Staffing firm uses roadmap to support major growth

Client Background

The client is a major staffing company with thousands of employees across the US and Canada that handles the search, candidate curation, onboarding and payroll. They fill thousands of job roles each week in the healthcare, finance and IT sectors as well as for mission critical government projects.

The business challenge

The client was experiencing significant growth within their government services division. This division was created as an offshoot of the commercial business 10 years ago to serve the defense & intelligence, federal civilian, federal health, state & local and education sectors. They were managing an influx of over 70 new agreements week-over-week and growing 40% year-over-year with no sign of slowing down. They were operating with manual processes, insufficient technology and without clear alignment with the sales organization, resulting in significant compliance risks.

Strategy and solution

Baker Tilly conducted a holistic end-to-end assessment of the client’s core business process lifecycles to help them clearly identify current state challenges within the division– considering people, process, technology, data and compliance risks in order to prioritize mitigation needs. We then identified and recommended a broad set of capabilities that the company needed to develop to mitigate current challenges and establish a strong base to support future growth. These recommendations were inclusive of key technology needs, foundational changes to the government services operating model and the resolution of high-risk compliance issues.

A three-year road map of critical path initiatives was constructed to identify the activities and tasks necessary to develop the previously identified capabilities and provide a scalable foundation to support the business in its current state and as it continues to grow. In addition to developing the road map, Baker Tilly provided a detailed review of several critical compliance risks faced by government contractors. While we are still in the early stages of detailed initiative planning to identify and onboard the required client resources to activate the road map, the client is already seeing benefits, following our assessment and development of the three-year road map, such as:

• Clarity and direction on how to approach the prioritization of multiple people, process and technology initiatives within the division and how to put a sequenced plan into action
• Organizational alignment amongst key stakeholders to propel the client, and their clients, forward on their path to success
• The development of a well-articulated business case for change to sustain and support continued growth