openSAP

This Is SAP Fieldglass

Unit 1

00:00:05 SAP Fieldglass is a specialized cloud-based solution that allows organizations to procure and
manage their external workforce.
00:00:13 It helps manage buyers and suppliers, invoices and payments, and performs any number of
transactions
00:00:19 related to external workforce procurement. So what do we mean by contingent or services, or
buyers or suppliers?
00:00:27 Well in this unit, you'll learn about the market that SAP Fieldglass services, including the basic
terminology used within the staffing industry.
00:00:37 You'll get a high-level overview of how the industry operates and how SAP Fieldglass works
within it.
00:00:43 At the end of this unit, you'll be able to describe the contingent workforce staffing industry,
distinguish between a worker, buyer, and a supplier,
00:00:54 differentiate between a contingent and a services worker, and finally, explain the basics of a
contingent worker procurement transaction.
00:01:03 As of today, 40% of the world’s workforce is comprised of temporary employees. That means
that 40 out of 100 working people on this big blue planet
00:01:13 actually works for a company on a temporary basis. These workers are commonly referred to
as an external workforce.
00:01:20 And the size of this external workforce is expected to grow dramatically over the coming years.

00:01:26 So what exactly drives such a dramatic growth in the external workforce? There are numerous
reasons, of course, but it generally comes
00:01:33 down to business necessity. Retailers, for example, often need additional workers to
temporarily assist
00:01:38 with a higher volume of customer traffic during holiday sales. Or a company could initiate a
project that requires an expertise outside of its core competency.
00:01:48 Or it could need to temporarily fill a position on a critical team.
To illustrate, let’s take a look at Mavis’ situation.
00:01:56 Mavis is the manager of networking engineering at WorkingNet Networking, Inc., a designer
and manufacturer of data networking equipment.
00:02:03 Say “Hi” Mavis. “Hi Mavis!”
00:02:06 Mavis recently had a member of her team go out on medical leave during a critical project,
leaving the team temporarily short staffed.
00:02:13 To make up for the sudden loss, Mavis decides to hire an external worker to fill in until the full-
time employee is able to return.
00:02:22 So where does Mavis find a network engineer who can work on a temporary basis? Well,
WorkingNet has partnered with a company called reCrewIT,
00:02:30 which is a staffing firm that specializes in placing experienced IT professionals into temporary
positions.
00:02:37 Sheila, a senior recruiter at reCrewIT, is working with Mavis to find an Sheila, a senior recruiter
at reCrewIT, is working with Mavis to find an appropriate worker to fill the open position on
Mavis’s team. appropriate worker to fill the open position on Mavis’s team.
00:02:45 In staffing industry terms, reCrewIT is called a SUPPLIER, because reCrewIT is the company
that is supplying the temporary workers.
00:02:53 Obviously, then, that would make WorkingNet the BUYER. So given that we have a Buyer who
buys and a Supplier that supplies,
00:03:00 what do you think the worker is called? That’s right: Joe.
00:03:05 OK, yeah, in staffing industry terms, Joe is what is called a WORKER. So, we have BUYER,
SUPPLIER, and WORKER.
00:03:14 Pretty clever terminology, huh? Now actually Joe was one of several workers that Sheila
presented to Mavis
00:03:20 as a possibility for the open position on her team. Joe is an experienced IT networking
professional who prefers a little
00:03:26 flexibility, autonomy, and variety in his career, so he isn’t necessarily interested in a permanent
position with a company.
00:03:33 Well, except for the fact that, in a manner of speaking, Joe actually does have a permanent
position …
00:03:38 … with reCrewIT. Here’s how that works:
00:03:41 Joe has an employment agreement with reCrewIT, whereby Sheila acts as his recruiting agent
for any suitable network engineer position
00:03:48 with any company that works with reCrewIT. So when Mavis agrees to take Joe onto its team
for 6 months,
00:03:54 WorkingNet is actually contracting with reCrewIT to procure Joe’s services. So in the end,
WorkingNet is actually paying reCrewIT for Joe’s services,
00:04:04 and reCrewIT is subsequently paying its employee: Joe. And when Joe’s contract with
WorkingNet is up, Sheila will then represent
00:04:11 him to contract with another company with a short-term need for an experienced network
engineer.
00:04:17 Now, let’s set aside for the moment the relationship between Joe and reCrewIT, and take a
look at the relationship that Joe had with WorkingNet.
00:04:25 Remember, Mavis agreed to take Joe onto her team for 6 months. This means that for the 6
months of his employment with WorkingNet,
00:04:32 Joe was effectively a member of the WorkingNet staff. His day-to-day tasks were defined and
directly managed by Mavis.
00:04:40 This is an important distinction because there are several ways that an external worker can be
classified, and those classifications determine how
00:04:47 the relationship between the Worker and the Buyer is defined. In Joe’s case, because he was
temporarily part of Mavis’ team and his tasks
00:04:55 were directly managed by her, he was classified as a Contingent Worker. Remember that:
Worker, whose work is directly managed
00:05:03 by the Buyer, equals Contingent. Got it? Awesome!
00:05:08 The term Contingent, again, helps us clarify one way that the relationship of the buyer and the
worker can be defined.
00:05:15 However, there is another way that the relationship between WorkingNet and Joe can be
defined, one that is not as direct.
00:05:22 For example, let’s say that WorkingNet has decided to lease another floor in their corporate
headquarters building.
00:05:27 A construction project of this size and scope is completely outside of WorkingNet’s core
competency, so it will have to rely on outside firms—
00:05:35 such as architects and construction crews—to do the work to refurbish the floor. Now, because
WorkingNet lacks this expertise, none of the firms involved
00:05:44 will be directly managed by WorkingNet. This means that none of the workers involved will be
integrated into the

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00:05:49 WorkingNet workforce—they will remain under the direct management of the firms that employ
them.
00:05:55 The duties and expectations of the firms themselves are actually managed by the terms of the
contract under which they were engaged.
00:06:02 This contract is called a Statement of Work. So here’s what a Statement of Work means for
Joe:
00:06:08 Part of the refurbishment project calls for 500 workstations to be built Part of the refurbishment
project calls for 500 workstations to be built and networked to the central data hub. and
networked to the central data hub.
00:06:14 WorkingNet has decided to engage reCrewIT to work on this portion of the project.
00:06:19 So WorkingNet defines the project and the expectations and negotiates with reCrewIT to
determine such details
00:06:25 as the timeline, the deliverables, payment terms, and so forth. When the two companies have
reached an agreement, WorkingNet drafts
00:06:32 a contract—the Statement of Work—to explicitly set those terms. Now, under the Statement of
Work, reCrewIT agrees to supply 20 workers
00:06:40 to build the workstations and connect them to the central network hub. And our friend Joe is
one of those workers.
00:06:47 So then how do we define the relationship between WorkingNet and Joe? Well, just like when
Joe was integrated within the team at WorkingNet,
00:06:53 he is still really an employee of reCrewIT. But in this case, Joe is not integrated into a
WorkingNet team, he is instead
00:07:01 part of a reCrewIT team there to provide the contractually defined service of building and
networking the workstations.
00:07:07 His day-to-day tasks are not directly managed or measured by WorkingNet, but are instead
measured against the expectations set forth in the contract.
00:07:16 Thus, WorkingNet does not manage Joe—the Statement of Work does. Because the
Statement of Work defines the service that Joe and the reCrewIT
00:07:24 team are to provide, he is not considered a Contingent worker, but a Services worker.
00:07:29 So Buyer plus Statement of work plus Supplier plus Joe equals Services.
Let’s quickly recap:
00:07:39 The buyer is the organization that is looking for external workers. Pretty straightforward.
00:07:44 And the supplier helps connect the buyers with the workers. Got that? Perfect!
00:07:49 And finally, the worker is—get this—the person who is hired to do the work! Except…it’s not
quite that simple. Workers can be further classified
00:07:58 depending upon how the buyer chooses to engage them. For instance, if the buyer wants a
worker to essentially be a temporary part of
00:08:05 an internal team, the buyer will engage him or her as a Contingent worker. But this doesn’t
mean that the worker is a direct employee of the buyer company.
00:08:13 The worker’s day-to-day tasks are under the direct management of that company for a
specified period of time,
00:08:19 but is really employed by the supplier. Now if the buyer wants to hire a worker to deliver a
predefined service,
00:08:27 the buyer will contract with the supplier and define the specifics of the service that the worker
is to provide.
00:08:33 In that case, the worker is engaged as a Services worker and is working to produce a specific
deliverable, for a specific project, in a certain timeframe.
00:08:41 Thus, his or her duties are managed not by the company but by the statement of work.
00:08:46 And that’s it in a nutshell!

