Durham County Council needed quicker, more effective ways to ensure adult service users were supported by trained professionals. The council faced challenges in delivering timely support through appropriately qualified staff. It sought an approach that improved how it sourced and engaged the right professionals. Durham County Council partnered with a workforce solutions provider to help meet its adult social care staffing goals. The partnership focused on improving the speed and effectiveness of obtaining trained professionals to support service users. The engagement aligned the council’s workforce approach with its operational needs in adult social care. As a result, Durham County Council improved its ability to ensure adult service users were supported by trained professionals. The council achieved progress toward its goal of faster, more effective support delivery. The case study highlighted the partnership as the mechanism used to reach these outcomes.

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Challenge: The page was an interview-style blog post, not a customer success story, and it did not describe a business challenge with operational or financial impact. It focused on Rebecca Perrault’s background, career path, and perspectives on leadership and DE&I. As a result, there was no stated organizational problem to solve, no baseline metrics, and no defined project scope. Solution: The content presented a Q&A with Magnit’s VP of Culture and Diversity, covering her upbringing, education and early work experiences. It described her career progression through consulting, human capital work, and DE&I-focused consulting before joining Magnit. The article also discussed leadership influences and her emphasis on understanding individual needs to help people thrive at work. Results: The post did not report any program outcomes, measurable improvements, or business results tied to a specific initiative. No KPIs, before-and-after comparisons, or quantified impact were included. The only numeric detail provided was the length of her career experience and age when she left for college.

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ConnectiveRx needed to improve its day-to-day staffing process and the quality of candidates. The organization also wanted to reduce the time spent managing staffing activities. It sought a partner and approach that could better support ongoing workforce needs. ConnectiveRx partnered with an external workforce solution that included VMS, MSP, EOR, and Direct Sourcing capabilities. The combined approach was used to manage staffing more effectively and strengthen candidate pipelines. The engagement was positioned as an ongoing partnership to support evolving workforce requirements. As a result, ConnectiveRx improved its day-to-day staffing needs and increased candidate quality. The company also saved hours by streamlining how staffing was managed. These outcomes were attributed to using the VMS, MSP, EOR, and Direct Sourcing approach described in the story.

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Challenge: A multinational technology business faced growing complexity in engaging contingent workers. It needed better visibility into its contingent workforce and more consistent sourcing practices. It also required a risk mitigation approach to support proper worker classification. Solution: The company partnered with a workforce solutions provider to build a customized contingent workforce program. The program increased visibility across the contingent workforce and streamlined sourcing practices. It also established a risk mitigation methodology focused on proper worker classification. Results: The company achieved $25.7 million in cost savings. These savings were realized over the first five years of the program. The improvements were tied to increased visibility, streamlined sourcing, and stronger risk mitigation for worker classification.

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A leading national financial services company struggled to gain control of its growing contingent workforce. Teams spread across the U.S. used independent sourcing practices. This created issues with rogue sourcing, inflated supplier bill rates, compliance risk, and limited visibility. The company concluded that internal management was not possible. The company outsourced contingent workforce management to a vendor-neutral managed services provider and implemented a vendor management system. The program was designed to address rogue sourcing practices and reduce inflated supplier bill rates. It also put compliant practices in place and improved visibility into the contingent workforce. These initiatives streamlined operations across dispersed U.S. teams. The partnership created over $500K in cost savings in six months. The company also improved compliance by implementing compliant practices. Operational processes were streamlined to support better control of the contingent workforce. Overall visibility into contingent workforce activity was increased.

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The customer increasingly relied on an expanding contingent workforce across more locations. Despite considerable efforts to control rogue spend, it continued to lose visibility into its contingent workforce as growth accelerated. The organization needed better workforce visibility to track its large workforce populations more effectively. The page did not provide details on a specific solution, implementation approach, or program elements beyond stating the need for increased workforce visibility. It also did not describe any technologies, partners, or process changes that were deployed. The page did not report quantified outcomes or specific results. While the headline referenced “significant cost savings and growth,” no supporting metrics or measurable results were provided in the available content.

