Identify both the person experiencing the staffing problem and the person controlling the buying process. Operations may understand shift coverage, HR may own hiring coordination, and procurement may govern suppliers. The right starting point depends on company size and how contingent labor is managed.
How to put it into practice
- Map the operational site and the relevant HR or talent contact using public business information.
- Ask who defines requirements, approves vendors and signs an agreement.
- Keep one account record so separate contacts receive coordinated communication.
A practical example
At a distribution center, a site manager may explain coverage problems while corporate procurement controls approved suppliers. A useful conversation should establish the route to approval, rather than pressure the site manager to bypass it.
What to measure
Measure accounts with a verified buying process and a mutually agreed next step.
A mistake to avoid
Avoid treating every HR contact as the budget owner or contacting many employees with conflicting pitches.
Turn the next step into a plan
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Build my client pipeline ↗Further reading
Industry and technical resources for this topic. The examples above are illustrative guidance, not client results.