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Unit 2

00:00:05 SAP Fieldglass is a cloud-based solution for procuring and managing an external workforce.
It's a type of software known as a vendor management system, or VMS.
00:00:16 Before we dive into the SAP Fieldglass solution itself, let's get a foundational understanding of
what vendor management systems actually do
00:00:25 and how they serve the workforce staffing industry. This will give you some context into why
SAP Fieldglass is the industry-leader VMS.
00:00:34 By the end of this unit, you'll be able to describe what a vendor management system is,
explain how a vendor management system helps procure
00:00:44 and manage a contingent workforce, and identify the type of information that is managed by a
VMS.
00:00:52 Remember Joe? Say “hi” again, Joe. “Hi again Joe.”
00:00:57 Joe, as you know, is an experienced data network engineer. Joe is a WORKER
00:01:02 who was placed into a position by reCrewIT, an IT staffing firm SUPPLIER,
00:01:08 with WorkingNet, a BUYER, to supplement the company’s network engineering team.
00:01:14 But even though Joe’s work is being managed by WorkingNet, he actually works for reCrewIT.

00:01:19 WorkingNet pays reCrewIT for Joe’s services, and reCrewIT in turn pays Joe.
00:01:24 Now, that may not seem like it’s too convoluted of a process, but consider that WorkingNet is a
global organization with multiple offices
00:01:31 in multiple countries, each of which has different labor standards. And to top it off, each one of
those offices regularly requires several
00:01:39 external workers, often with overlapping terms of employment, and often requiring different
skill sets.
00:01:47 And though WorkingNet has an agreement with reCrewIT to supply workers, reCrewIT focuses
solely on IT professionals, and can’t provide
00:01:53 staffing for any other types of workers. In fact, this is true of a number of suppliers:
00:01:59 they often focus solely on specific types of workers, such as finance professionals, software
engineers,
00:02:05 or creative workers, as well as IT. This means that WorkingNet has to enter into agreements
with more than
00:02:11 one staffing supplier in order to meet needs in other areas of the company. So that’s lots of
workers in lots of places, recruited by lots of suppliers,
00:02:21 governed by lots of rules, all needing to be tracked and managed, and all wanting to be paid.
00:02:27 So how does WorkingNet keep track of all of the various Joes and reCrewITs with all of those
needs?
00:02:33 They use a Vendor Management System, or VMS. Literally a Vendor Management System is
a System that helps
00:02:41 organizations with the Management of their Vendors. That might seem to imply that a VMS just
tracks Suppliers,
00:02:48 but organizations like WorkingNet generally consider both Suppliers and Workers to be
vendors, so let’s expand the definition a bit.
00:02:55 Let’s say that a VMS is a cloud-based software application that helps manage all aspects of
non-employee labor and services.
00:03:05 With that in mind, one easy way to understand the value of a VMS is to consider what it’s like
to operate without one.
00:03:11 Without a VMS an organization really doesn’t have a basis for knowing whether a supplier is
charging reasonable and competitive rates for the

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00:03:18 workers that it’s supplying, or even if it’s supplying quality workers. Nor does it have an
efficient method of tracking
00:03:24 and managing the workers, so there is no insight into productivity or the value of the work
being done.
00:03:30 So a VMS gives customers like WorkingNet an efficient and automated process for hiring and
managing nonpermanent workers like Joe,
00:03:37 acts as a single point of reference for critical workforce decisions, helps companies monitor the
suppliers and control the cost
00:03:44 of their external workforce, and even helps keep track of the regulatory standards around the
world.
00:03:51 And yeah, if you haven't guessed by now, SAP Fieldglass is a VMS!
00:03:56 Ultimately, a VMS does what an organization wants out of any tool: it increases efficiency and
productivity, reduces costs,
00:04:03 helps gain a competitive advantage, and drives business growth. Having one system to house
all worker and supplier information is not
00:04:10 only cost effective but provides a single portal for complete visibility into the workers, the
suppliers, and the project.
00:04:18 Think again of the relationship between WorkingNet, reCrewIT, and Joe. What would be
needed in order for WorkingNet to attract,
00:04:25 hire, manage, and pay Joe? WorkingNet, which has the external position to fill,
00:04:31 would need to start by indicating that the position is available. It would use the VMS to create a
job posting,
00:04:37 which contains all the necessary information such as work dates, locations, and pay rates.
00:04:43 Since a VMS maintains a database of suppliers, that job posting would automatically be routed
through the VMS
00:04:49 to all appropriate suppliers that WorkingNet has contracted with. And because the suppliers
also have the VMS,
00:04:56 they would then use it to review the job posting, evaluate the job criteria, and match
appropriate candidates.
00:05:03 They would then use the VMS to forward information on those candidates to the hiring
managers back at WorkingNet.
00:05:09 WorkingNet, then, would review the candidates in the VMS and select as many as are needed.
Those selections would then be routed back to
00:05:15 reCrewIT so that it could provide the requested workers. Once hired, Joe would use the VMS
to fill out documents like an I-9,
00:05:23 a background check, as well as sign the contract for the position and enter his contact
information. That data would be maintained in the VMS
00:05:30 to make it more efficient to manage, track, and determine his eligibility for future positions once
his contract is up.
00:05:37 It also makes it easier for both WorkingNet and reCrewIT to track Joe’s time and expenses,
and ensures that both
00:05:43 reCrewIT and Joe get paid in a timely manner. And finally, when the project comes to an end,
Joe would have to follow
00:05:49 a particular exit procedure, and the VMS would help with that too! Overall, a VMS provides
total visibility into the workforce,
00:05:58 and companies like WorkingNet can automatically enforce contract compliance to reduce
costs, mitigate risk, improve quality,
00:06:05 increase operational efficiency, and make smarter buying decisions. And considering
WorkingNet’s global reach, a VMS can help
00:06:14 the company stay in compliance with labor regulations in any country so that it can make
appropriate hiring decisions

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00:06:20 anywhere in the world. Let’s quickly recap:
00:06:25 A Vendor Management System is a cloud-based application that allows both a Buyer company
and a Supplier company
00:06:30 to keep track of an external workforce. A VMS centralizes supplier and worker data to enforce
compliance,
00:06:38 manage costs, provide visibility into transactions, create efficient hiring practices, and ensure
quality hires.
00:06:45 And that’s it in a nutshell!