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Toyota faced roadblocks while evaluating its contingent workforce that impacted its overall workforce strategy. The company needed better visibility into its contingent labor and a more consistent experience for stakeholders. It also lacked a single, consolidated place to manage and view workforce-related systems and information. Toyota implemented an automated workforce management approach centered on Magnit VMS. The program consolidated systems into a single source of truth and focused on improving the experience for contingent labor. It also incorporated an MSP, EOR, Direct Sourcing, DE&I, and Strategic Advisory services to support broader workforce goals. Toyota achieved workforce visibility through the new approach. The company consolidated its contingent workforce systems into one source of truth to support decision-making. The initiative also improved the experience for contingent labor through automation and centralized processes.

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ServiceNow relied heavily on its contingent workforce while continuing to scale. It faced a tightening labor market and had difficulty sourcing top talent with the right skillsets at the correct price point. Rising labor expenses and talent shortages made it harder to manage costs while filling roles quickly within budget. Manual market rate checks further slowed hiring and limited efficient scaling. ServiceNow partnered with Magnit TTI to improve contingent talent sourcing and spend management. The approach used dynamic, on-demand market intelligence to validate market rates and source the best-fit talent. The partnership also aimed to expand access to diversified talent pools while maintaining steady labor quality. These changes supported better workforce planning and more efficient processes. The partnership delivered 17.5% labor talent savings. ServiceNow also decreased time to fill by an average of 7.7 days across 21 job titles. It saved an average of $13.72 per hour while maintaining steady labor quality. The program optimized contingent workforce spend and improved workforce planning decision-making.

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Novartis needed a comprehensive assessment of its contingent management program to gain in-depth analytics, improve performance, and reduce costs. The organization also sought better alignment across sourcing teams and suppliers. It faced high-volume internship applications and needed a better way to select candidates. Hiring managers also spent too much time reviewing resumes, limiting efficiency and resource optimization. Novartis partnered with Magnit to improve how its contingent workforce program operated. The engagement implemented a vendor-neutral VMS and an MSP program, supported by Direct Sourcing. The program focused on improving visibility and analytics, strengthening collaboration with suppliers, and streamlining candidate review and selection processes. These changes were intended to help the organization operate more efficiently while saving costs and resources. The program delivered measurable savings and workforce outcomes. Novartis reported 13% of annual spend saved and a 2% bill reduction realized after 6 months. The company also achieved $239M in total cost savings and analyzed 187,000 job titles since 2017. Satisfaction outcomes included a 93% manager satisfaction rate and a 94% supplier satisfaction rate, alongside 50% of total spend going through diverse suppliers.

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CenterWell Home Health needed to optimize its healthcare contingent labor program while ensuring a superior patient experience and high-quality care. The organization managed operations in over 350 locations across 38 states, which created challenges in standardizing capabilities and collaboration across sites. It also aimed to drive cost savings and profitability while enhancing service quality. In 2018, its contingent labor program had an annual spend of over $140 million, increasing the urgency to improve performance and governance. CenterWell partnered with RightSourcing to transform its contingent workforce program. RightSourcing provided an MSP and VMS approach to improve how contingent labor was sourced, managed, and supported across locations. The program focused on streamlining processes such as compliance and communication while enabling performance-based supplier optimization. This implementation was designed to improve fill rates with high-quality candidates and increase consistency across the enterprise. CenterWell recognized year-over-year cost savings between 7–10% compared to market. It improved time-to-fill by 13 days, alongside a reported 28% reduction in time-to-fill. The program filled 420+ contracts and increased diversity spend by 50%. CenterWell also converted 10% of contractors to permanent positions and reported 93% positive client feedback across contracts.

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Challenge: A large life sciences company needed to create an actionable diversity, equity and inclusion (DE&I) plan for its contingent workforce and execute it to support its 2025 Diversity and Inclusion commitments. The organization wanted to improve Black/African American and Hispanic/Latinx representation and address gender representation opportunity zones. It also aimed to expand DE&I efforts beyond full-time employees to include contingent workers. The company sought to boost supplier diversity and gain better insights through improved workforce diversity data. Solution: The company implemented a DE&I strategy focused specifically on its contingent workforce. It expanded its approach beyond full-time hiring to include representation and belonging initiatives for non-employee talent. The program incorporated DE&I communications and education to strengthen awareness and discussions on race. It also launched a Women’s Community Circle to create an inclusive space for women in the contingent workforce. The company collected diversity data to support broader company-wide DE&I initiatives. Results: The company increased Hispanic/Latinx representation by 9% and Black/African American representation by 5%. It sent 17K+ Racial Literacy emails and achieved a 33% open rate, noted as 12% above the national average. The Women’s Community Circle attracted 100+ sign-ups within 24 hours of launch. The organization met key milestones toward its DE&I commitments while strengthening belonging among contingent workers.

