costs, including identified talent being engaged and payrolled at inflated fees. The setup also increased risk exposure around classification, background checks, and payroll tax. Managing multiple SOW suppliers led to an inconsistent worker experience. CXC partnered with the client and an RPO firm to support a total workforce solution for sourcing and managing contractors. CXC first determined which providers were legitimate SOW (deliverable-based/consultancies) and which engagements should be reclassified into CXC's model. This was executed through a discovery audit process to identify SOW providers, review SOW characteristics, and reclassify where appropriate. After reclassification, CXC compliantly managed the remaining legitimate SOW contractors through its dedicated SOW function. Reclassifying SOW contractors reduced the potential for contractual misclassification and improved overall compliance. The client gained greater visibility across worker types and minimized rogue spend. The contractor program became more efficient through streamlined invoicing and outsourced payment processes. The changes also supported improvements in worker and hiring manager experience through more consistent engagement processes.

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The customer, a publicly traded property and casualty insurer, launched its first Center of Excellence (CoE) in the Philippines to support IT and key insurance operations. It started with 1 employee and targeted 500 headcount, with plans to reach 800 by 2025. It faced internal talent acquisition capacity constraints, fragmented support across multiple recruitment vendors, and difficulty sourcing niche mid-to-senior IT skills. The customer needed a strategic partner to streamline hiring and provide market insight to hit aggressive growth goals. CXC supported the customer with direct sourcing, strategic hiring, and executive search to accelerate CoE hiring. It delivered 24 permanent placements in 7 months (about 3 hires per month) and maintained a daily pipeline of 15 qualified candidates while supporting 10–12 open roles at once. CXC provided market intelligence such as salary benchmarking and talent availability, plus a market landscape analysis to guide employer branding. The teams collaborated through a cross-organisational SharePoint setup for real-time updates, and CXC also ran community-building engagement events to support retention. The partnership helped the customer meet its workforce growth targets and reduced time-to-fill for key roles, enabling faster onboarding. The customer's employer brand in the Philippines improved, helping it become a more recognised name in the local market. The customer achieved cost savings by relocating roles to the Philippines and gained confidence in accessing and retaining niche IT talent. The CoE's success led the customer to relocate additional roles from overseas, further optimising operational costs and efficiency.

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This client, the international arm of one of the Philippines' largest telecommunications companies, faced persistent talent shortages and high turnover in a competitive tech market. Their existing vendors delivered inflexible solutions and subpar candidate quality, especially for high-demand roles like software development, cybersecurity, and network engineering. Rigid onsite policies limited their ability to attract and retain talent. They also struggled to convert contractors into permanent employees because some vendors resisted a “try-before-you-buy” transition model. CXC partnered with the client to redesign how they attracted and managed contingent talent. The team crafted an Employer Value Proposition (EVP) to strengthen the employer brand and increase candidate interest, including messaging around the benefits of onsite work such as innovative projects and learning opportunities. CXC educated internal stakeholders on market realities and encouraged hiring for attitude and cultural fit even when candidates did not meet every technical requirement. They also facilitated contractor-to-permanent transitions by negotiating offers and tailoring arrangements like hybrid work based on proven deliverables. The engagement reduced turnover by proactively retaining high-performing contractors and improving workforce stability. It also demonstrated greater flexibility through negotiated hybrid arrangements that improved satisfaction and productivity. EVP work increased candidate interest and strengthened the talent pipeline, including interest from candidates willing to work onsite. Overall, the client improved talent acquisition outcomes while aligning workforce practices with operational and strategic goals.

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The customer, a leader in HVAC solutions, aimed to expand operations in Thailand and Vietnam with a headquarters and factory in Thailand. They struggled to recruit both IT professionals for the headquarters and blue-collar workers for the factory while managing surge hiring driven by growth and turnover. They also found it difficult to source recruiters capable of hiring across both IT and factory roles. The existing talent acquisition process was further constrained by limited local presence and expertise. CXC delivered a tailored workforce management approach alongside the customer’s RPO. It deployed an experienced on-site recruiter to bridge the customer’s needs and ensure seamless sourcing for both IT and blue-collar roles. When the initial recruiter resigned, CXC immediately mobilized its internal recruitment team and ran a structured handover/takeover to maintain momentum during the surge period. CXC also integrated its recruiters into day-to-day operations and helped plan and implement a graduate hiring program for future needs. CXC’s support maintained operational continuity and kept hiring activities uninterrupted despite personnel changes. The customer reported high satisfaction and asked CXC’s internal team to remain even after the recruiter role was backfilled. The approach provided scalable support for both immediate hiring surges and longer-term workforce planning. Feedback from the RPO emphasized CXC’s proactive, responsive service and reinforced CXC as a trusted partner.