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Unit 3

00:00:05 While SAP Fieldglass takes a lot of the guesswork out of the process of procuring and
managing an external workforce,
00:00:12 it doesn't actually create or manage the process itself. Many organizations rely on what's
called the Program Management Office,
00:00:20 or PMO, to actually manage the processes. The Program Management Office is so named
because the processes themselves
00:00:29 are often referred to as a Program. So in this unit, we're going to take a look at a program
00:00:35 and see how it benefits an organization. We'll also explain the function of a Program
Management Office
00:00:42 and how it contributes to the efficient management of an organization's temporary workforce.
00:00:50 By the end of this unit, you'll be able to explain the purpose of a Program, describe the
components of a program,
00:01:00 summarize how a Program delivers value to an organization, and differentiate between a
PMO, an MSP, and a hybrid Program.
00:01:11 Let’s recap WorkingNet’s situation: It’s a global organization with offices in several countries,
each of which,
00:01:17 at various times, needs several different types of external workers. So that’s multiple hiring
managers in multiple departments
00:01:25 in multiple offices in multiple countries working with multiple suppliers to procure multiple
workers for multiple external positions.
00:01:33 Who, exactly, keeps track of all of that? If you guessed SAP Fieldglass, well, yeah, but you’re
only sort of right.
00:01:39 We discussed previously that SAP Fieldglass, as a VMS, helps connect buyers, suppliers, and
workers,
00:01:46 and also tracks and manages the transactions that occur between them. But how it does that
isn’t up to SAP Fieldglass,
00:01:52 or any VMS, for that matter, because the VMS is the Platform used to perform those tasks.
00:01:58 Because each individual company has its own unique labor needs, it also has its own unique
set of Processes that it uses to procure that labor.
00:02:07 And those processes and the platform, along with the People who administer them,
00:02:11 is often referred to as a Program. Remember that word: Program. It’s kind of important.
00:02:17 To be clear, a Program can consist of any set of processes that an organization uses to
perform any necessary business functions.
00:02:26 There can be a Program to manage IT functions, for instance, or security, or accounting, or
even overall business strategies.
00:02:33 But for our purposes, when we refer to the Program, we specifically mean the combination of
processes, people,
00:02:40 and platforms that govern the procurement and management of an external workforce.
00:02:46 An effective Program aligns a particular business need to the organization’s overall business
goals.
00:02:52 It streamlines the manner in which business gets done, and provides a clear, uniform path
toward achieving those goals.
00:02:58 So when organizations determine that they need a Program to govern external worker
procurement,
00:03:03 they usually target one or more of the following five business-driven objectives: Cost, Quality,
Visibility, Efficiency, and Compliance.
00:03:12 These objectives are fairly self-explanatory, but let’s take a moment to see what they might
mean to a company like WorkingNet.

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00:03:18 WorkingNet is, of course, a business, and like all businesses, it wants to make a profit. If it
overspends on external workers,
00:03:25 that will decrease its profits. The Program, then, helps ensure that WorkingNet enters into
agreements
00:03:30 with suppliers like reCrewIT to procure workers at the best possible rates.
00:03:35 By the same token, WorkingNet wants to get the highest caliber of workers possible, so it’s
Program makes sure that WorkingNet’s
00:03:42 hiring managers are hiring top talent into open positions. It also sets appropriate metrics for
worker performance
00:03:49 to ensure the highest return on investment. WorkingNet’s Program does this through
appropriate controls on
00:03:55 the procurement workflow so that the company can see how reCrewIT is actually supplying
workers.
00:04:01 Data standards and transaction analysis ensure visibility into reCrewIT’s recruitment practices.

00:04:07 These efforts ensure that what is often referred to as the “req to check” process is as
streamlined and efficient as possible.
00:04:14 This means that the procurement process is fast and economical, that open positions are filled
quickly with the highest caliber or workers,
00:04:21 and that transactions with reCrewIT are processed in a timely manner. And finally,
WorkingNet's Program includes mechanisms to
00:04:29 constantly monitor corporate and regulatory policies to ensure compliance with labor practices.

00:04:35 Also, with visibility into supplier procurement, WorkingNet monitors all transaction to ensure
that reCrewIT
00:04:41 is adhering to their contract. To successfully achieve its external worker procurement
objectives,
00:04:49 a Program adopts nine primary functions: [ narrator reading on-screen text ]
00:05:08 I know, that’s a lot. Don’t worry, you don’t have to memorize the list, but we’re going to take a
quick look at each function so you can get
00:05:14 an idea of how they help a company like WorkingNet drive its external worker procurement
Program.
00:05:19 We’ve looked at the process by which Mavis, a hiring manager at WorkingNet procures Joe, a
temporary worker.
00:05:25 But while Mavis makes the decision to hire Joe and manages his work while on her team, it’s
actually WorkingNet’s Program
00:05:32 that defines and maintains the standards by which workers are procured and managed.
00:05:36 This allows Mavis to concentrate on projects and on managing her team, while the Program
manages the worker procurement functions.
00:05:44 The same is true for managing Suppliers. Mavis works with reCrewIT to procure Joe,
00:05:49 but it’s the Program that actually monitors and manages the relationship – and the contract –
with reCrewIT.
00:05:56 It does this in part by monitoring, managing, and processing the transactions that flow between
WorkingNet, reCrewIT, and Joe.
00:06:03 The Program ensures that all transactions follow the correct workflows and that they adhere to
the agreements made between all stakeholders.
00:06:11 Through these three functions, the Program also manages the costs of the temporary workers.

00:06:15 So while WorkingNet keeps track of Joe’s hours and expenses, it also negotiates and
manages the rates that reCrewIT

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00:06:22 is charging for Joe’s services. WorkingNet’s Program continuously reviews its processes to
ensure
00:06:28 that it is effectively meeting company and stakeholder goals. It constantly streamlines
procedures to make worker procurement
00:06:35 and management easier and more efficient. By analyzing worker data, enforcing compliance
policies,
00:06:42 and reviewing the regulatory environment, the Program mitigates the risks to WorkingNet,
providing a level of security to its business processes.
00:06:51 Change management is important to every organization. When policies or procedures change,
it is the Program that ensures
00:06:57 the proper communication has been sent to internal stakeholders, as well as Suppliers and
Workers.
00:07:02 The Program also communicates any configuration changes in the SAP Fieldglass
application...
00:07:08 Which means that, yes, the Program is also responsible for maintaining WorkingNet’s instance
of SAP Fieldglass.
00:07:15 Since the application is configured to WorkingNet’s specific procurement processes, the
Program ensures that
00:07:20 the processes and the platform are properly aligned. And users of SAP Fieldglass are always
going to have questions,
00:07:27 require training, and need guidance in the application, and WorkingNet’s Program is the first
line of support
00:07:33 for WorkingNet’s end users. Now, it should be reiterated that SAP Fieldglass
00:07:38 doesn’t build an organization’s Program, set its goals, manage its functions,
00:07:43 or determine procurement workflows. However, the application can be configured to fully
support the Program.
00:07:49 So then, if SAP Fieldglass doesn't manage the program... ...who does?
00:07:56 Until now, we’ve talked about Programs as if they were self-managed entities that spring up
organically within organizations.
00:08:03 That, I’m sure you’ve guessed, is not the case. Programs result from an organization
recognizing a need
00:08:08 to create efficiencies and control the costs of specific, continuous business processes, such as
procuring external labor.
00:08:15 In order to do that, many companies will create what are called Program Management Offices,
or PMOs.
00:08:22 A Program Management Office, as the name indicates, is a group or department within an
organization that manages a Program.
00:08:29 A PMO helps improve an organization’s overall performance by maintaining the standards of
the Program and aligning
00:08:35 its processes to the organization’s goals. So where the platform automates the processes,
00:08:41 the people define and manage the processes. The PMO makes up portion of the People
aspect of the Program,
00:08:48 working along with an organization’s stakeholders, suppliers, and workers, to ensure a smooth
and effective Program.
00:08:55 Indeed, the PMO’s functions are so completely aligned with the Program’s goals, you will often
hear of a PMO
00:09:01 referred to simply as the Program. The terms will sometimes be used interchangeably.
00:09:09 But what if a company doesn’t necessarily want to handle the management of external workers
with an in-house Program Management Office?

