Our Integrated Solution

Our unique approach seamlessly integrates our managed services solutions and vendor management system to create a comprehensive workforce management solution.

Managed Service Provider

We pioneered the purely vendor-neutral managed service provider model and continue to innovate the space today.

Vendor Management System

Our award-winning SaaS-based Wand VMS platform provides clients with the first true native mobile VMS.

Transforming Contingent Workforce Management

PRO Unlimited is a pioneer in contingent workforce management, laying the foundation with the launch of contract misclassification and co-employment risk management services in 1991. PRO followed this with industry-first managed service provider (MSP) and vendor management system (VMS) offerings. And the innovation has continued throughout the years.

Indeed, in a solutions space that has become increasingly crowded over the past few years, PRO’s unique contingent workforce management approach stands out.  These include:

First, our purely vendor-neutral, global model enables clients to manage international contingent labor spend underneath one consolidated umbrella. Second, our integrated MSP and VMS approach gives clients a single point of contact that delivers better business outcomes than disaggregated contingent workforce management solutions where the MSP and VMS are two separate vendors. Third, as our contingent workforce management solution includes self-sourcing, clients can leverage their brands to attract top contingent talent. Finally, PRO’s executive management team is the most tenured in the industry, with decades of experience in how to gain optimal business outcomes from contingent labor programs while managing risks.

Related Content and Resources

Freelance Marketplace eBook

Wondering when and where the freelance marketplaces fit into your contingent workforce management program? Read the eBook.

Five Tech Trends Webinar

Contingent workforce management is being shaped by five technology trends. These innovations from outside the enterprise can be harvested to produce sustained business outcomes. Watch the Webinar.

Affordable Care Act White Paper

The Patient Protection and Affordable Care Act (ACA) introduces new requirements for contingent labor. Are you and your suppliers compliant? Read the White Paper.

The PRO Insights Blog

The contingent workforce management space continues to evolve with the introduction of both new risks and opportunities. The PRO Insights Blog taps the company’s two-plus decades of experience architecting, building, and managing contingent labor programs—using our integrated MSP and VMS model—for some of the world’s largest and leading global enterprises.

“Sabermetrics” for Talent Management

December 1, 2015
“Sabermetrics” for Talent Management As a result of technology innovation, data analytics and business intelligence are beginning to have a tangible impact on talent management. The realized business value is only as good as how well an organization understands how to use data analytics—both tactically and strategically—for sourcing and managing talent. Those that do so put themselves in a better position to win the war for talent. Origins of Sabermetrics The potential impact of data analytics for making intelligent business decisions was brought to life in Michael Lewis’ book Moneyball: The Art of Winning an Unfair Game that was turned into a film, Moneyball, a few years ago starring Brad Bitt and Jonah Hill. The central premise of the book and movie is that data analytics on player performance can predict how well a player will perform in given circumstances. Through rigorous analysis, Oakland A’s General Manager Billy Beane and his staff concluded that on-base percentage and slugging percentage are better indicators of offensive performance than other outputs such as batting average, runs batted in, and stolen bases. Sabermetrics Applied to Talent Management Known as Sabermetrics, the methodology Beane and the Oakland A’s codified soon became the raison d’être for virtually every Major League Baseball (MLB) team. Every MLB team wishing to compete for talent found themselves using Sabermetrics. When the principles of Sabermetrics are applied to total talent management, some tangible business outcomes occur. Organizations that do so are able to: Recruit and source better candidates Pay competitive market rates Gain strategic market intelligence Make data-driven business predictions regarding talent requirements Adopting Data Analytics for Talent Management Business executives recognize the importance of data analytics when it comes to recruiting and managing talent. Seventy-five percent indicate it is a critical issue for their organizations; however, only 8 percent believe their organizations are doing a good job at it.[1] Part of the problem is the sheer volume of data—both external and internal. Data analysts are often uncertain where to start. Another fact is that many companies—60 percent based on one report—admit having disorganized HR systems. And because of the complexity and magnitude of undertaking a data analytics program, many organizations simply do not even try: only 17 percent of HR organizations indicate they use data analytics.[2] Challenges of Contingent Talent Management Talent management is certainly not without its own challenges. Controlling cost is a big issue. Multiple talent-sourcing channels make it complex to manage. And when it comes to contingent workers, lack of competitive bidding models drives up costs. Talent quality is a second challenge. Consider this alarming revelation: companies report they hire or source the wrong worker 27 percent of the time. And when they do so, the cost is substantial; a single bad hire costs more than $50,000 on average.[3] Differences in market rates from one location and one skill set to another create an additional layer of challenges; overpaying for workers drives costs up, while underpaying means companies are likely losing candidates to competitors. There are also