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ConnectiveRx needed a provider to help automate the organization’s full-time and contingent workforce program. Managing day-to-day staffing needs was time-consuming and required a more streamlined approach. The team lacked access and visibility to high-quality talent. They also spent significant hours on workforce processes that had opportunities for optimization. ConnectiveRx partnered with Magnit across VMS, MSP, EOR, and Direct Sourcing, and integrated Glider AI to support hiring and workforce management. The combined approach helped automate key workflows and improve how requisitions and candidates were handled. Glider AI was used to strengthen screening and improve skill matching. The program aimed to improve staffing execution while increasing visibility and control. Over the past year, ConnectiveRx achieved time and cost savings and improved the quality of candidates referred to hiring managers. The organization reported $250K in recruitment cost savings and $50K in management hours saved. It also filled 215 positions with Glider AI and completed 705 Glider AI self-assessments. The program delivered a 28% conversion rate of requisitions and improved visibility and control into talent rates.

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Challenge: The organization struggled with manual tracking systems that created inefficiencies and limited visibility across talent management and professional services. Professional services spend lacked centralized oversight, which fragmented control and reduced cost efficiency. Vendor contracts were managed separately by different stakeholders, creating inconsistencies and complexity for similar engagements. Disjointed processes and contract discrepancies introduced potential cost inefficiencies and heightened the need for alignment. Solution: The company selected a comprehensive, unified approach for MSP, staff augmentation, services procurement, and a VMS to streamline operations. It implemented standardized, legally defined SOW templates to manage work consistently and reduce variation across stakeholders. The solution provided centralized oversight and improved visibility into SOWs and workflows. Real-time insights supported better control, compliance, and decision-making across the program. Results: The organization realized $4.7M in cost savings. It increased productivity by 25% and improved operational efficiency with faster time-to-market. The program enabled 24/7 real-time insights into SOWs, strengthening visibility and governance. It managed 4,500+ paperless SOWs within legally defined templates while enhancing compliance and risk mitigation.

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Xcel Energy faced persistent workforce challenges as the energy industry evolved and clean energy commitments increased staffing complexity. The company lacked a standardized approach to managing talent across diverse, project-based roles. It also experienced shortages in critical positions including engineering, construction, project management, business analysis, and software development. Xcel needed to balance full-time employees with contractors to deliver large-scale, high-investment projects. Xcel Energy collaborated with a partner to strengthen its contingent labor program and make it more consistent across categories. The organization implemented a set of workforce solutions spanning managed services, employer-of-record support, pay intelligence, and independent contractor compliance. These capabilities helped Xcel improve how it sourced, engaged, and governed project-based talent. The approach also supported broader program maturity, including supplier consolidation and better stakeholder visibility. The program delivered 5% cost savings across all categories. Xcel reduced time to fill by 13% and shortened competitive bid time to 33 days. It also achieved a 15% conversion rate of contingent workers to full-time employees. In addition, Xcel recorded 51% diverse spend, aligning workforce outcomes with inclusion goals.

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Challenge: The telecommunications organization needed to evolve beyond a third-party VMS to a more flexible, strategic workforce management approach. It also needed stronger tracking of non-employees with corporate system access to improve security and compliance. Managing a vast global fiber optic infrastructure added complexity to workforce planning and support. The team sought broader visibility across contingent labor and SOW engagements while improving centralized spend tracking and analysis. Solution: The company implemented a managed services program and expanded services procurement capabilities alongside resource tracking to improve oversight of non-employees. It onboarded and managed SOW suppliers under a more centralized operating model. The program introduced better visibility into worker categories and spend, supporting governance and decision-making. Supplier performance surveys were implemented to strengthen ongoing management and analysis. Results: The program achieved $17.7M in total cost savings. It onboarded and managed 19 SOW suppliers and increased visibility to $14M in budgeted SOW. Diverse spend increased from 23% to 67%, representing a major shift in supplier diversity outcomes. The organization also identified and evaluated 17,000 contractors, improving workforce oversight at scale.