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00:09:15 Who, then, actually handles the management of the Program? In such a case, the company
can engage a third-party vendor.
00:09:22 That third-party vendor is what’s known as an MSP, or Managed Service Provider. The service
that the MSP provides is, of course,
00:09:31 managing the company’s external labor procurement Program, taking the place of an in-house
PMO.
00:09:37 It’s also possible that the buyer could manage the Program with a combination of the two,
whereby, for instance,
00:09:42 the in-house PMO maintains the standards and manages the MSP, while the MSP actually
performs the procurement functions
00:09:50 and manages the VMS. These distinctions are important, because how the SAP Fieldglass
application
00:09:56 is configured depends greatly on who is managing what aspects of the external labor
procurement process.
00:10:02 But regardless of whether the Program is managed by an internal PMO or an external MSP, or
some combination thereof,
00:10:10 SAP Fieldglass is flexible enough to work with all of the players, Buyer, Supplier, PMO, MSP
... even the Worker!
00:10:22 Let’s quickly recap: A Program is a combination of processes, people, and platforms
00:10:28 that helps create and maintain efficiencies in the functions necessary for maintaining a
business.
00:10:33 Specific to SAP Fieldglass, it governs the procurement and management of an external
workforce.
00:10:39 The PMO—or Program Management Office—is a group or department that manages that
organization’s external workforce management program.
00:10:47 The PMO is responsible not only ensuring that the processes and procedures are adhered to,
but also for the day to day operations
00:10:54 of the program itself through the procurement and management of external workers.
00:11:00 The MSP—or Managed Service Provider—is a 3rd-party vendor that helps manage the
external workforce program.
00:11:06 Companies that do not want to manage external labor procurement with an in-house PMO
would use an MSP to manage their Program.
00:11:14 And that’s it in a nutshell!

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Unit 4

00:00:05 So now that you know the basics of the external staffing industry, how a VMS helps efficiently
procure workers within that industry,
00:00:13 and how companies use Programs to manage their procurement processes, we can now take
a look at the SAP Fieldglass solution itself.
00:00:22 You'll see how the SAP Fieldglass VMS is used to procure and manage a temporary
workforce.
00:00:29 We'll briefly illustrate just one of the many ways that SAP Fieldglass can be used. By the end
of this unit, you'll be able to
00:00:37 differentiate between the contingent services and profile worker modules within SAP
Fieldglass,
00:00:45 explain how customers and partners use SAP Fieldglass to procure contingent workers,
identify types of contingent worker information managed by SAP Fieldglass,
00:00:56 and distinguish between the types of SAP Fieldglass users. SAP Fieldglass provides
customers with an efficient process
00:01:05 for hiring and managing external workers. The application acts as a single point of reference
for critical
00:01:10 workforce decisions and helps companies monitor and control the cost of their external
workforce.
00:01:16 In fact, SAP Fieldglass helps manage the entire external worker procurement process, from
job posting to hiring to
00:01:24 time management to invoicing. How it does that depends entirely
00:01:27 upon the customer’s business requirements. It is a highly configurable application,
00:01:32 so there are multiple ways that external workers can be managed. Let’s briefly run through one
possible workflow illustrating
00:01:39 how to procure and engage a Contingent worker, then we’ll back up and show you how
00:01:44 the workflow is handled in SAP Fieldglass. We’re going to break the process into three stages

00:01:50 to make it easier to follow and show how the various users will enter information in SAP
Fieldglass.
00:01:56 The three stages will show how SAP Fieldglass is used to Procure, Engage, and Pay a
Contingent worker.
00:02:04 Say hello again to Mavis, the manager of network engineering at WorkingNet.
00:02:09 Mavis needs a temporary external worker to supplement her team for a short-term project.
00:02:14 Though Mavis’ official title is Manager of Network Engineering, for the purposes of worker
recruitment and staffing,
00:02:20 she is referred to as the HIRING MANAGER because she is the person at WorkingNet
00:02:24 who is requesting the external worker. The first thing Mavis must do to fill the network engineer

00:02:30 position is to actually post the position as being available. Now, Mavis doesn’t actually post the
position to a
00:02:36 job board like Monster, or CareerBuilder, or Indeed. As the hiring manager, Mavis doesn’t get
directly
00:02:42 involved in marketing the open position at all. Instead, Mavis creates the job posting from a list
of
00:02:48 job posting templates WorkingNet’s PMO has made available in SAP Fieldglass.
00:02:53 These templates consist of job duty descriptions, pay rates, work hours, worksite locations,
00:02:59 and other such information. Once the job is posted in SAP Fieldglass,

11
00:03:05 it is sent through for review and approval by Brian at WorkingNet’s PMO
00:03:09 —or any other approvers within WorkingNet— to verify that the information on the job posting
is
00:03:14 correct and the budget is available. When the position is approved,
00:03:18 the job posting is distributed to select Suppliers that WorkingNet has partnered with.
00:03:23 These suppliers, like re:CrewIT, receive and review the job posting, interview potential
candidates,
00:03:29 and submit to WorkingNet a list of job seekers who meet Mavis’ criteria for the position.
00:03:35 Brian at the PMO reviews the list of viable job seekers and creates a shortlist for Mavis,
00:03:40 who then selects candidates to interview. Mavis decides she wants to hire Joe,
00:03:45 an experienced data network engineer, so she creates a work order for Joe,
00:03:49 which is routed again to the PMO and any other approvers at WorkingNet
00:03:53 to approve the work order. Once approved, both the PMO and the Supplier are notified,
00:03:59 and Joe is directed to register in SAP Fieldglass. Joe then uses SAP Fieldglass to track and
submit his time
00:04:07 and expenses, which are sent to Mavis for approval. When Mavis approves Joe’s time and
expenses,
00:04:13 an invoice is auto-generated on behalf of re:CrewIT, who then pays Joe.
00:04:18 OK, so that was a quick overview of a typical Contingent labor transaction using SAP
Fieldglass.
00:04:24 Next, we’ll go through this process flow again to show how the transaction is actually handled
00:04:29 in the SAP Fieldglass application. The first thing Mavis needs to do is create a job posting.
00:04:36 As it happens, WorkingNet has configured SAP Fieldglass to use the PMO Assisted Workflow,

00:04:41 which allows an organization’s Program Management Office to assist the Hiring Managers with
completing a Job Posting.
00:04:49 This means that Mavis only has to complete the setup page, which is the first page of the Job
Posting;
00:04:54 the Program Office completes the rest. Keep in mind that there are several options for how
00:04:59 an organization can configure this workflow, so the one we are showing here is specific to
00:05:04 WorkingNet’s business need and is just one of many options. Mavis can search for Job
Posting templates either by
00:05:11 using the list view or by using the card view. Card view shows her the Job Posting Templates
00:05:16 she has recently used. Because Mavis is looking to hire a data network engineer,
00:05:22 she searches for and selects a Job Posting Template for that position.
00:05:27 She fills out the necessary information for the job posting. Some of the information on it is
provided by default
00:05:34 based on the template and based on the user’s settings, but Mavis can change or update this
information if needed.
00:05:41 Mavis enters specific information related to this position such as start and end dates,
00:05:47 a description of the job posting (if additional information is needed
00:05:50 from what’s already included on the template), the site where the person will work,
00:05:54 the business unit (or the department they will belong to), and the cost Center,
00:06:00 which is where the budget for the worker will come from. The PMO Assisted Workflow ensures
a more efficient
00:06:09 user experience for Hiring Managers and allows the PMO to take action
00:06:14 on specific activities on the Job Posting, such as ensuring rates and rules
00:06:19 are set up correctly for the position. In WorkingNet’s configuration,

