with Daniel Kalman, Head of Global Contingent Labor Operations & Vendor Management with ZTSystems
The world of contingent workforce management loves its big ideas and fancy buzzwords — but at the end of the day, it’s all about getting the right people in the right place at the right time. In this episode, we sit down with Daniel Kalman, Head of Global Contingent Labor Operations & Vendor Management at ZT Systems, who’s doing exactly that. He’s leading a massive global program, working directly with staffing partners, and focusing on what actually moves the needle: people, process, and partnerships.
Casey Wagonfield: The world of contingent workforce management is filled with big ideas, shiny buzzwords, and a lot of noisy and complicated ways to say, get the right people in the right place at the right time. Today, we’re keeping it simple. We’re talking to somebody who’s actually doing it. He’s running a massive global contingent workforce program, working directly with staffing partners and cutting through the noise to focus on what really matters people, process and partnerships.
If you’re in staffing sales, talent acquisition, or workforce management, you’re gonna wanna stick around. This conversation is packed with real world advice you wish more people would share.
Casey Wagonfield: Welcome back to Staffing Made Simple, the podcast where staffing, sales and workforce management meet real talk and occasionally a bad joke. I’m Casey Wagonfield, longtime staffing guy who’s learned most of his lessons the hard way in this industry, and I’m here with my buddy, my co-host, and SVP at SimpleVMS, the man who’s basically the Bill Belichick of VMS strategy, Rob Geist. What’s going on, Rob?
Rob Geist : Hey, Casey. I’m going with, the New England Patriot, prime Bill Belichick, not Tar Hills, Bill Belichick, but nice to be here.
Casey Wagonfield: Fair. That’s fair. And today we do have Daniel Kalman joining us. If you don’t know him yet, you’re about to, he’s leading a monster contingent workforce program at ZTSystems. He’s also been a leader at Bank of America, VP at Guiding Global. He was actually named a contingent workforce game changer by staffing industry analysts at the Contingent Workforce Summit in 2024.
And he actually just recently spoke at 2025 Procure Con. We appreciate you joining Rob and I and I guess before we get into it, I gotta know, ‘ there’s not any kids that go to school, and say, I wanna run a, a contingent workforce program or MSP program. So maybe you can just tell us a little bit about how you got into this industry and, it sounds like you’re a lifer now.
Daniel Kalman: Yeah, absolutely. Casey and Rob, thanks for having me here today. I will add that, if you’re gonna talk Bill Belichick, if you’re gonna talk sports, you’re talking to a New York guy who’s a Jets fan. So let’s go with some other types of coaches here. But all kidding aside, how did I get in here?
Um, you mentioned something that’s quite interesting. Most people don’t target this industry. They sort of fall into it. I’m gonna be that random person that you’ll meet over the course of your professional career. Who actually targeted it, went to school, human resources management major. All I wanted to do when I graduated was be a recruiter.
It was really the only jobs I was targeting 20 years ago, and started off as an IT recruiter. Turns out, pretty bad at it. But I loved the industry and, from there, the customer that we were supporting at the time had a large MSP.
It was ran by chimes, so I might be dating myself. And they had an opportunity and it was exactly what I wanted to do was be on the operational side to staffing as opposed to the recruiting or the sales component to it, and from there launched a 15 year MSP career, between chimes, pontoon and guiding global.
And then most recently made the move to go in-house a few years ago, to run an in-house program.
Rob Geist: That’s awesome. Well, you are the exception, I think, and I’ll take the Bill Parcells of VMS strategy,
He’s the Joe Namath. How about that? There we go. Broadway, Joe. Alright, Daniel, before we go too far into the trenches with everyone, since you’ve been on both sides, can you break down the difference between running your own program internally with A VMS versus a company who hires an MSP to run it?
Daniel Kalman: I think the main thing that it really boils down to is resources. What I do is sort of niche to companies, right? It’s a specialist kind of a role, and there’s not gonna be a whole lot of people, that do this type of work. There are certainly exceptions.
Those that are more mature and further along with their journey. They’ve maybe built out a team and they have a manager and a director, and there’s collaboration between procurement and HR. Those, again, are more exceptions I think to the norm. For me working at ZTSystems, one of the things that became apparent is I am the only one that does it here.
And you know, when you talk about getting reporting and analysis, creating process flows and integrating our invoicing, these are all first generation type conversations in-house. And so I’ll answer, Casey and Rob with, that is one of the big differences and MSP has this established process.