Browning-Ferris Industries Ruling on Joint Employment

November 2, 2015
Background on Browning-Ferris Industries On August 27th, 2015, the National Labor Relations Board (NLRB) published its decision in Browning-Ferris Industries of California Inc., 362 NLRB No. 186, in which it set a new, lower standard for establishing joint employment under the National Labor Relations Act (NLRA). Browning-Ferris Industries (BFI) owns and operates a recycling facility in California and contracted with another company called Leadpoint to provide and manage the workers assigned to the recycling line. Leadpoint workers voted on whether they wanted a certain union to represent them, and the union asked the NLRB to find that BFI was a joint employer of the workers, thus obligating BFI to bargain with the union (along with Leadpoint) on the terms and conditions of employment. Previous NLRB Standard Under the previous standard, joint employment would be found where two conditions were met: (1) a common law employment relationship existed between the worker and the alleged joint employer (here, BFI); and (2) the joint employer actually exercised direct and immediate control over the terms and conditions of employment that was not limited and routine. NLRB decisions had clarified that joint employer status would be found where the alleged joint employer “meaningfully affect[ed] matters relating to the employment relationship, such as hiring, firing, discipline, supervision and direction.” This standard had been in effect since the early 1980s with little modification. New, Broader Definition of Joint Employments In the BFI case, the NLRB concluded that a new, broader definition of joint employment was necessary so that the NLRA could apply to the “diversity of workplace arrangements in today’s economy” and best effectuate the remedial purposes of the NLRA. Accordingly, the NLRB modified the second prong of the test so that it is no longer necessary that the alleged joint employer actually exercise control over worker’s employment; instead, it is enough if the joint employer reserves the right to exercise control, even if that right is never exercised. In addition to the above, the right to control no longer needs to be direct and immediate: “If otherwise sufficient, control exercised indirectly—such as through an intermediary—may establish joint employer status.” In its application, the NLRB found that BFI was a joint employer of the Leadpoint workers, and thus obligated to engage in the collective bargaining process for any term or condition of employment that BFI had the right to control. Potential Takeaways The BFI ruling is unquestionably the most significant decision by the NLRB in years. However, because it is a “duty to bargain” case and not a “representation” case, its immediate effect on users of contingent labor—as a practical matter—will only be felt by companies using contingent workforces that are already unionized. There is another case pending before the NLRB—Miller & Anderson, Inc., NLRB Case 05-RC-079249—that likely will be decided by the NLRB in the coming year that has the potential to have a greater impact across a broader spectrum of companies that use contingent labor. At issue is whether contingent workers employed by one entity