12
00:06:24 the Job Posting goes to the PMO to be reviewed and edited after being submitted by Hiring
Managers.
00:06:30 So when Mavis has completed the job posting it goes to Brian, the PMO user, for review.
00:06:37 The SAP Fieldglass application sends Brian a notification of a task needing to be completed,
known as a Work Item.
00:06:44 So Brian reviews the first page of the Job Posting that Mavis has submitted.
00:07:01 On the second page, called the “Augment” page, Brian reviews the information on the job
posting, particularly:
00:07:08 Qualifications: which specify what skillsets are required or desired for this position.
00:07:13 Timesheet & Expense Sheet settings: which affect what type of timesheets and expense
sheets
00:07:17 apply for the worker. Rate information: which sets up the requested or defined
00:07:23 rates for the position and helps determine what the estimated spend will be for this position.
00:07:28 And lastly, there are Rules that can be edited on the Job Posting. For example, Brian can set,
the maximum number of
00:07:36 Job Seekers that can be submitted for the open position. This helps ensure Suppliers only
submit their best candidates.
00:07:43 All of this information can be defaulted on the Job Posting Template. It can also be locked or
updated as needed,
00:07:49 depending upon the rules set up for the posting. Brian clicks Update and submits the Job
Posting for approval.
00:07:56 From there, goes through the remainder of the approval process that WorkingNet has
determined is appropriate.
00:08:02 So in WorkingNet’s workflow, it goes to Human Resources for review and approval.
00:08:06 The HR representative reviews the Job Posting and approves. As with everything in SAP
Fieldglass,
00:08:17 there are many ways that approvals can be configured; it depends on the needs of the
organization.
00:08:21 It is also important to note that, if configured, approvals can be sent through email so that
approvers can
00:08:27 approve via email instead of having to log into the application from their desktop.
00:08:33 The Audit Trail displays approvals and the status of those approvals in the application.
00:08:38 Users can track the approvers as well as the date and time stamp of each approval.
00:08:43 WorkingNet has set a distribution list to automatically distribute the Job Posting to a predefined
list of
00:08:49 Suppliers who can procure data network engineers . So once all approvals have been made,
00:08:54 the Job Posting goes to Suppliers that WorkingNet has contracted with for job positions such
as this one.
00:09:01 Suppliers receive the Job Posting from WorkingNet in the SAP Fieldglass Application.
00:09:06 Sheila, at re:CrewIT, receives the Job Posting and finds the perfect candidate: Joe.
00:09:12 Sheila responds to the Data Network Engineer Job Posting and submits Joe as a Job Seeker
in SAP Fieldglass:
00:09:27 When responding, Sheila includes information such as: Joe’s availability,
00:09:32 Joe's resume, Joe’s qualifications, and
00:09:37 The rate for Joe, based on what was requested by WorkingNet In addition to re:CrewIT, other
Suppliers who have received
00:09:48 the Data Network Engineer job positing also respond and submit a list of Job Seekers.
00:09:53 Brian reviews all of the submitted Job Seekers and evaluates which ones best meet the
defined criteria for the position.

13
00:10:00 He compares them, evaluates them against the Job Posting requirements,
00:10:04 and creates a shortlist of the best candidates. By shortlisting a candidate, Brian is allowing that

00:10:14 Job Seeker to be visible to Mavis. This is a configuration option that prevents Hiring Managers

00:10:20 from being inundated with unqualified Job Seekers. Mavis receives a Work Item notifying her
00:10:28 that she has job seekers to review. Now she can evaluate Joe and the other candidates
00:10:33 that were shortlisted by Brian. Mavis reviews and interviews the job seekers
00:10:38 and decides that she wants to hire Joe. She goes to his Job Seeker profile
00:10:42 and selects ‘hire’ to initiate the Work Order create process. So now Mavis is beginning to
engage the worker;
00:10:49 taking steps to bring Joe onto her WorkingNet team. Creating a Work Order is generally easy,

00:10:55 as the information is pulled directly from Job Posting and Job Seeker documents.
00:11:04 What Mavis sees as Requested is information that came from the Job Posting.
00:11:09 The Presented column shows the information from the Job Seeker, what the Supplier
(re:CrewIT) presented
00:11:14 back when submitting Joe for the Data Network Engineer position. The Final Terms column
indicates what
00:11:20 the final terms are for this Work Order. Mavis submits the Work Order for Joe.
00:11:25 It goes through all of the reviews and approvals that have been configured for WorkingNet.
00:11:34 When Brian logs in, he sees the status of the Work Order as Pending Review.
00:11:39 As per WorkingNet’s workflow, Brian reviews, edits, and approves the Work Order prior to any
additional approvals.
00:11:46 He submits it and the Work Order status changes to Pending Approval.
00:12:00 Many customers only require the committed spend to be approved once if it does not exceed
the estimated spend
00:12:06 noted on the Job Posting. In this case the spend was already approved on the Job Posting,
00:12:12 and since the spend did not increase on the Work Order, it does not require additional
approval.
00:12:17 This reduces redundant approvals and ensures that unnecessary approvals don’t slow down
the process.
00:12:24 The Work Order is routed through the approval chain in WorkingNet and, when fully approved,

00:12:29 it goes into a Created status and is sent to re:CrewIT, the Supplier, to review and provide final
acceptance.
00:12:38 Sheila at re:CrewIT approves and accepts the Work Order, and as a result Joe is ready to be
onboarded to Mavis’ team.
00:12:45 Onboarding activities can be configured in SAP Fieldglass. For example, Joe must get a drug
screen and background
00:12:52 check before he can start at WorkingNet. These two activities can be tracked in SAP
Fieldglass.
00:12:59 When onboarding activities are complete and Joe is allowed to begin, Brian activates the Work
Order.
00:13:05 Activating a Work Order indicates that WorkingNet is ready for Joe to start and that any
onboarding activities
00:13:11 required for him prior to his start have been completed. When Brian activates the Work Order,

00:13:21 the SAP Fieldglass application sends Joe an email instructing him to register in the application,

14
00:13:27 and creates a Worker record for him once his registration is completed.
00:13:36 As soon as Joe registers, a worker ID is created for him so he can access SAP Fieldglass to
submit Timesheets and Expenses.
00:13:44 Once Joe has started his job and worked his first time period, he will need to submit his
timesheet.
00:13:51 Joe enters into his timesheet the hours he has worked. WorkingNet has configured SAP
Fieldglass
00:13:57 to default hours on his timesheet, so submitting his hours is much simpler for Joe.
00:14:03 When Joe submits his timesheet, it is submitted to WorkingNet for approval.
00:14:07 Timesheets are usually approved by the worker’s supervisor. So Mavis checks Joe’s work
hours against the Work Order’s budget.
00:14:23 She sees that it is accurate, so she approves Joe’s timesheet. Once all approvals are
completed, the Auto Invoice configuration
00:14:35 setting in SAP Fieldglass automatically creates an invoice on behalf of the supplier.
00:14:41 The invoice contains the Bill Rate, which is what the buyer is paying; the MSP Fee, which is
the fee the MSP charges for its services;
00:14:49 and the Supplier’s rate, which is what is paid to the Supplier. With the Standard Invoice
Download configured
00:14:55 in SAP Fieldglass, the invoice is sent to WorkingNet’s Accounts Payable system after its
created.

