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.

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.

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.

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.

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.

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.

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.

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.

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.