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Beaumont Care Homes Limited needed to integrate systems and processes after acquiring 29 facilities from Four Seasons Healthcare in Northern Ireland. The organization managed administrative tasks and compliance across a network serving 1,200 residents and employing 1,600 staff. Diverse operational frameworks across multiple locations created inconsistency and complexity. Coordinating multiple staffing agencies without a centralized solution hindered resource optimization and operational efficiency. Beaumont Care Homes Limited implemented Magnit Shift to streamline administrative processes and improve operational efficiency. The solution centralized shift management to make it more convenient for managers to manage shifts across locations. It also supported better coordination with staffing agencies and helped simplify compliance and administrative workflows. The approach aimed to improve competitiveness through better rates while increasing engagement with agencies. The organization achieved a 94% fulfillment rate of positions. It realized $6K in cost savings within two months. Beaumont Care Homes Limited also improved its vacancy rate by 56%. The case study also cited streamlined compliance and administrative tasks and increased engagement and positive feedback from agencies.

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OU Health faced significant challenges with manual contingent worker processes that created inefficiencies and errors. Manual requisitions required extensive time and effort, and frequent human errors appeared in compliance, invoicing, and credential management. Turnaround times were slow, taking up to five weeks to hire a nurse. Staffing delays also caused pushback from travelers who were unable to start on time. OU Health partnered with RightSourcing MSP and VMS to transform its contingent worker management program. The engagement focused on streamlining requisition and onboarding workflows while improving credentialing and invoicing processes. The program also provided ongoing support and resources to help OU Health manage and achieve program goals. These changes replaced heavily manual steps with a more structured, managed approach. OU Health reduced hiring time by 30% and achieved a 15% decrease in average bill rate, producing cost savings. The organization ensured 100% accuracy in credentialing and invoicing compliance. It also streamlined onboarding and requisition processes, improving overall efficiency. As a result, OU Health improved its ability to staff roles with fewer delays.

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ISS Facility Services UK faced financial strain due to the high premiums charged by its two main staffing agencies. The company lacked a centralized platform to manage agency spend, which reduced transparency and control. This made it difficult for ISS to optimize staffing costs. It also experienced a lack of internal system adoption. ISS Facility Services UK partnered with Magnit and implemented Magnit Shift to better manage staffing and agency spend. The approach centralized management to improve transparency and control over costs. ISS used the platform strategically to shift spend into approved channels. The implementation also supported stronger agency relationships through clearer accountability. ISS reduced high-cost agency spend by 20% through its use of the platform. It increased system usage 3x among employees, improving operational efficiency. ISS achieved 100% in-panel spend, eliminating out-of-panel expenditures. Overall, the centralized approach improved transparency and control over staffing costs.

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NetApp faced significant challenges in talent acquisition while operating with a limited budget. The company wanted to optimize hiring spend and streamline its hiring process. It also required easier access to talent at fair-market rates. NetApp needed more cost-efficient solutions that contributed to program savings. NetApp implemented a direct sourcing transformation supported by a combination of direct sourcing services, an MSP, EOR, and CCS. The approach focused on simplifying and standardizing talent acquisition processes. It broadened access to candidates, including diverse and high-quality talent pools. The program also aimed to improve submittal and interview activity to support better hiring decisions. NetApp generated $112K+ in projected savings across 16 positions. The company reduced time-to-fill by 50% through streamlined processes. It increased interviews of direct sourcing candidates by 22%. These outcomes supported more efficient hiring and improved decision-making through higher candidate engagement.

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The healthcare organization faced ongoing staffing challenges that made it harder to meet patient care demands efficiently. It struggled to source skilled talent quickly, creating staffing gaps and potential disruptions in care. At the same time, contingent labor spending was high and insight into total labor expenditures was limited. Lack of transparency into labor spend and resource allocation complicated budget management and reduced leverage with staffing suppliers. RightSourcing addressed these issues using a combination of RightSourcing MSP, VMS, direct sourcing, and compliance tracking. The program focused on improving how contingent roles were filled while supporting broader cost-saving and quality improvement goals. RightSourcing prioritized filling internal contractor positions as full-time hiring continued. The approach also aimed to improve negotiating outcomes with staffing suppliers and increase visibility into spend. The organization achieved a 15% reduction in average RN bill rate. It realized $362,000 in negotiated bill rate savings and generated $1.4M in internal agency savings. Time-to-fill was reduced to 11.2 days. The program also improved visibility into labor spend and resource allocation.