15
Unit 5

00:00:05 We've looked at how SAP Fieldglass is used for procuring external workers that are defined as
contingent or temporary workers -
00:00:12 those who may be brought in for a specific purpose, but whose work is managed by someone

00:00:16 within the buyer's organization. But there's a whole different category of workers that can
00:00:21 be procured and managed by SAP Fieldglass. The services worker.
00:00:27 In fact, SAP Fieldglass supports the entire services procurement lifecycle, not just the
management of services workers.
00:00:36 In this unit, we'll take a high level look at services and why organizations typically procure
services workers.
00:00:43 You'll learn about statements of work, often called SOWs, and how they may be used to
procure services
00:00:49 and engage workers across a variety of labor categories. By the end of this unit, you'll be able
to:
00:00:56 define services in services procurement, explain why organizations procure services,
00:01:04 identify the common types of services, distinguish between an SOW bid and a statement of
work.
00:01:12 Before we begin, let's just do a little refresher check to make sure you
00:01:16 remember the distinction between what we at SAP Fieldglass call contingent workers and
services workers.
00:01:22 Though the term "contingent" is often used to define all types of temporary workers, at SAP
Fieldglass, a contingent worker refers to a temporary employee
00:01:31 whose day-to-day tasks are managed by a buyer. A statement of work is negotiated by the
buyer and the supplier
00:01:38 and defines all of the specific services to be rendered. Any worker supplied under an SOW
00:01:43 is considered a services worker. SAP Fieldglass supports both types of workers, of course,
00:01:50 but before we dive into how, let's spend a little more time talking about what services
procurement is,
00:01:56 and why organizations might typically procure services workers. With the world changing at
nearly light speed,
00:02:03 necessity often outpaces expertise. When this happens in the business world,
00:02:08 many companies turn to outside service providers to fill in any gaps, at least temporarily.
00:02:13 Just as often though, companies will use third-party services to provide expertise in growth
areas,
00:02:18 or even to maintain necessary business functions, while regular employees engage in core
business areas.
00:02:25 Take, for instance, WorkingNet, which has experienced unprecedented growth
00:02:29 over the past year. To accommodate its expanding employee base,
00:02:33 the company has decided to lease another floor in its Chicago headquarters building.
00:02:37 The floor is to be completely redesigned to suit WorkingNet's unique culture,
00:02:41 including a collaborative floor plan, several conference rooms, several telephone rooms,
00:02:46 some small break areas, and brand new, state-of-the-art data networking hubs.
00:02:52 Though networking is certainly WorkingNet's core competency, most of the tasks involved,
00:02:57 such as plumbing or general construction, are not networking hubs
00:03:01 handled entirely by the company's employees. Even if WorkingNet did have the skills to handle
this expansion internally,
00:03:07 it might not be cost-effective to reallocate employees who would otherwise be engaged

16
00:03:12 in the company's core business. Thus, WorkingNet will have to rely on outside resources
00:03:17 to complete the new office redesign. However, when securing the talent necessary to complete

00:03:22 a project of the size and scope, WorkingNet can't simply select from a pool of workers
00:03:27 because, again, the company doesn't have the expertise to manage and guide the workers.
00:03:33 So in order to effectively complete this project, WorkingNet will need to engage a number of
third-party suppliers
00:03:39 with very specific skillsets who can work independently.
00:03:43 For instance, WorkingNet will first have to engage with an architectural firm
00:03:47 to help with the design of the floor plan. But it will also have to bring in a construction firm
00:03:52 to actually build out the floor. And though WorkingNet's expertise is computer networking,
00:03:57 it will work with an outside networking firm to help with the installation of the office's
communication systems.
00:04:03 It will also hire an interior design firm, electricians, plumbers, and other firms to help with the
actual construction of the floor.
00:04:11 This level of supplier engagement will require strict definitions of expectations, deliverables,
costs,
00:04:18 and completion milestones. The inclusion of such specific criteria
00:04:22 moves this beyond just contingent labor procurement. Instead, this project requires what is
called services procurement.
00:04:30 Think of services procurement in the same way you'd think about the procurement of goods.
00:04:35 Consider that as part of the new floor in its headquarters, WorkingNet is building out 500 data
hub workstations,
00:04:41 which are high-tech network cubicles. WorkingNet can supply the networking hardware
00:04:45 for the workstations, but would need to purchase 500 cubicle kits -
00:04:50 that's goods procurement. But what exactly does WorkingNet do with the 500 cubicle kits
00:04:56 once it procures them? Cubicle assembly is not WorkingNet's expertise.
00:05:00 So in order to get the cubicles assembled, configured, and put to use, WorkingNet will contract
with a company
00:05:06 that specializes in assembling modular office furniture. That company will then perform the
service
00:05:12 of assembling and configuring the cubicles, so that they can actually be put to use.
00:05:16 Service procurement, then, is exactly what it sounds like - the procurement of a service to be
performed.
00:05:23 What makes the procurement of services distinct from the procurement of a contingent
workforce
00:05:28 is that an organization that uses a contingent workforce, even if for a specific project,
00:05:33 is directing and managing the day-to-day tasks of those workers. In the simplest of terms,
00:05:38 the only criteria asked for when procuring contingent workers is a skillset and a quantity of
workers.
00:05:45 Services workers, on the other hand, are contracted to perform specific functions within
specific parameters
00:05:51 for specific costs, with the expectation of a specific outcome,
00:05:55 and usually within a specific timeline. The skillset and quantity of workers, then,
00:06:00 is wholly dependent upon both the service to be performed and the expected outcome.
00:06:05 The buyer organization is defining and contracting for the service. The workers are, in a sense,
an extension of that need.
00:06:13 To put it another way, it's the difference between saying,

17
00:06:16 "WorkingNet needs 20 workers to assemble office cubicles" or, "WorkingNet needs 500 office
cubicles assembled".
00:06:23 The differing perspective on the need will determine whether WorkingNet will hire a quantity of
contingent workers,
00:06:29 or whether it will procure a third-party assembly service. Once the decision is made to staff the
project with outside service providers,
00:06:38 WorkingNet will have to determine the type of service providers it should procure.
00:06:42 Services are identified by what are called service categories. Similar to industry classifications,

00:06:48 service categories basically describe the type of work that is to be done by determining what
industry the work falls within,
00:06:54 such as IT, construction, architecture, and plumbing. Since there are several distinct outcomes
necessary
00:07:01 for WorkingNet to get a functional new office, they will likely engage within several service
categories.
00:07:07 Another important consideration is how WorkingNet plans on engaging with the service
providers.
00:07:12 For example, will the vendors be engaged for a short-term project, or will they be contracted
on a long-term basis
00:07:18 to provide a continuing service? Are they folding the vendor into the organization
00:07:23 to facilitate a functional partnership, or delineating a clear buyer and vendor separation?
00:07:28 Such distinctions are defined by what are called engagement patterns, which essentially
defines the relationship between WorkingNet and the vendors.
00:07:36 One common engagement pattern is the independent contractor. An independent contractor is
an external worker
00:07:43 who was contracted to provide a specific service on a short-term basis.
00:07:47 What makes an independent contractor distinct from a general external worker is that the
independent contractor is contracted directly,
00:07:54 as opposed to being hired through a third-party supplier or procured as part of a larger project.

00:07:58 WorkingNet, for example, may want to engage a graphic designer

00:08:01 to help its marketing department with an advertising campaign. If they contract directly with the
graphic designer,
00:08:07 that worker would be classified as an independent contractor. A business process outsource
engagement,
00:08:14 on the other hand, is one in which a group of people is contracted to perform a common,
necessary business function,
00:08:20 usually on a long-term basis. It is, as the name implies, the outsourcing of a business process.

00:08:26 For example, WorkingNet may not be interested in, say, managing an internal department to
procure and manage its external workforce,
00:08:33 so it may contract with an MSP, and that MSP would be classified as a BPO engagement.
00:08:39 I know... alphabet soup. Just remember that the MSP is the firm contracted to do the work,
00:08:44 while the BPO is the manner in which the MSP is being engaged. But for its office redesign,
00:08:51 WorkingNet will engage with vendors on a project basis. This means that WorkingNet will
engage with the vendors
00:08:57 as defined by the project, and only for the duration of that project.
00:09:01 It is not an independent contractor engagement because it is procuring a group of workers, as
opposed to a single worker.

