Large contingent workforce programs face a practical governance challenge: how to scale worker engagement across functions and geographies without concentrating operational risk in a single provider.
At the 2022 SIA CWS Summit, leaders from Boeing and its workforce partners shared how the company redesigned its contingent workforce program using a best-in-breed model. Rather than relying on a single-source provider, Boeing structured a coordinated ecosystem of specialized partners aligned around defined responsibilities and shared accountability.
The outcome offers relevant lessons for enterprise workforce leaders and staffing firms looking to build scalable contingent workforce programs.
Defining “Best-in-Breed” in Contingent Workforce Management
In contingent workforce management, a best-in-breed model refers to selecting specialized providers for distinct workforce functions instead of consolidating all services under one vendor.
In practice, this means:
- A managed services provider (MSP) overseeing program governance and supplier accountability
- A vendor management system (VMS) platform managing visibility, requisitions, and reporting
- Direct sourcing and talent curation partners supporting candidate quality
- An employer of record (EOR) and agent of record (AOR) provider managing employment compliance and payroll infrastructure
Each partner operates within a defined scope. Governance structures align those scopes around enterprise objectives.
This model differs from a single-source approach, where one provider attempts to deliver across all workforce categories.
Boeing’s Opportunity to Think Beyond a Single-Source Solution
As Boeing’s workforce needs evolved, leadership expanded its contract labor program (CLP) and transitioned to an external managed service provider. Brett Gerber, Global Head of Contract Labor Solutions at Boeing, selected Monument Consulting as MSP based on established industry relationships and functional expertise.
Gerber recognized that no single provider could maintain category-leading expertise across MSP governance, VMS technology, sourcing, and global employment compliance simultaneously. The organization structured its contingent workforce program accordingly.
Because several partners had prior experience working together, program alignment began early. Governance routines were established quickly, and partners met regularly to coordinate execution as the program expanded.
The redesigned program launched in late 2020. According to Boeing representatives at the summit, the number of resources under management quadrupled following the new structure.
Scaling at that pace required clear role definition and disciplined coordination.
Governance Structure and Role Clarity
Within Boeing’s workforce development model:
- Monument Consulting served as MSP, responsible for program oversight and supplier performance management.
- Beeline provided VMS technology, enabling transparency and workflow control.
- Talent curation partners, including Tundra and TalentNet, supported sourcing quality and candidate experience.
- People 2.0 provided EOR and AOR services, managing employment infrastructure and compliance obligations.
Kieran Brady, Executive Vice President of Client Services at People 2.0, described the dynamic at the summit:
“We don’t feel like we’re a supplier in the Boeing program; we feel like true partners. Brett expects us to be problem solvers, and that’s where we find ourselves on a regular basis because the program continues to grow and evolve.”
The effectiveness of the model depended on defined scopes and consistent communication. Weekly coordination meetings ensured transparency across partners as the program expanded.
Employment Infrastructure Within Boeing’s Workforce Development Strategy
As contractor populations grow and geographic footprint expands, employment infrastructure becomes central to workforce governance.
Within Boeing’s contingent workforce program, People 2.0 supported the employment infrastructure layer through employer of record (EOR) and agent of record (AOR) services. Effectively, People2.0 handled Boeing’s payroll compliance, contractor classification, and multi-jurisdictional requirements.
For workforce leaders, this illustrates how employment compliance can function as an integrated component of program governance, particularly when contractor engagement spans multiple jurisdictions.
Cultural Alignment and Program Discipline
Boeing’s leadership emphasized cultural compatibility alongside technical expertise. Gerber highlighted the importance of service-minded partners who could collaborate effectively within Boeing’s operating environment.
At the summit, suppliers referenced the expectation that teams operate as extensions of Boeing’s organization. This alignment supported open issue resolution and shared accountability.
Cultural fit alone does not scale a contingent workforce program. However, alignment reinforced governance mechanisms already in place.
Key Takeaways from Boeing’s Workforce Development Model
Workforce leaders evaluating contingent workforce design can extract several practical lessons:
- Distribute expertise intentionally.
Segmented partner models require clear functional boundaries and documented accountability. - Formalize governance routines early.
Regular cross-partner coordination reduces implementation friction as programs expand. - Embed employment infrastructure.
EOR and AOR services provide structured mechanisms for managing contractor compliance and payroll obligations across jurisdictions. - Align culture with accountability.
Cultural compatibility supports operational execution when paired with defined governance structures.
Boeing’s experience demonstrates that a best-in-breed workforce development model can scale when specialization and governance operate in tandem.
Evaluating a Best-in-Breed Model for Your Contingent Workforce Program
A best-in-breed model is not inherently superior to a single-source structure. Its effectiveness depends on organizational priorities and governance maturity.
Workforce leaders should assess:
- The geographic complexity of contractor engagement
- Exposure to worker misclassification risk
- Internal capacity to coordinate multiple providers
- Need for specialized compliance oversight
For staffing firms and enterprise HR leaders operating across jurisdictions, distributed expertise supported by a structured employment infrastructure may reduce concentration risk while preserving flexibility.
Within Boeing’s workforce development strategy, employment infrastructure functioned as an integrated component of program governance rather than an isolated service.
People2.0 continues to support staffing firms and enterprise organizations through EOR and AOR services that enable compliant contractor engagement and global workforce expansion. When embedded within a coordinated partner ecosystem, these services support scalable workforce execution aligned with regulatory requirements.
Connect with our experts at People2.0 to learn how our EOR and AOR services can provide the compliance and agility your workforce strategy demands.
Frequently Asked Questions
What is Boeing’s workforce development model?
Boeing’s workforce development model for its contingent workforce program follows a best-in-breed structure. The company coordinates specialized partners across MSP governance, VMS technology, talent sourcing, and employment infrastructure rather than relying on a single-source vendor. This structure distributes expertise while maintaining centralized oversight.
What does “best-in-breed” mean in contingent workforce management?
In contingent workforce management, best-in-breed refers to selecting specialized providers for defined workforce functions instead of consolidating all services under one vendor. Each partner focuses on its area of expertise while governance mechanisms align responsibilities across the program.
How did Boeing scale its contingent workforce program?
Following the redesign of its Contract Labor Program and transition to an external MSP, Boeing reported a fourfold increase in resources under management. The structure included coordinated governance, defined partner scopes, and embedded employment infrastructure through EOR and AOR services.
How does an employer of record support workforce development?
An employer of record assumes legal employer responsibilities in jurisdictions where the hiring organization may not have a legal entity. This includes payroll administration, statutory benefits, and labor law compliance. EOR services allow organizations to scale contractor or employee engagement while maintaining regulatory alignment.
When is a best-in-breed workforce model appropriate?
A best-in-breed workforce model is appropriate when workforce programs involve multiple jurisdictions, contractor classifications, or complex compliance requirements. It is particularly relevant for organizations seeking to distribute risk and access specialized expertise while maintaining structured governance.
