Employed Consultant Model Services
Most organisations believe they’re managing contractors. In reality, they’re absorbing delivery risk created by fragmented workforce models.
The table below shows how ECM fundamentally changes this — moving from reactive resourcing to a single accountable, delivery focused workforce model
| Without ECM | With ECM |
|---|---|
| Agency-led contractor supply | Single outsourced workforce partner |
| No on-site programme ownership | HR Services Delivery Manager on-site overseeing performance, engagement and delivery |
| Consultants engaged off-payroll with limited oversight | Consultants employed, supported and retained by LSC |
| Ad hoc or inconsistent on-boarding | Structured on-boarding and site integration processes |
| Employment and compliance risk held by client | Full employment, payroll and compliance management by LSC |
| Performance managed by site leaders | Performance management owned and led by LSC |
| Reactive hiring driven by churn | Proactive workforce planning aligned to delivery needs |
| Rate inconsistency and cost leakage | Fixed, transparent rate cards |
| Fragmented invoicing and payment terms | Consolidated invoicing with standardised processes |
| Limited visibility of workforce performance | Quarterly reporting on performance, retention and programme metrics |
| High administrative burden on managers | Reduced admin through streamlined workforce management |
| Churn accepted as normal | Retention accountability built into the model |
|
Costly. Fragmented
|
Controlled. Optimised.
|