18
00:09:08 And it is not a BPO engagement because the workers will not be managing business
processes
00:09:12 over a long period of time. So now that WorkingNet has defined the project,
00:09:18 the types of vendors it must engage, and the manner in which it will engage them,
00:09:22 it can move forward with actually procuring them. WorkingNet, like most mid-size to large
organizations,
00:09:28 finds and engages suppliers through what is called a procurement office. A procurement office,
as the name implies,
00:09:35 is a team dedicated to finding and obtaining goods and services at the best price.
00:09:41 Remember the 500 cubicle kits that WorkingNet needs to procure in order to build the data
hub workstations?
00:09:47 The procurement office would find suppliers for the cubicles, determine the best supplier,
00:09:51 and negotiate with that supplier for the best terms to purchase the kits.
00:09:55 Likewise, they would also find and engage a service provider to build out the cubicles
00:10:00 and make sure they're properly networked to the main communications hub. However, in the
same way that the cubicle supplier
00:10:07 wouldn't also supply drywall, paint, or nails, the service provider that builds the cubicles
00:10:12 wouldn't provide carpenters to construct meeting rooms. This is because many suppliers tend
to focus within specific service categories,
00:10:20 such as how reCrewIT supplies only IT workers. And because WorkingNet's project requires
such a wide array of services,
00:10:27 WorkingNet will necessarily have to engage and negotiate with more than one service
provider,
00:10:31 within more than one service category. Some procurement offices,
00:10:36 particularly those that are relatively new, may need to thoroughly research and vet suppliers
00:10:41 in order to appropriately staff their projects. However, most established procurement offices
already have
00:10:48 lists of preferred vendors, with whom they've established favorable relationships,
00:10:52 and WorkingNet's procurement office is no different. And since the procurement office has
already worked
00:10:57 with a number of the suppliers they require, they would request bids from those suppliers.
00:11:02 For those areas in which they don't already have a preferred vendor, the procurement office
will research and invite new suppliers to bid.
00:11:10 WorkingNet will still need to determine the cost of each service provider, so it will send each of
them what is called an SOW bid,
00:11:17 which is exactly as it sounds. WorkingNet is requesting that each vendor send a bid proposal,

00:11:22 essentially detailing what they would charge to work on the project. The SOW bid generally
explains the project as a whole,
00:11:32 and details the specific service that particular supplier is expected to provide. Those
expectations include the criteria mentioned earlier -
00:11:40 project scope, deliverables, costs, completion milestones, and so on.
00:11:45 For instance, the project requires the installation of telecommunications equipment.
00:11:49 So the SOW bid would specify the expectations of the telecommunications installation vendor.

00:11:56 When the SOW bids have been returned, WorkingNet's procurement office begins evaluating

00:12:01 and comparing the bids. The evaluation process is, of course,

19
00:12:05 dependent upon the level of importance WorkingNet places on each of the project
requirements,
00:12:10 as well as how each vendor proposes to fulfill them. After a careful review of the SOW bids,
00:12:15 WorkingNet ultimately decides what vendors to engage. However, just because these
suppliers have been chosen,
00:12:22 it doesn't mean that the parameters of the project have been firmly established.
00:12:25 There is still room for further negotiation. So even though WorkingNet's procurement office
00:12:30 has chosen the vendors, it is still determined to contract for the most favorable terms possible.

00:12:36 The procurement office, after all, isn't simply about acquisition, it's about acquiring the highest
quality product or service
00:12:42 for the best price. The vendors, for their part, want the same thing,
00:12:46 so even though the bid has been accepted, the terms of the agreement can still be in flux.
00:12:52 This is when WorkingNet begins developing a statement of work, or SOW, which, as you
already know,
00:12:57 is essentially a document that defines the project in explicit detail, including exactly what the
suppliers are to do,
00:13:04 when they are to do it, and how they are to be paid for doing it.
00:13:07 Since this project requires multiple suppliers, each supplier would get a separate SOW
00:13:13 detailing their portion of the project, determining things as the start and end dates,
00:13:17 the scope of the project, the budget, the payment terms, milestones, deliverables, and so on,
00:13:23 any necessary equipment or workers involved, and perhaps even how each vendor will have
to work
00:13:28 with the other vendors. When WorkingNet finishes a draft of the SOW,
00:13:33 it is routed to the supplier for review. This, essentially, is the negotiation process.
00:13:38 The SOW is sent back and forth until both parties agree on the terms. The SOWs are finalized
and approved,
00:13:45 and work on the project can begin. And from this point forward,
00:13:49 both WorkingNet and the service providers, the buyers and suppliers,
00:13:52 will use SAP Fieldglass to monitor and track progress, and approve agreed-upon milestones
for payment
00:13:59 once the work is completed. Let's quickly recap.
00:14:03 Services procurement is the acquisition and engagement of external resources to perform
certain functions or complete certain projects for an organization.
00:14:12 There are many reasons why an organization would use external service providers,
00:14:16 the most common being that it has a business need that falls outside of its core expertise.
00:14:21 The company, then, would rely on an external provider to deliver that particular service
00:14:26 so that the company can remain focused on their business. The manner in which an
organization engages with a service provider
00:14:33 is driven, in part, by the category of service that is required by the organization,
00:14:38 such as IT services or financial services, or construction, or dozens of other service
categories,
00:14:43 and also by what are called engagement patterns. Engagement patterns indicate, in a sense,
00:14:48 how the provider will interact with the buyer. Will it, for instance,
00:14:52 be a short-term project or a long-term continuing service? Will the provider be embedded
within the organization
00:14:57 or remain completely independent? The duties and expectations of the service providers
00:15:03 are actually managed by the terms of the statement of work, the contract under which they are
engaged.

20
00:15:08 A statement of work prescribes, among other things, what work will be done, when,
00:15:12 and what will result from that work. Most services are directed by the SOW,
00:15:17 rather than by any direct, day-to-day involvement of the buyer.

21
Unit 6

00:00:05 Now that you have the foundational understanding of services, let's take a look at how SAP
Fieldglass is used by organizations
00:00:12 to procure and engage services. In this unit, you'll get a basic demonstration
00:00:18 of how services module is used to store, engage, manage, and pay service providers.
00:00:25 By the end of this unit, you'll be able to: differentiate between the contingent, services, and
profile worker modules
00:00:33 within SAP Fieldglass, explain how customers and partners can use SAP Fieldglass
00:00:40 to procure services, identify types of services provider information
00:00:44 that is managed by SAP Fieldglass, and distinguish between the types of SAP Fieldglass
users.
00:00:52 Organizations today frequently engage with third-party vendors
00:00:55 to provide various functions and services. These organizations use contracts called statements
of work, or SOWs,
00:01:03 to manage these third-party vendors. For instance, consider WorkingNet.
00:01:08 Its employee base has been expanding rapidly, so the company has decided to lease another
floor
00:01:13 in their Chicago headquarters building. The floor is to be completely redesigned
00:01:17 and include a brand new, state-of-the-art data networking hub, which will be linked to 500
workstations placed
00:01:24 throughout the floor. Mavis, who manages the data networking department at WorkingNet,
00:01:28 will be overseeing the build-out of the data hub workstations.
00:01:32 She will need to engage third-party vendors to help with the project.
00:01:36 Mavis has been working with Sheila from ReCrewIT, an IT personnel and services provider,
00:01:41 to outline and detail exactly how ReCrewIT will provide the services necessary
00:01:46 to build out the data hub workstations. Let's take a closer look at ReCrewIT's statement of
work,
00:01:51 which details the terms that WorkingNet and ReCrewIT have negotiated to install a data hub in
a communications closet on the floor,
00:01:59 connect the hub to 50 workstation locations throughout the office, and wire each workstation to
allow for up to six computers
00:02:06 to be plugged into the network. Specifically, ReCrewIT's SOW specifies
00:02:11 that their portion of the project is to begin on August 1st and end on August 30th,
00:02:16 with the data hub to be completed by August 8th, the floor wired and connected to the
workstations by August 25th,
00:02:24 and the workstations built and connected by August 30th. The SOW further indicates that
WorkingNet
00:02:31 will engage 20 ReCrewIT employees for the project, three workers to build the data hub,
00:02:36 eight technical workers to connect the hub to the 50 workstation locations,
00:02:41 eight senior technical workers to build and connect the workstations themselves,
00:02:45 and one project manager. Finally, the SOW specifies that WorkingNet is to pay ReCrewIT
00:02:51 an amount not to exceed $200,000 for the project, with $75,000 due at 50% completion,
00:02:59 $100,000 due at 100% completion, and an hourly rate of $175 for the project manager,
00:03:07 not to exceed a total of $25,000. And because the cost of the workers, technical workers,
00:03:13 and senior technical workers was negotiated as part of the overall project,
00:03:17 their time will track at an hourly rate of zero. Having negotiated the terms of the SOW,