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Legacy vendors delivered poor-quality candidates and subpar service, which created long hiring delays and critical skill shortages in the organisation’s global IT department. Developer vacancies took 109 days to fill and IT security analyst roles took 388 days, creating frustration among internal user units. The stagnant talent pool and inefficient processes hindered operational efficiency. The institution needed a new approach to refresh talent acquisition and improve service quality. The institution partnered with CXC in April 2023 to overhaul its contingent workforce strategy. The program included staff augmentation, streamlined hiring workflows, and embedded contractors within the Vendor Management Services team. CXC also provided market insights on talent availability, rates, and attraction strategies to set expectations and improve stakeholder engagement. In parallel, the team launched a graduate program to attract and develop future IT leaders and supported diversity goals in IT hiring. Time-to-hire improved substantially for critical roles, with developer roles dropping from 109 to 61 days and IT security analyst roles from 388 to 120 days. Contractor capacity scaled from an average of 2.5 placements per month to 20+ contractors by December 2023. The institution also achieved a 42% placement rate for female contractors in IT roles. The graduate program earned international recognition and strengthened long-term IT capability.

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In November 2020, the customer set out to build a back-office support team in the Philippines to manage European operations. The expansion faced complex operational needs across tourism, language, and communication, where skill availability created challenges. Pandemic disruption increased uncertainty and limited the ability to hire and scale. Without a physical local office, the company needed a cost-effective way to employ and manage staff while staying compliant with local labour laws. CXC partnered with the customer to pilot a scalable, compliant workforce approach in the Philippines. It launched a small initial contractor group to test capabilities and reduce risk before scaling. CXC provided account management to coordinate between leadership in France and the Philippine operation, and delivered Employer of Record support to employ staff without a physical office. The team also handled ongoing compliance and advisory services and prepared a blueprint to enable a transition to the customer's own local entity. The customer successfully expanded and scaled its back-office operations in the Philippines. The workforce grew from fewer than 10 contractors in the first two years to a peak of 80 employees, reaching a key operational milestone. The company improved cost and compliance efficiency through a cost-effective employment solution aligned with local regulations. CXC supported a smooth transition to self-sufficient operations with contractor transfers and HR advisory support.

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BIC Middle East needed a partner to manage workforce compliance, payroll, and administration across six South Asian countries without setting up local legal entities. Operating through distributors, they still had to support a small contingent team in key sales and trade marketing roles. They faced challenges with local regulatory compliance, multi-jurisdiction payroll and tax management, and providing benefits like medical insurance. They also wanted to reduce administrative complexity while keeping operations efficient. They implemented an Employer of Record (EOR) approach to support cross-border employment in the six countries. The solution covered contract management aligned to local legal frameworks, tax compliance, and payroll processing to ensure accurate and timely payments. It also included management of expense claims and provision of medical insurance coverage. Clear communication and execution simplified ongoing workforce administration across the regions. BIC Middle East achieved legal compliance across the six countries while avoiding the need to establish local entities. Administrative burden was reduced through streamlined handling of contracts, payroll, taxes, and expense claims. Workforce operations became easier to manage, allowing the business to focus on core objectives. The employment experience for workers was supported through consistent processes and benefits administration.

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The customer faced cost leakage and compliance risk because many contractors were engaged under statement of work (SOW) arrangements but were paid on a time-only, daily-rate basis. This created inconsistent market rates, misallocated costs, and limited visibility into the contingent workforce. The approach also led to varying worker experiences and governance gaps across the program. To address this, the customer implemented a hybrid MSP program to add governance, improve supplier management, and optimise sourcing. The solution managed requisitions through an existing 28-supplier panel while temporarily using a pre-vetted agency panel during transition. It added direct sourcing supported by a three-person MSP specialist team and a contingent talent pool (WEX), and brought all contingent workers through a single management and payroll model. A decision tree was also introduced to guide hiring managers to the correct engagement structure. The MSP model was implemented and an initial tranche of contractors was transitioned with minimal disruption. The remaining 170 contractors were planned to move over in phases. The program established ongoing market rate benchmarking for workers and set supplier margin reductions after 12 months to drive cost savings. The customer’s leadership team was also supported through Q&A sessions to address hiring manager concerns during rollout.