They have a reporting team, they have an implementation team and a project management team, a data team and a VMS configuration team, and they have all these different resources available to them. When you’re in-house, you’re not gonna have a 50 person team that’s supporting your contingent labor program.
And so we have to get a bit more creative, and resource constraints are certainly things that we go up against, sometimes.
Casey Wagonfield: And sometimes probably wear different hats, I’m assuming. And you manage a huge global program, without an MSP in the middle, what do you think is the hardest part of running it internally that people might not realize?
Daniel Kalman: I’ll probably go back to the resource constraints of it all. For us, we’ve experienced tremendous growth over the last five, 10 years. Growth that brought us from, a few hundred contractors into the thousands. But I do think that along that journey, it became apparent that we need a V-MS system and currently we really don’t have one. And so we have to get creative. How do we get headcount reporting and spend reporting and attrition data, all of this information and these data points that allow us to make informed decisions, so we get scrappy.
Rob Geist: You talked about putting processes in place, so when you’re managing it yourself without an MSP as a buffer. How do you keep your suppliers aligned and accountable without being the bad guy all the time?
Daniel Kalman: It’s a great question, Rob. We have a really, I would say integrated team that supports the contract labor operation.
And what I mean by that is there is direct involvement with our council. There is direct involvement with our HR business partners. There is direct involvement with our talent acquisition team. And so on and so forth, and it enables us to operate a bit more cohesively, even though we’re internally managed and we don’t have all the bells and whistles and the extensive teams that are necessary to run a more robust operation.
So, acknowledging that we’re resource constraints, acknowledging that we’re gonna have to get scrappy. Look, sometimes I’m the project manager, I’m the data analyst, I’m the implementation person, and I’m the admin. So it’s a really lonely, killer Christmas party all by myself.
Casey Wagonfield: Well, the fact that you have a workforce that large and you’re doing it without a VMS, is just a testament to you running a program. But I do want to talk a little bit about the staffing side. Obviously we have a large staffing following, at simple, other than making sure their people come and are on time for work.
What role do your agency partners play in keeping it run smoothly?
Daniel Kalman: So, a lot of people talk about those differentiating factors. That’s certainly something that is of value. Those that can continue to innovate and bring new shiny objects to the table, and allow us to evaluate which ones may be best for us to utilize.
I think that our staffing agencies are the ones that are driving most of the innovation in this industry. That said, for me, what’s most valuable is probably our agencies acting as an extension of our team, representing our company in the right light, selling who ZTSystems is, what our culture’s like, what it’s like to be here and work here.
It’s kind of like you’re acting as though you’re part of the talent acquisition team that I sit in. That’s what drives value. It helps with our candidate attraction. It helps make sure we get the right people here. And it’s really just about quality.
Casey Wagonfield: Sounds like communication too, then.
So, making sure that they know your company, your roles, and what you need to be successful.
Daniel Kalman: Yeah, communication’s gonna be key, right? It’s that branding in the marketplace, it’s the messaging out there, to candidates, and having that be consistent with what our talent acquisition team is doing for full-time hiring.
That alignment, that communication, Casey, to your point, is really critical.
Rob Geist: So Casey and I we’re sales guys and we, have a large following of salespeople from the staffing world, and I’m sure every staffing firm has probably called on you. at some point or another.
I couldn’t imagine what your email and voicemails, actually look like. But give us some ideas of some things some staffing agencies has done on the sales side that have turned you off in the past and, better yet. Some things you’ve heard that said, okay, these people get it. I’m gonna have a conversation with them and, let them take it to the next level.
All right, so now we’re gonna have
Daniel Kalman: some fun. Now, I mean, look, I commend our partners out there and specifically those who are tasked with selling. It is not an easy job. It is a constant grind. It’s not something that just comes without a tremendous amount of research and effort and alignment and warm intro.
So, I give a lot of respect, to those that are, selling Now, from my perspective, there’s good selling and then there’s selling that could use improvement. good selling is researching who you’re selling into. Good selling is making sure that you’re not just automating and using some of the AI automation features out there that simply plug in your name to an email, but it’s at a different font, different.
Size, maybe different coloring and it looks so obvious and that tells me, did you really think about this much or are you just doing some mail blast, mail merges. I would say probably doing the research of who you’re reaching out to as well.
