RPO on Demand (RPOoD)

Questions to ask for a smooth MSP implementation

Cost reduction is often seen as the headline benefit of a Managed Service Programme (MSP), but with critical infrastructure projects typically seen across the energy, rail, utilities, and nuclear industries, the stakes are far higher. Here, the real measure of success is whether an MSP can strengthen safety, compliance, and operational continuity. Before MSP implementation, it’s worth asking the right questions to ensure your programme becomes a safeguard for your organisation and not just a service. The checklist below provides a structured way for stakeholders to evaluate what “good” looks like. 10 essential questions to ask before rolling out an MSP What outcomes do we want? (e.g., safety, compliance, surge capability, cost efficiency) Which worker categories and sites are in scope? (temporary, safety-critical, cleared personnel) How is governance structured? (cyber certification, business continuity, regulatory audit readiness) What sector-specific safety controls are provided? (Sentinel/PTS, EUSR, BPSS/SC/DV clearance) How are IR35, AWR, right-to-work and umbrella risks handled? How does the MSP support social value and ethical supply chain goals? What technology underpins the VMS and data reporting? (integrations, dashboards, GDPR compliance) Which KPIs will be tracked? (time-to-fill, fill rate, compliance rates) What is the mobilisation and change plan? (pilot, training, audits) What’s the exit plan? (data export, knowledge transfer, continuity) 1. What outcomes do we need? Clarity on outcomes not only guides your MSP partnership but also strengthens your internal business case. We’ve unpacked this further in our blog on building a business case for an MSP. Cost efficiency is one part, but so are safety assurance, compliance, and workforce resilience. Each function will view outcomes through its own lens: service levels, visibility of worker status, faster site access, or audit-ready integrations. The end goal is the same: assurance and continuity. What good looks like: Outcomes linked to risk mitigation (safety incidents, fatigue, cyber). KPIs such as time-to-site, right-to-work compliance rates, audit pass rates, and incident reduction. Alignment with regulations: IR35, Agency Workers Regulations 2010 (AWR), Conduct Regulations, NIS, and the Modern Slavery Act. 2. What is the scope of services? An MSP can cover everything from temporary and contract workers to niche, highly cleared roles. Defining scope clearly avoids costly gaps or overlaps. What good looks like: Clear worker categories in and out of scope. Documented responsibility for IR35, AWR, and right-to-work checks. Agreed processes for sector clearance and site access. For organisations implementing an MSP for the first time, defining scope is one of the biggest factors in choosing the right provider. Our guide on how to choose your first MSP provider outlines how scope and service expectations should shape that decision. 3. How will governance and risk be managed? MSP providers operating in these highly regulated sectors, such as the energy sector or nuclear sector, need to demonstrate how to ensure MSP IR35 and right-to-work compliance and strong governance. Regulatory penalties, cyber breaches, or continuity failures can have serious consequences. What good looks like: Alignment with regulations (IR35, AWR, Conduct Regs, NIS, GDPR). Cyber certifications such as Cyber Essentials Plus or ISO 27001. Business continuity aligned to ISO 22301. Processes mapped to NCSC supply chain security principles. 4. How are safety and competence controlled? Workforce safety is non-negotiable. Each sector requires specific qualifications and clearances (e.g., Sentinel/PTS, EUSR/CSCS, BPSS/SC/DV). An MSP must build these checks into their operating model. Example: Rail sites: Sentinel/PTS competence cards Utilities sites: CSCS Nuclear sites: Baseline personnel security standard (BPSS)/security clearance (SC/DV) What good looks like: Verified competence and clearance checks embedded in onboarding. Fatigue management through working hours monitoring. Consistent reporting of incidents and near misses. 