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Intuitive faced challenges managing risk, compliance, and cost structures within its contingent workforce. The organization needed stronger governance and control across its extended workforce program. It also required clearer visibility into spend and performance to make better decisions. Intuitive partnered with a managed service provider program supported by Magnit MSP and Global Resource Tracking. The approach used program data and reporting to drive decision-making and improve oversight. The team also worked to optimize the supplier ecosystem supporting contingent hiring. Intuitive achieved overall cost savings of 10% and generated $620K in direct sourcing cost savings. The program delivered a 35% conversion rate of positions. Intuitive also reported a 13% increase in diversity spend and reduced time-to-fill through supplier ecosystem optimization.

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Hackensack Meridian Health faced a sharp increase in reliance on staffing agencies. Workforce management was fragmented across multiple independent agencies, creating inefficiencies and inconsistent oversight. Inconsistent vetting and onboarding increased compliance risk. Disparate systems limited visibility into total workforce spend and slowed deployment through manual processes. The organization evaluated options and transitioned to a RightSourcing managed services program to improve vetting, compliance, and efficiency. It implemented a single system for contingent labor requests across the network. The program standardized vetting using a compliance matrix to improve quality control. It also reduced manual Excel-based tracking and improved reporting on headcount, contract duration, and workforce needs. The program delivered $13.8M in cost savings by stabilizing bill rates and reducing overall labor spend. Hackensack Meridian Health reached an average 14.6-day time-to-fill for roles. It increased worker length of stay by 10.34%. The initiative also supported FTE conversion efforts and resulted in a 4 out of 5 worker quality rating.

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Children’s Hospital of Philadelphia (CHOP) operated with decentralized internal processes that created inefficiencies and inconsistent practices. Non-clinical staffing was managed individually, which made onboarding more complex and increased time-to-fill. CHOP also lacked a unified workforce management solution to streamline operations. At the same time, financial pressures in healthcare strained budgets. CHOP partnered with RightSourcing to streamline and centralize workforce-related processes. The engagement focused on improving how both clinical and non-clinical roles were managed and filled. The approach aimed to simplify onboarding and reduce vacancy time by standardizing practices across the organization. The program also supported broader efficiency and workforce management improvements. CHOP achieved $4M in total cost savings, including $2.5M from nursing and $1.5M from non-nursing roles. Time-to-fill decreased by 23%, and CHOP filled non-clinical roles in an average of 14.2 days while clinical roles averaged 17.9 days. The program produced a billed headcount of 537 staffing, 72 payroll, and 3 SOW. CHOP also recorded a 29% FTE conversion rate, a 4% year-over-year increase in conversions, and 117 successful conversions.

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Healthcare Homes faced significant resourcing challenges coming out of the pandemic. They struggled to source qualified care workers who met compliance and training requirements while maintaining consistency across multiple care homes. Continuity and high standards of care were critical despite workforce shortages and turnover. At the same time, rising agency and staffing costs created cost-control pressure with limited visibility into spend. Healthcare Homes implemented Magnit Shift to support resourcing with compliant, high-quality candidates. The program focused on improving fulfillment while meeting Healthcare Homes’ compliance and training standards. It also introduced stronger controls and visibility to better manage staffing and agency spend. The partnership emphasized building trust with care managers through consistent delivery. The program reduced off-program spend from 40% to 5% within 6 months. Healthcare Homes achieved a 93% average fill rate, improving workforce stability and continuity of care. Time-to-fill improved by 27%, supporting faster placement of qualified workers. The organization also strengthened financial and compliance controls while improving care quality and credibility with care managers.

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Royal BAM Group faced significant challenges managing a large contingent workforce. Limited visibility into its workforce and suppliers made it difficult to maintain control. The organization also dealt with manual sourcing and onboarding inefficiencies. These gaps increased compliance risk across regions and limited data-driven hiring decisions. Royal BAM Group implemented Magnit Source to improve contingent workforce management. The approach targeted manual sourcing and onboarding bottlenecks and strengthened process control. It also improved visibility into workforce activity and supplier performance. The program supported more consistent compliance practices across regions. The initiative reduced onboarding lead times by 16 days. Royal BAM Group increased contingent worker hires by 24%. It also achieved a 100% compliance rate across all contingent workers. In addition, contracting lead times fell by 9 days and pre-employment screening times dropped by 7 days.

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