So, it’s not just a company and what we do, but the role of the individual that you’re trying to get in touch with. Are they in procurement? Are they on the business side? Are they in talent acquisition or HR and catering? That messaging, that outreach, accordingly. We are an internally managed program and I’ve had people reach out over the last few years that have been here and they’ll say things like, Hey, we support all the largest MSPs out there and we work through all the VMSs and we know them well and we’ll be a great partner for you.
Well, guess what? We don’t use an MSP, and we don’t have a VMS. So all of those talk tracks that you just led with are completely irrelevant to how we do things. So I think knowing your audience. Knowing the company, ZT Systems is a privately held company. There’s not a tremendous amount of information out there, but if you looked at our website, you very quickly see that we make hyperscale servers and we’re into that high compute, storage, and processing area amongst other things.
So I think that there’s a lot of really simple, easily accessible information out there that people can get their hands on and go back to the customized approach.
Casey Wagonfield: And I think there’s so much out there now to not be personalized, and everybody says it, but very few people do it, right?
Like personalize to your point, not just the company, but find something about you that’s personal I’ve worked with people too that have bad grammar, like you said, four different fonts. It’s like, are you really gonna send that email? But I’m curious, what percentage of sales emails do you get have personalization? Is it 10% less than that?
Daniel Kalman: Great question. I’m probably gonna go somewhere in the. Maybe 10 to 15%, 10 to 20%. I definitely don’t see more than one out of five. I can tell you that.
Casey Wagonfield: It’s interesting.
Rob Geist: I had a sales email the other day that actually quoted me from the Staffing Made Simple podcast and I was like, dang on it.
I gotta talk to this guy.
Daniel Kalman: Right? But, but Rob, you just nailed it on the head. Because when you do get personalized, when you do do that research and you go that extra step to make sure you’re really hitting your target audience the way you want to be perceived, look at that success rate, right? You talk to this person who quoted you from the podcast, and you are instantly like, yep, I’m responding to that guy.
Rob Geist: Absolutely. I think it’s something you can’t always teach. You can suggest it, but Casey and I have talked about this on other podcasts; it’s kind of a lifestyle, and some people are just born to do it. They love that opportunity to hear somebody on a podcast and say, I’m gonna use this to reach out to him.
So it does go a long way. And I completely agree with your philosophy on. There’s a ton of buzz words out there, and just buzz in general, in the industry, things like AI curation, direct sourcing, total talent, from your seat, what’s actually useful and not just a distraction, talent acquisition.
Daniel Kalman: So I would say it’s gonna be different for everybody. It depends on the complexity of your staffing operation, the scope of your staffing operation, geography, and skill sets, and things like that. For us, we do a ton of industrial hiring. And so we’re able to go with a much more simple.
Supply based strategy, we can go with a very small amount, give them an extreme bulk amount of volume. the approach that we took was putting one vendor at each of our manufacturing sites, and we happen to have three main ones. and that has worked well because they are getting a lot of business.
They stay interested, they’re able to be on site. That may not work for one of our competitors who perhaps has a ton of it or professional staffing, right? There’s gonna be a different supply base. But, Rob, more specifically an answer to your question about shiny objects and what works. there’s a lot of tools out there that have popped up over the last, call it five, 10 years, from talent pooling and marketplaces and curation and direct hire.
I mean, there’s a lot out there. what I would say to anybody listening, whether you’re selling the product or whether perhaps your peer and a buyer, evaluate your business, understand what it is that you ultimately need, and I think building a strategy or perhaps even an RFP process around those needs is probably a good starting point.
This is recruiting, and people say it’s not rocket science. Right? And it’s true. I think we have a tendency to overcomplicate, and it’s like, Hey, I need good people. I need ’em quickly, and I need ‘EM priced competitively.
And of course, maintain compliance as we go through those three things. And in its most basic form, that to me is the pillars of success.
I wanna
Casey Wagonfield: ask a question too, Daniel, you had mentioned, obviously you run a, a huge contingent workforce program. You’re not currently using A VMS and I can imagine, everything that, goes along without not having that centralization and doing it, to your point, a lot of it by yourself too.
You mentioned that that’s something that you may even entertain and look into. What was it that made you say, all right, there might be a benefit in us implementing A VMS. I know you’ve used them in the past, but what now?
Daniel Kalman: Well, I mean, just the sheer volume that we go up against, right? As I mentioned, we’re not tens or hundreds, but we’re thousands, and when you have that.