5. How are employment law and pay risks managed? UK workforce legislation is complex. Mismanagement of IR35, AWR, or umbrella companies risks claims, fines, reputational damage, and workforce disruption. What good looks like: Clear allocation of responsibility for IR35 assessments and AWR compliance. Verified right-to-work checks. Due diligence on umbrella companies. Fair pay and holiday entitlement assurance processes. Questions to ask: How are umbrella companies verified? What safeguards ensure fair pay and holiday entitlement? How does the MSP partner track and apply legislative changes? 6. How does the MSP contribute to social value and ethics? Beyond compliance, organisations are increasingly accountable for social value. This includes commitments under the UK Government’s Social Value Model and obligations under the Modern Slavery Act. Signals of good practice: Anti-modern slavery due diligence. Evidence of diverse or local supplier engagement. Apprenticeships and training pathways. Diversity and inclusion outcomes. Transparent workforce and hiring reports. 7. How will technology and data be integrated? With technology underpinning a lot of the programme, you’ll want to know how to integrate technology in an MSP rollout. The Vendor Management System (VMS) should provide not only a single source of truth for your workforce but also the tools to ensure total compliance, visibility, and efficiency. From onboarding and scheduling to site access, reporting dashboards, and secure integrations, the platform must work seamlessly with your existing systems. Whether the technology is supplied by the MSP or owned in-house, it should strengthen assurance rather than add complexity. What good looks like: A secure, GDPR-compliant VMS that protects sensitive data. Interoperability with HR, payroll, and site access systems. Cyber security controls aligned to NCSC supply chain guidance. Real-time dashboards accessible to all relevant stakeholders. 8. How are commercial terms structured? Commercial structures should protect both buyer and supplier while incentivising safety and compliance. What good looks like: KPIs and service credits linked to compliance and safety outcomes, not just cost. Transparent margin structures. Transparent subcontractor management. Flexibility for volume fluctuations. 9. What is the mobilisation plan? Even the best-designed managed service programme can falter if mobilisation isn’t executed effectively. A reliable MSP provider will build in phased rollout, stakeholder training, and assurance checkpoints to maintain good relationships and governance throughout. What good looks like: Phased pilot implementation or phased rollout Early integration and system testing. Stakeholder workshops across functions. Manager training and communication support. Early audit checks to confirm compliance. Ongoing audit checkpoints. 10. How will the exit plan and knowledge transfer work? Continuity matters. If you transition MSP providers, knowledge and data must transfer smoothly to protect your business continuity. What good looks like: Documented exit plans and transition milestones. Data portability agreements. Knowledge transfer embedded in contracts. Questions to ask: How will data be returned? And in what format? Is contractual knowledge transfer guaranteed? What transition support is included? Priorities before MSP go-live Every function has a stake in the success of the programme. While priorities differ, they must align around the same goals of safety, compliance, and efficiency. Function Core priorities Procurement Transparent contracts, audit rights, enforceable service levels, supply chain due diligence HR/Talent IR35 and AWR compliance, fair pay controls, diversity and workforce visibility HSE/Operations Competence checks, fatigue management, sector safety cards, incident reporting Cyber/IT Secure integrations, Cyber Essentials/ISO 27001, GDPR compliance, audit trails When done right, a managed service programme becomes an integral part of your safety, compliance, and resilience ecosystem. See this in action within our E.ON MSP partnership. If an MSP provider can demonstrate evidence across these ten areas, you’re far more likely to have found a partner who can strengthen both your workforce and your risk posture.

