Meghan Maciolek

Greater Philadelphia Contact Info
2K followers 500+ connections

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About

Innovative, passionate and seasoned Contingent Workforce and Risk and Compliance leader…

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Licenses & Certifications

Volunteer Experience

  • Volunteer

    Project HOME

    - Present 12 years 9 months

    Education

  • Germantown Academy Graphic

    Founder Alumni Community Service Organization

    Germantown Academy

    - Present 6 years

  • Sponsored Athlete, Fundraising

    Legacy of Hope

    - Present 3 years 9 months

    Health

Publications

  • How to Continuously Improve Your External Workforce Management Program

    Sourcing Industry Group

    How To Continuously Improve Your External Workforce Management Program

    Businesses define external workforce management program success in different ways – whether that’s achieving compliance, reducing costs, increasing efficiency, improving quality or all of the above. Regardless of which measures you use, changes in business priorities, industry practices and laws will affect your program’s value. As a result, it’s critical that you continuously evaluate and adjust your strategies to…

    How To Continuously Improve Your External Workforce Management Program

    Businesses define external workforce management program success in different ways – whether that’s achieving compliance, reducing costs, increasing efficiency, improving quality or all of the above. Regardless of which measures you use, changes in business priorities, industry practices and laws will affect your program’s value. As a result, it’s critical that you continuously evaluate and adjust your strategies to ensure success.

  • Utilizing Contingent Labor Best Practices to Achieve Your Business Objectives

    ProcureCon Conference

    Other authors

Projects

  • Agency Worker Optimization Project

    - Present

    In order to create a service delivery model to manage the lifecycle of Complementary Workers (CWs) including identification, sourcing, managing and tracking of agency, students, statement of work, and outsourced workers. As a first step toward this goal, the team undertook a project to optimise the existing processes around agency workers being utilized in the UK/US at GSK. This optimised process will inform the development of a complementary process for SOW and OS workers in UK/US. All four of…

    In order to create a service delivery model to manage the lifecycle of Complementary Workers (CWs) including identification, sourcing, managing and tracking of agency, students, statement of work, and outsourced workers. As a first step toward this goal, the team undertook a project to optimise the existing processes around agency workers being utilized in the UK/US at GSK. This optimised process will inform the development of a complementary process for SOW and OS workers in UK/US. All four of these processes (AW, Students, SOW and OS) will then be piloted in ROW markets (TBC) in order to test and refine the service model, with the intention of globalizing the Service (MSP and VMS) thereafter.

Organizations

  • Human Capital Institute

    -

    - Present

    HCI is one of the fastest growing executive associations today, with over 190,000 members worldwide, and 2,000 new members joining each month. Our members are Strategic Human Resources, Recruitment and Staffing, OD/Learning and Business Line executives who share the conviction that human capital is the only sustainable competitive advantage in a global economy. HCI Members represent business, government, the non-profit community and academia, and extend across recruitment, strategic human…

    HCI is one of the fastest growing executive associations today, with over 190,000 members worldwide, and 2,000 new members joining each month. Our members are Strategic Human Resources, Recruitment and Staffing, OD/Learning and Business Line executives who share the conviction that human capital is the only sustainable competitive advantage in a global economy. HCI Members represent business, government, the non-profit community and academia, and extend across recruitment, strategic human resources, organizational development, learning and development, and line management. Member organizations include over 90% of the Fortune 500, as well every major federal agency, and branch of the military.

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