Plethora volume, really, you need a way to keep track of it all. I think compliance and legalities are becoming more and more prevalent in these programs. People realize the risk factor. And so for us, I’d love to be able to say, yeah, we have a single point of entry for our new hire provisioning.
And also for de-provisioning and offboarding, I’d love to be able to click a button and say, Hey, here’s all of our spend in our headcount and, here’s our attrition rates. Here’s our tenure rates. Really all of those different data points that we track in A VMS, whether it’s on the job posting or the work order.
Being able to report out on that is just immensely. Valuable and it gives you consistency. The way we’re doing it right now is we’re scrappy and we rely on our vendor partners a tremendous amount. And I have to hope that the data is clean and I have to hope that it’s been properly scrubbed and I hope to hope that I get it on time.
And there’s too much hoping and so having that control in-house, having that consistency. and then of course all the other benefits, about a single point of entry. there’s no price tag that you can put on that.
Casey Wagonfield: So, if I’m a company, whether it’s a food manufacturer with a couple hundred temps or contingent workers, or an IT company with a thousand, and I’m deciding whether I should go through an MSP or manage it myself, how do they even start making that decision? I think you touched on a little bit on just sheer size, too, and resources, but maybe you could expand on that, where they would start.
Daniel Kalman: So, a lot of times, there’s not much of a question of the value that an MSP can bring. I think everybody can admit that there’s great things that MSPs can do. I, So I don’t want this response to sound, I. Anti MSP ’cause that’s not the case. But I do think that there has been a sort of an evolution within the MSP space for quite some time.
if you were trying to stand up a contract labor program 20 years ago, the available resources that you had in the marketplace that had that knowledge and that skillset was limited, and now fast forward 20 years. You have a lot of people that have either done this in-house, maybe they sat in procurement, maybe they worked for an MSP, maybe they sat in hr, but they’ve done it right and they have experience and they can do it for you.
So in that regard, there’s sort of like an upheaval of the MSP world in that there is a lot of competition. And then look at it further. We were talking before about shiny objects that agencies can bring forth. agencies are saying, Hey, we have a VMS, by the way, or we have, an MSP arm, and it might be smaller, but they got some of the basics down we have a reporting, an analytics suite or we can do direct sourcing, we can do curation, we can do payroll, AOR, EOR. And so there’s just a tremendous amount of competition, and I feel like the market has gotten a bit saturated in a good way, healthy competition. With that.
Sure. There’s, uh,
Casey Wagonfield: There’s definitely a shift happening right now. Sure. Well, I think you kind of explained yourself, too, right? People moving around come from the MSP world. Now they’re in the internal world where they’ve lived it. Now they know how to run it efficiently themselves.
Daniel Kalman: going back to your earlier question there, what’s the best advice that I could give for someone trying to determine whether to go with an MSP or not? look at what resources you have available, what kind of buy-in that you’re gonna have and your complexities. we’ve been able to manage in-house because of. The saturation or, the repetitive nature of our hiring.
Like I mentioned, it’s heavily focused on industrial. But if I am looking at a company that, maybe they have staffing happening in 10 plus countries and very diverse skill sets from professional to it to industrial, And they have a whole lot of freelancers and other things, then yeah, that might make the case to have an outside expert come in and help you along the journey.
So it’s gonna be unique for everybody.
Rob Geist: along that same vein, I think there are a ton of staffing firms out there who are looking to get into the MSP space and, they might be a commercial industrial staffing provider.
Is that industry the best industry for an MSP? And, second part of that question is, I think commercial industrial staffing is the most relationship driven staffing that is currently out there. Does having an MSP take away from that relationship, and could it impact that not trying to badmouth the MSP side, but just talking about specific industries and relationships and how important that is.
You said you have a lot of industrial staffing. Is that maybe the reason why you don’t have an MSP? Because it’s such a relationship driven industry and you need to have relationships with your vendors and, MSP might not be the best fit for industrial staffing.
Daniel Kalman: You know, for us, we went with the master vendor on-premises sort of model where we have a select few main manufacturing hubs around the globe. And then we selected one partner to sit on-site in each of those locations.
And because they’re a master vendor onsite without competition, we turn to them to handle not only the delivery. We turn to them to handle the ER matters that may come up. ’cause they’re on site. We turn to them for all of the reporting and analytics for their folks that are on site. We turn to them for the time clocks that are on onsite.
