Case Study

Technology and growth strategy for a staffing firm

Helping a multibillion-dollar staffing firm grow assignments and revenue 10% and revamp its technology strategy 

A large staffing firm experiencing low fill-rates needed help identifying levers to increase assignment throughput, with a focus on technology functionality enablement. Silos between IT and key BUs resulted in IT deploying tech without key user inputs and proper change management.

We helped the client align IT projects with business needs, with short-term expected benefits of: 10% expected increase in assignments, revenue, and gross profit, and an improved candidate experience. Long-term benefits included: competitive differentiation protected by key technology investments, reduced technology risk, and lower cost-to-serve.

Legacy systems prevented the company from integrating new technology and key existing functionality. The company needed a fresh perspective on the functionality and capabilities that would provide them with a future competitive edge, growth, and increased productivity. They also needed help identifying the technology stack, integration approach, implementation phasing, and methodologies to ensure successful front-line user adoption.

1.Identified levers and capabilities to get right across the value chain:

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2. Assessed alignment between client’s IT projects and these levers and capabilities: 

Kelly case study image 1 redo

3. Identified root causes of candidate drop-offs and fixes across tech, process, and the organization to increase assignment throughput:

Kelly Services Case Study 2 v2
  1. Developed quick-win opportunities including user-centric training of existing tools, improved inter-departmental handoffs, and fit-for-purpose onboarding with a better candidate experience
  2. Adjusted investment priorities to create competitive differentiation capabilities for the long run (e.g., self-service data and analytics environment, semantic search)
  3. Established capabilities critical for the execution of the digital strategy—Biz-IT integration capability; risk management framework; Solutions Engineering
  4. Sharpened digital strategy—defined what to own vs. buy an alternative approach for developing differentiated middle office capabilities in a manner that would be agile, highly reliable, and cost-effective (using microservices architecture):

Kelly case study image 3

 

We helped the client align IT projects with business needs, with the following expected results:

Short Term:

  1. 10% expected increase in assignments, revenue, and gross profit
  2. Improved candidate experience
  3. Higher redeployment rate
  4. Internal alignment on projects to prioritize and accelerate vs. pause vs. mitigate risk
Long Term:
  1. Competitive differentiation protected by key technology investments
  2. Reduced technology risk
  3. Lower cost to serve


Kelly case study image 1

 

Legacy systems prevented the company from integrating new technology and key existing functionality. The company needed a fresh perspective on the functionality and capabilities that would provide them with a future competitive edge, growth, and increased productivity. They also needed help identifying the technology stack, integration approach, implementation phasing, and methodologies to ensure successful front-line user adoption.

1.Identified levers and capabilities to get right across the value chain:

Kelly case study image 2

2. Assessed alignment between client’s IT projects and these levers and capabilities: 

Kelly case study image 1 redo

3. Identified root causes of candidate drop-offs and fixes across tech, process, and the organization to increase assignment throughput:

Kelly Services Case Study 2 v2
  1. Developed quick-win opportunities including user-centric training of existing tools, improved inter-departmental handoffs, and fit-for-purpose onboarding with a better candidate experience
  2. Adjusted investment priorities to create competitive differentiation capabilities for the long run (e.g., self-service data and analytics environment, semantic search)
  3. Established capabilities critical for the execution of the digital strategy—Biz-IT integration capability; risk management framework; Solutions Engineering
  4. Sharpened digital strategy—defined what to own vs. buy an alternative approach for developing differentiated middle office capabilities in a manner that would be agile, highly reliable, and cost-effective (using microservices architecture):

Kelly case study image 3

 

We helped the client align IT projects with business needs, with the following expected results:

Short Term:

  1. 10% expected increase in assignments, revenue, and gross profit
  2. Improved candidate experience
  3. Higher redeployment rate
  4. Internal alignment on projects to prioritize and accelerate vs. pause vs. mitigate risk
Long Term:
  1. Competitive differentiation protected by key technology investments
  2. Reduced technology risk
  3. Lower cost to serve


Kelly case study image 1

 

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