Our success with a major credit card company demonstrates Computer Futures ability to create a pipeline of immediate and future talent, secure the best IT contractors on the market and develop a multi-tiered approach to contractor management.
This client required a constant, consistent and expert IT workforce that could be increased or reduced depending on the where they were in the lifecycle of their projects. This meant that a multi-tiered approach that would enable:
- contractors to be brought on board at short notice;
- projects with a fixed timeframe to be pre-planned for and contractors sourced with a view to the future;
- a multi-skilled, multi-disciplinary approach to sourcing and selecting people for both the immediate and future term;
- Computer Futures to source the best people in the market and not just on the market.
Employing an account manager to manage this activity was a key factor in the success of this programme. Our account manager built a dedicated team that would each bring specialist knowledge to the team and provide a multi-disciplinary approach to the campaign. Each consultant focused on their own area of expertise to source new contractors or network with their own contractor network to create a phased recruitment programme.
This model provided the client with a dedicated single point of contact who thoroughly understood the roles they were recruiting for and also what kind of person thrives in the organisation. It also meant the client could benefit from our highly specialist network of IT recruiters while only having to liaise with their account manager. This enabled the company and Computer Futures to develop a multi-beneficial relationship that would significantly improve the likelihood of success in the short, mid and long term.
Over the last 12 months Computer Futures worked with the client to recruit and retain 12 specialist contractors, the majority of which not only completed their contracts, but also extended them. The structure of the team meant:
- each contractor was thoroughly briefed and aware of what was expected of them prior to taking on the role; therefore reducing the likelihood of contracts being cut short or the person not being the ‘right fit’;
- the structure and timing of the programme were driven not by when contractors were available but when the project was ready for them;
- onboarding could be driven by the needs of the client and the contractors. This was a key factor in the success of this programme and a major reason many of the contractors extended their contracts.