And again, that model just works for us based on our skillset makeup and based on our geographical layout. But if there’s more complexity, larger scope. Different types of skill sets. building the case for a more complex solution being needed.
Rob Geist: Totally makes sense. And what’s it take for a staffing agency to become your go-to vendor, your master vendor at one of your sites?
Daniel Kalman: consistency. No surprises, understanding the business, really embodying that partnership, approach and mentality. when I say consistency, I think that’s straightforward, but being your, number one supplier, not just today or this week, or next week or this month, but doing that month after month.
There’s been plenty of times where, we get something sprung on us. Like, oh, by the way, we can’t convert this person, because of blah, blah, blah, blah, blah. Even though we have things spelled out in the contract. Understanding the business. That’s probably paramount out of all of these.
Knowing what you’re recruiting for will only make you a stronger recruiter, and a lot of people just focus on the industry and the skillset, but it goes beyond that. It’s the industry, it’s the product. What are they producing? What is the service offering of that customer that you’re servicing?
And then being a partner, we don’t need to retire off of one or two deals. We should focus on the bigger picture, the long run. There’s gonna be deals you do really well on and there’s gonna be deals that are a little bit tighter, ’cause maybe you had to keep the same bill rate and give the person a pay increase right there.
There’s going to be that fluctuation of margins and opportunity. And I think just keeping the partner mindset in mind along that journey. I
Casey Wagonfield: Love that you said no surprises, too, ’cause it’s staffing, right? There’s always surprises. And when you said that, I was like, all right, he’s had some surprises in his time.
that’s awesome. that’s how an agency can become your ride or die partner, right? But what about how, can they get cut quick from your list?
Daniel Kalman: So, let’s say companies that overpromised. That’s gonna immediately come to light. Yeah. We can support you in all of your locations and all of your skill sets. And then you send them a heavy industrial wreck where the person needs to lift 50 pounds and suddenly there’s no resumes.
And you dig into that to understand why, and they’re like, oh yeah, sorry. Our risk department said, or our insurance provider said, no. And it’s like. Well, what about all that? one in a million talk back there. So, we see that over promising. And, the sales team that sold the account is there, and then after about a month or two or three months, four months later, that salesperson is moving on to their new endeavors righteously, so. And the account management team that takes over is just not plugged in the same way.
They’re not checking in, they’re not staying close to your managers or to your talent acquisition or procurement team. And, so they’re kind of going silent. Everything kind of slips from there. I would say, Casey, that’s probably the two main things that’ll cause someone to be removed from servicing us.
Casey Wagonfield: Yeah, that’s a huge problem, and just staffing in general is just overpromising and under-delivering. Your point too, the sales person’s doing their job, but at the end of the day, it’s the operations and then and other team that’s actually fostering the relationship and finding the people for you.
Rob Geist: So let’s talk numbers. How do you actually measure whether an agency’s performing and what KPIs are you guys watching, in your program?
Daniel Kalman: So, again, heavy industrial focus. We’re looking at fill rate, time to fill. We’re looking at the retention. We are looking for the non-industrial skill sets, candidate quality, and the higher ratios.
we look at the engagement with surveys out to our hiring managers. and then I would say we look at compliance, compliance with, the contract, compliance with the law, compliance with our policies.
Casey Wagonfield: And speaking of engagement, I mean obviously the folks that are coming on site to work at your facilities, from those agencies, wanna be treated well.
How, important is that to you? Just the engagement that they have with their agencies and how they’re treated.
Daniel Kalman: This is always something I hear about, no matter what the client is, no matter what the skillset was, no matter what the location or country was. This always comes up.
It’s always about what kind of engagement does the worker have with their employer? The staffing agency, those that have really good engagement models or check-in or health checks, those are the ones we hear the least amount of noise from. And there are plenty that focus on getting the deal, getting the placement, and then they move on to the next placement.
And that contractor never hears from their staffing company ever again, outside of getting paychecks, so engagement is high up on the list, and it comes to light way more than our staffing partners may realize, because who does that contractor talk to every day?
Their supervisor, which is an employee of ours. So we get that information really easily, and I would stress that as something that it’s not a money maker, but it’s absolutely a necessary cost for all supplier partners out there. So
Casey Wagonfield: It sounds like, I mean, you’ve personally seen how engagement with their employees affects retention, then. I mean, people stay longer
Daniel Kalman: Without a doubt. Sometimes it’s such a simple thing, of somebody just wants to be heard and they want to vent. And if a contractor can talk to their, employer, the staffing agency, and they can just vent for five, 10 minutes, and they did that once a month.