The Executive Order on Paid Sick Leave

October 29, 2015
Executive Order On September 7, 2015, President Obama signed an Executive Order that requires federal contractors to provide their employees with paid sick leave. The requirement does not go into effect until January 1, 2017, and then only for contracts entered into on or after that date. What Counts as Paid Sick Leave In most respects the new requirement is very similar to existing state and local paid sick leave laws. Employees who perform work under a federal contract or subcontract will earn not less than one hour of paid sick leave for every 30 hours worked, up to a minimum of 56 hours per year. The leave may be used for an employee’s own illness, care, or preventative care, or those of a family member or anyone who has “the equivalent of a family relationship” with the employee. The new Executive Order also applies to time spent dealing with domestic violence, sexual assault, or stalking (such as seeking relocation or taking legal action). Accrued but unused leave will roll over into the next year with no limit on total accrual. The accrued leave does not need to be paid out upon termination of employment. However, if a former employee is rehired within 12 months of a termination the employer must reinstate the previously accrued leave. Taking Paid Sick Leave When it comes to taking paid sick leave, employees should request the leave seven days in advance where the need for leave is foreseeable, and otherwise as soon as practicable. Employers may require that the employee provide certification of the need for leaves lasting three days or more. Employers are forbidden from interfering with the rights granted under the Executive Order, or discriminating against employees who take or attempt to take sick leave or assert their rights or support the right of others to take leave. Employers are free, of course, to have more generous paid sick leave plans. Finally, nothing in the Executive Order shall excuse noncompliance with or supersede any other applicable federal, state, or local law. Need Help? Companies that need help assessing their preparedness to comply with this new Executive Order, paid sick leave in general (the list of states and local municipalities with paid sick leave mandates continues to grow), or any other aspects related to contingent labor compliance, can contact the PRO Unlimited team at information@prounlimted.com or 1-800-291-1099. Readers may also want to check out our Fact Sheet on “Paid Sick Leave Mandates and Contingent Workforce Management.” James Cahalan is the director of Global Compliance at PRO Unlimited and has written extensively on the topic of employment law. Disclaimer: The content in this blog post is for informational purposes only and cannot be construed as specific legal advice or as a substitute for legal advice. The blog post reflects the opinion of PRO Unlimited and is not to be construed as legal solutions and positions. Contact an attorney for specific advice and guidance for specific issues or questions.

Consumerized VMS with New SOW Management Module Arrives with 5th-Gen Wand

October 27, 2015
The Arrival of Consumerized VMS There is a dramatic change happening in enterprise software design. The chasm between the consumer and enterprise experience is quickly closing. Enterprise users demand the same experiences they have in their personal lives. Consumerized enterprise solutions extend user experiences found in the world’s leading consumer applications to the business.[1] For too long, enterprise software developers have not made user experience a top priority. But this mindset is quickly changing. End users want solutions that are intuitive and easy to use, while delivering functionality that meets their business requirements and are available on any device. In parallel, developers recognize that improved usability multiplies the business value of the solution. As a result, enterprises are redesigning their technology solutions to more closely resemble consumer applications. These solutions remove friction points and barriers, making the user experience both seamless and highly optimized. Consumerized Wand VMS for the Enterprise For too long, enterprise software developers have not made user experience a top priority. But this mindset is quickly changing. End users want solutions that are intuitive and easy to use, while delivering functionality that meets their business requirements and are available on any device. In parallel, developers recognize that improved usability multiplies the business value of the solution. As a result, enterprises are redesigning their technology solutions to more closely resemble consumer applications. These solutions remove friction points and barriers, making the user experience both seamless and highly optimized. PRO sought to tear down these silos and provide enterprise-wide transparency by building connections and managing the processes between all of the different contingent workforce stakeholders. This was all done with a focus on striking a practical balance between the legal complexities enterprises face and their need to attract top-notch contingent talent. While the marketplace has changed over the years—from new business requirements and technologies to additional regulations—PRO’s vision and mission have remained the same. We believe that with the right contingent workforce management processes and systems, organizations can realize tangible business outcomes. The new homepage of Wand is designed so that action items appear in an easy-to-navigate format with streamlined workflows. Managers are guided in terms of next steps and can quickly and easily pinpoint what requires their immediate attention—everything from open postings, to project extensions, to new quotes and candidates. The embedded calendar provides them with a full view of everything that is due and pending action on their part. Further, managers have full access and visibility into their workforce and projects and the ability to drill down into the details of each one in a click. Another factor that went into the development of the latest release of Wand is the need to enable faster and more intelligent decision-making. Tapping visualizations and fully configurable reports, the new Wand platform empowers managers to make contextualized talent management decisions that drive data-driven business outcomes. Managers seeking to understand the distribution of contingent headcount per location, fluctuations of workers over a specified month-to-month timeframe, or active headcount by job category