When Background Screening is Nobody’s Job, Everyone Pays the Price

Why Ownership Matters in Screening In critical infrastructure industries like nuclear, utilities, and transport, starting a project without the right people cleared for site access is like trying to run a race with your shoelaces tied together. Background screening isn’t just an administrative task. In regulated sectors, it’s a legal and operational requirement that can directly impact your ability to deliver. Yet, for many companies, especially those new to regulated work, screening becomes what Jayne Lee, Head of Candidate Services at Rullion, calls a “homeless task.” “It gets shuffled between HR and admin, squeezed in around other priorities, and often starts too late. That’s when confusion, bottlenecks and missed deadlines start creeping in.” The result? Delays, lost talent, and in some cases, workers walking to competitors who can get them on site faster. If you want to keep projects on track, someone must own screening from day one. Why Screening Gets Left Without a Home Companies entering regulated sectors for the first time often underestimate the complexity of screening. Jayne sees it often: “HR or admin teams end up doing screening on top of their day jobs, with no dedicated vetting team, so it gets passed from pillar to post.” With teams already stretched, screening is squeezed in alongside other priorities, often without the right tools, processes, or authority to drive it forward. No one has a complete view of progress, meaning delays go unnoticed until it’s too late. This is especially common when screening is a brand-new requirement. For example, a construction firm winning its first contract on a nuclear site. BPSS on Regulated Sites One client Jayne worked with was contracted to build roundabouts and access roads for a nuclear facility. They were experts in roadworks, but they’d never operated on a regulated site. Because the site was controlled by the nuclear regulator, every worker - from site managers to tarmac crews - needed full BPSS (Baseline Personnel Security Standard) clearance before stepping on site. BPSS includes: Right to Work check Identity verification Employment reference check (last three years) DBS check (criminal history record check) At first, the client tried to manage it themselves. Reference requests went unanswered for weeks, workers grew impatient, and some left for other suppliers who promised faster starts. Project milestones began to slip. With Rullion’s background screening services in place, clearances were completed in days rather than weeks. Communication with workers improved, and the client could focus on delivering the project instead of chasing paperwork. The result? A workforce cleared, compliant, and on site, ready to get the job done. Why This Challenge Is Growing The UK’s nuclear industry is expanding rapidly. The government plans to quadruple nuclear capacity by 2050, aiming to generate 24GW, enough to power around a quarter of the country’s electricity needs. This means thousands more workers needing clearance each year. And it’s not just nuclear. Energy, utilities, and transport projects are facing similar compliance pressures. With more suppliers feeding into large, multi-year projects, the competition for skilled labour is intense. If your clearance process is slow, you risk losing workers mid-project to faster-moving competitors. The Risks of No Ownership When no one owns screening: Delays multiply – Requests for references or documents sit in inboxes without follow-up. Workers walk – Contractors move to other suppliers who can clear them faster. Costs rise – Idle staff, delayed starts, and potential penalties from clients all hit the bottom line. Reputation suffers – Clients notice when you can’t mobilise on time. Why Outsourcing Early Works For companies with constant churn, high contractor volumes, or no dedicated vetting team, outsourcing screening isn’t a “nice-to-have”, it’s a strategic move. The benefits include: Dedicated resource – A team whose sole job is to get people cleared, fast. Faster turnaround – Rullion averages 7–8 days for BPSS compared to the 30–40 days typical in the market. Compliance confidence – Every check is completed, documented, and ready for regulator review. Scalability – Processes that can handle 20 or 2,000 workers with the same consistency. Worker retention – Keeping candidates engaged through proactive communication. You can read more about the impact of slow or incomplete screening in our related article: 5 Pre-Employment Screening Mistakes That Cost You Time, Talent and Trust. Give Screening a Home from Day One Whether you outsource or build an internal team, the key is ownership. That means: Assigning a responsible person or partner before contracts are signed. Building screening into mobilisation timelines, not starting it after workers are recruited. Tracking progress in real time so delays can be fixed immediately. Screening as a Competitive Advantage In regulated sectors, background screening is more than compliance, it’s a competitive edge. When you make it someone’s job from the start, you keep projects moving, workers engaged, and clients confident in your delivery. For high-volume, high-pressure projects, outsourcing to a partner who lives and breathes screening frees your team to focus on what they do best - while ensuring your workforce is cleared, compliant, and ready to go This article is part of the Confessions of a Screening Expert series, where Sibel Akel, Marketing Director at Rullion, speaks with Jayne Lee and other industry leaders about the realities of screening in regulated sectors.