That could be the difference between someone resigning or someone deciding to work another day.
It’s not rocket science, but I do feel like sometimes we lose sight of the most basic elements of this business.
Rob Geist: Absolutely. And back to tech, everybody’s talking about AI automation, predictive analytics. What do you think staffing agencies, should do when it comes to their own tech operations and how should they balance that?
Daniel Kalman: Make sure it works, What do I mean by that? There is so much ai and we all heard about this over the last, like five or so years, about the person that, is a college student and they go into chat, GPT, and they say, write me an essay on this, this, and that, and it spits out this essay.
But when you go through the facts and you fact-check that essay, some of those things didn’t even check out. It wasn’t valid information. It wasn’t accurate. And so I’ll apply that mentality to agencies using tech, make sure it’s really accomplishing what you want it to accomplish.
That could be how it filters out resumes or how it’s scorecards resumes. When we think about different tech stats that do, scorecarding and ranking of candidates. It could be ones that do technical evaluations. All of that stuff is great, and you can’t get through a business conversation these days without mentioning AI.
But if you’re using AI or whatever tech, make sure it’s really marching towards what you’re looking to achieve. Don’t just plug it in there because you’re going to use it as a selling angle for some prospects.
Casey Wagonfield: All right, Daniel, before we wrap up, what’s something you think people in our space aren’t talking enough about right now that maybe we should be.
Daniel Kalman: I would say staffing operations, whether you’re a staffing agency, a, tech provider, some sort of a service provider, or if you’re an in-house buyer, like myself,
in the most basic sense, these programs, these staffing operations, these services, these techs, they’re all about servicing the hiring manager and getting the hiring manager what they need. And I mentioned pillars of success earlier, right? So in a timely manner, high quality price, competitively with compliance.
So when we design these programs. I’m thinking from an in-house perspective here, there needs to be cross collaboration, across procurement, across talent acquisition and hr, across legal finance, right? Everybody needs to acknowledge that we’re setting these programs up to service our hiring managers and make sure that they’re getting what they need.
And the second that that pendulum. Starts to swing too much in one direction, that’s when we start to get off base. For example, if we make this too much about cost savings and the rate card and markups, we’re going to compromise something. If we make this all about integrations and technology, is it a good user experience for the hiring manager, And so you can keep giving those examples as you go through each part of the organization. It’s gotta be balanced. I would strongly recommend a governance committee. And I think that the same applies whether you’re in-house, whether you use a VMS, or whether you’re using an MSP. There needs to be some sort of governance committee.
And if there’s none of that and you’re a staffing partner, you probably have a ton of autonomy and flexibility in selling your solution. And I would like to think that, suppliers, of staffing services may breed, and thrive when there’s a lack of that governance in place.
Rob Geist: Yeah. Well said. If you could give any of the staffing agencies trying to break into the enterprise space with the contingent programs advice, what advice would that be
Daniel Kalman: Have your ducks in a row. because, servicing the mom and pop accounting firm or, a smaller size company, it’s a lot easier. There’s a lot more flexibility. They don’t have someone grueling through the contracts. they’re not gonna have someone perhaps measuring your submittal to higher or submittal to interview to higher ratios.
But when you start to go with the bigger players, you better believe that they, are looking at those things. They’re going to give you a tough contract and their expectations are going to be high in terms of delivery of candidates So, really be ready for it.
and again, know who you’re selling, know who you’re going to be supporting. Know them well.
Casey Wagonfield: Well, Daniel, this has been awesome. really appreciate you jumping on and talking with us.
Daniel Kalman: Yeah, my absolute pleasure, Appreciate you guys having me here.
Casey Wagonfield: And everybody listening, thanks for hanging out with us again here on Staffing Made Simple, brought to you by SimpleVMS. If you’ve got value from this one, go ahead and hit subscribe, share it, send it to your team, whatever helps get more people talking smarter about staffing and make it simple.
Rob Geist: And as always, if you’d like to learn more about Simple VMS and how we can help simplify your staffing program for both clients and staffing agencies, head on over to simplevms.com.
Casey Wagonfield: Thanks for listening and we’ll see you on the next episode of Staffing Made Simple.
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