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It's never been more important to reduce risks and inefficiencies in contingent workforce management, but the path to a streamlined, integrated approach isn't often a smooth one, experts warn.

This is because a business case for a more strategic approach can't be developed without first understanding how the organisation is using contingent labour, and this process can sometimes reveal compliance breaches and massive overspending, Deb Jackson and Darren Morris told the recent ATC Contingent Workforce Forum.

This makes it all the more important to "lift up that hood", says Jackson, an experienced talent acquisition and contingent workforce leader who has worked for organisations including Transurban, Asciano, Origin Energy and ANZ Bank.

Scrutinising current practice carries with it the risk of unpleasant surprises, and uncovering non-compliance issues can tempt some to look away, especially if they're ambitious and don't want to jeopardise their career, adds Morris, the ANZ managing director of CXC Global...