How to Build a Business Case for a First-Generation MSP

How to build a business case for an MSP At Rullion, our MSP consultants have had exposure to all levels of talent consultancy surrounding MSP and have put together this helpful guide to walk you through how to structure that business case, the benefits you should highlight, and how to present ROI in a way that draws in your decision-makers. 1. Define the problem Before you start providing an MSP as the solution, start with the “why”. Begin by clearly defining the workforce challenges your organisation faces today: Limited visibility of contingent workforce spend Fragmented supplier management and inconsistent quality Compliance risks with IR35 or worker classification Escalating costs with little ability to forecast or control Hiring managers spending too much time on recruitment admin Where possible, quantifying the scale of these challenges (e.g., percentage overspend, average time-to-hire, compliance audit findings) helps show why the current model isn’t sustainable. 2. Identify stakeholders and their priorities Different decision-makers will view an MSP through different lenses. A strong business case addresses each of these perspectives, showing how an MSP aligns with their objectives. Finance leaders want cost savings, forecasting accuracy, and spend control. HR leaders want improved candidate quality, DEI alignment, and workforce planning. Procurement leads want supplier consolidation, stronger negotiation leverage, and compliance. Hiring managers want faster, simpler access to talent. 3. Establish the baseline data To justify investment, you need a starting benchmark of how things operate today. Even if the data isn’t perfect, presenting a baseline gives stakeholders a clear “before” picture against which future improvements can be measured. Collect data on: Current headcount of contingent workers (by department/region) Total annual spend on contractors and temps Average cost-per-hire and time-to-hire Number of suppliers and volume of hires per supplier Compliance or audit findings 4. Showcase the potential benefits of an MSP Translate MSP as a solution into tangible outcomes that matter to your business. And, rather than listing them in the abstract, link each benefit to your earlier pain points. For a first-generation MSP, the benefits often include: Cost efficiency – consolidated supplier base, rate benchmarking, reduced rogue spend Visibility and reporting – clear (and potentially real-time) data on workforce spend and performance metrics Compliance and risk management – standardised contracts, reduced misclassification risk Process efficiency – hiring manager time saved through centralised processes Scalability: ability to flex workforce quickly in response to business needs 5. Consider the costs and change management Decision-makers will naturally ask: “What will this cost us?” So, make sure you’re addressing the potential investment and disruption. Be transparent about: Implementation fees or technology requirements (such as a Vendor Management System) Internal resource required to manage the transition Potential resistance from hiring managers or suppliers Balance this with mitigation strategies (e.g., phased rollout, stakeholder engagement, supplier transition planning) to help strengthen your case. 6. Provide clear options Shifting your workforce strategy to a new one is a big change. And you may find executives will still be hesitant to commit. Rather than an “all or nothing” proposal, you might frame your case in a way that allows your decision makers to see the trade-offs more clearly: Do nothing – maintain status quo (with quantified risks/costs) Partial MSP – pilot in one region or business unit Full MSP – organisation-wide implementation 7. Build your ROI model The ROI doesn’t always have to be purely financial, but it helps to show hard numbers where possible. For example: Forecasted cost savings through supplier rationalisation (e.g., 10–15%) Reduction in time-to-hire (e.g., from 40 days to 25 days) Reduction in compliance risks and potential fines Hiring manager time saved (and the value of that time back to the business) For example, organisations moving to a first-generation MSP often see 10–15% savings in year one through supplier consolidation alone. Pair this data with qualitative outcomes such as improved candidate experience, better alignment with DEI goals, and stronger workforce planning. 8. Frame the narrative Finally, package all of this into a clear, executive-friendly story. A structured narrative makes it easier for senior leaders to see the benefits and say "yes." A typical business case should flow like this: The workforce challenges we face Why it matters to the business What a first-generation MSP could deliver The options (and trade-offs) available Costs, risks, and mitigations The expected ROI and value-adds The recommended next step Building a business case for a first-generation MSP is ultimately about aligning your workforce strategy with long-term business goals. By framing the narrative this way, you help stakeholders see the benefits clearly and put yourself in the strongest position to secure buy-in. When you’re ready to take the next step, think carefully about how you want your MSP delivered. Choosing the right MSP provider and the right MSP delivery model for your organisation will be key to ensuring a smooth transition and long-term success.