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Historically, the Australian professional services company sourced contractors directly through internal networks. That approach was time consuming and resource intensive, and it limited the organisation’s ability to focus on higher-value talent sourcing. The business also needed to coordinate a significant number of internal stakeholders. In addition, existing contractors had to be migrated from multiple contract types to a standardised contract. CXC implemented a contingent workforce management program supported by a custom-built online management portal tailored to the client’s requisition, approval, onboarding, and management processes. The solution included three online portals (client, contractor, and manager) to support documentation and reporting, policies/timesheets/expenses, and approvals. CXC also delivered outsourced legislative and tax compliance and streamlined, automated contractor engagement aligned with internal policy. To increase visibility and control of spend, the program introduced and implemented a Vendor Management System (VMS) via an alliance partner. The program improved insight and reporting across spend, contingent worker trend data, KPIs, and budget analysis. Monitoring of the contractor talent pool improved, supporting better decisions on engagements, migrations to employee status, extensions, and reward schemes. The VMS implementation was successfully completed and became fully operational while meeting internal governance standards. The partnership continued beyond implementation and had been ongoing since 2012.

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The tutoring company needed to mitigate risk related to contractor classification while expanding its independent contractor tutor base in North America. It had no understanding of Canada or USA compliance laws and required support to avoid misclassification exposure. The company also needed an external third-party contractor management provider to facilitate vetting and provide indemnification. A centralised contractor solution was implemented with a compliance and account team in Canada and the USA. Independent contractor vetting was conducted to ensure tutors were properly classified as contractors. The project team supported onboarding by validating local vetting requirements and collecting country-specific questionnaire responses, agreements, and payment details. The partnership enabled the company to engage tutor talent across North America compliantly and cost effectively. The workforce management approach resulted in zero co-employment claims. The company also gained enhanced compliance and governance controls, along with significant cost and process efficiencies, including improved reporting transparency and more detailed spend data through streamlined invoicing.

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The customer’s vendor management system (VMS) made it difficult to update contractor data such as cost centres or rates. This created significant process inefficiencies and an onerous administrative burden. They needed a contractor management system that delivered more agility, automation, and a better experience for contractors and hiring managers. The customer and partner conducted scoping workshops to design a faster, more efficient operating model. They removed the existing VMS and replaced it with Oracle’s JD Edwards, while using SuccessFactors as the applicant tracking system to push roles to agencies. They also implemented an online request-for-services form and introduced centralised reporting, redesigned invoicing reports, and customised extension journeys with streamlined approvals. The new model delivered substantial time savings for leadership, hiring managers, and contractors. The customer redeployed a full-time equivalent employee who had been managing the system to another area of the business. The transition away from the VMS and the added automation and process improvements were completed in three months.

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Medibank aimed to pioneer a diversity strategy to improve the contingent workforce mix across its large contractor base. As the first private health insurer in Australia to develop a Reconciliation Action Plan (RAP), it committed to building a more diverse and inclusive workforce. The organisation sought sustainable and meaningful career opportunities to increase Aboriginal and Torres Strait Islander representation. It needed a practical sourcing approach aligned to these goals. CXC partnered with Medibank as its contingent workforce management provider and Managed Services Provider (MSP). Together, they deployed an Indigenous-owned recruitment panel focused on improving the diversity of contingent workers. The work included reviewing Medibank’s RAP to identify where the program could have the most impact and aligning on delivery methods. They researched Indigenous sourcing panels, interviewed suppliers, ran an Indigenous-sourcing-specific RFI, and appointed a vetted specialist recruitment panel with a focus on majority-owned Indigenous businesses. The program successfully screened and engaged multiple partners for Indigenous recruitment. Using government measures of success, Medibank reported the panel as a resounding success and sourced a significant number of new contractors through it. The initiative also supported broader goals such as sustained employment and improved health and wellbeing. Medibank subsequently planned to roll out a similar program for accessibility and apply elements of the approach to permanent employment arrangements.

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