22
00:03:23 Mavis and Sheila are now ready to set up the statements of work in the SAP Fieldglass
application.
00:03:29 Mavis initiates the creation of the statement of work in SAP Fieldglass.
00:03:34 She navigates to the Create menu, and selects "Statement of Work" from the "Services"
section.
00:03:39 Mavis select the appropriate classification first. This represents the service category of the
work being done.
00:03:46 She'll select IT since this is an IT project. This in turn derives which suppliers and templates
00:03:52 will be available for the statement of work, as classifications are associated to suppliers and
SOW templates
00:03:58 in SAP Fieldglass. The suppliers listed here are those that are associated
00:04:07 to the IT classification. ReCrewIT is the supplier she negotiated with upfront to complete this
project,
00:04:13 so she selects them. At least one SOW template is required to create an SOW.
00:04:23 This allows for SOW creation to be standardized and more efficient by having many rules and
settings already defaulted.
00:04:31 Templates are created in advance during implementation and configuration of the application,
00:04:35 but can be updated by a buyer-user with appropriate permissions at any time.
00:04:40 Mavis selects the "Fixed Bid - IT Services" template since it matches the type of project
00:04:45 that WorkingNet is undertaking. Now Mavis can begin adding the SOW details.
00:04:55 The SOW name defaults to the template name, but can be edited for the specific project.
00:05:00 She changes the name so that the SOW is easily identifiable. A numeric internal code is
available for buyer-company use,
00:05:08 typically for tracking purposes. It is visible to the buyer only.
00:05:12 Mavis specifies the duration of the project by entering the start and end dates.
00:05:18 She indicates to ReCrewIT that the project should start on August 1st,
00:05:26 and end on August 30th. Here Mavis enters the maximum budget
00:05:31 for this project, $200,000. Though this is optional information,
00:05:35 it's useful for tracking how items added to the SOW affect the total budget.
00:05:44 Mavis then reviews the clauses. Clauses are used if there is a legal language
00:05:48 that needs to be captured on the SOW. Since they are working with a standard legal language

00:05:52 that they use for all of their projects, they have predefined clauses configured
00:05:56 on their SOW templates, making the creation process more efficient for Mavis.
00:06:02 Next, Mavis enters the SOW characteristics. Characteristics define the project deliverables
00:06:07 and specify all the details around what work will be carried out, when, and how,
00:06:12 along with the payment terms. Characteristics can be added from a pre-configured library,
00:06:17 or project-specific deliverables can be added here for use only with this SOW.
00:06:23 Mavis has the option to add events, schedules, fees, and management events here.
00:06:28 Mavis only needs to add events to this SOW, so she selects the Add Existing Events button
00:06:33 to add the terms she's already negotiated with ReCrewIT - payment at 50% completion and at
100% completion.
00:06:41 She'll select Apply Filters to see all of the events available
00:06:44 from the pre-configured library. WorkingNet and ReCrewIT agreed
00:06:48 that when 50% of the workstations are completed, WorkingNet will pay ReCrewIT $75,000.
00:07:07 To add the next milestone, she clicks Add Existing Events again.
00:07:11 This time she selects "100% Complete", and enters 100,000 in the amount box,
00:07:21 which is what WorkingNet agreed to pay ReCrewIT when the project is finished.

23
00:07:30 After the events are added, Mavis clicks Continue. SOWs can optionally define workers on the
SOW.
00:07:37 In this context, SOW workers refers to the types of workers
00:07:40 that are needed for this project, not specific people. ReCrewIT will be needing a project
manager
00:07:45 and several network engineers to complete the project, and WorkingNet would like to track
these workers
00:07:50 and their time. So Mavis defines workers on this SOW
00:07:54 by checking the Define SOW Workers box. Mavis wants to review and approve all of the
workers
00:08:01 that ReCrewIT will supply for this project. So she checks this setting
00:08:04 to ensure approvals for SOW workers are enabled. Mavis then defines what type of worker
rules are needed for this project,
00:08:12 where they will work, and what rate WorkingNet will pay for their work.
00:08:16 This is where she adds the network engineers and the project managers she needs.
00:08:21 She clicks on the "Add Worker Roles and Rates" link. She starts by adding the "Project
Manager" SOW worker role
00:08:27 in the Chicago site. She must add the standard time rate of 175 for the project manager,
00:08:49 as was negotiated with ReCrewIT. She clicks on "Add or Remove Rates",
00:08:55 enters "project manager" into the "Rate" criteria box to filter all of the rates,
00:09:00 and selects the Apply Filters button. The first IT Project Manager role listed suits her needs,
00:09:05 so she selects it, and clicks the "Add Selected" button
00:09:09 to add it to the selected rates list. Then she clicks the Update button.
00:09:14 The rate category listing appears below the worker role information.
00:09:18 Because the project manager has a specific hourly rate of $175, Mavis will need to change it
here.
00:09:25 She'll first select the committed spend checkbox to indicate that this rate should be used
00:09:29 in the total committed spend calculation for the SOW, then she'll add the rate into the rate field.

00:09:40 She also has to add the network engineers that she negotiated at the flat rate,
00:09:44 so she follows the same process, beginning with the "Add Worker Roles and Rates" link.
00:09:54 Mavis knows that the network engineer worker role listed here has a rate grid associated to it.
00:09:59 So she won't be able to select it, because she won't be able to override the rate grid
00:10:03 to reflect the flat rate. So for this project,
00:10:06 even though she's adding network engineers, she's going to select Worker from the dropdown
menu
00:10:11 because the worker role does not have a rate grid associated to it. Mavis leaves the network
engineer role in Chicago with a zero rate
00:10:52 because the network engineers will not be invoicing their time. Their costs are covered in the
event payments Mavis set up earlier.
00:11:04 WorkingNet has negotiated to cap spend on workers, meaning time and expenses
00:11:08 cannot exceed the negotiated maximum rate of $25,000. So Mavis enters "25,000" in the "Cap
on Worker Spend" field,
00:11:17 and then selects the Continue button. Mavis has now defined her requirements on the
statement of work.
00:11:23 She reviews and clicks Submit. And the SOW is now forwarded to ReCrewIT for review.

24
Unit 7

00:00:05 We've looked at the two most prominent types of external workers - contingent workers and
services workers.
00:00:11 There is, in fact, a third category of worker, one that we call a profile worker.
00:00:15 A worker profile is simply a record of a worker placed into SAP Fieldglass for tracking
purposes.
00:00:22 In this unit, we'll explain in more detail what a worker profile is and why it's used.
00:00:28 And we'll take a look at how a worker profile is created in SAP Fieldglass.
00:00:33 By the end of this unit, you'll be able to: differentiate between the contingent, services, and
profile worker modules
00:00:41 within SAP Fieldglass, explain how customers and partners use SAP Fieldglass
00:00:47 to engage profile workers, identify types of profile worker information managed by SAP
Fieldglass,
00:00:54 and distinguish between the types of SAP Fieldglass users. Let's do a quick recap.
00:01:00 The contingent worker is an external worker hired by an organization to provide support
00:01:05 or help complete a project, and whose tasks are directly managed by that organization.
00:01:11 A services worker is hired on to deliver a specific service to an organization, as defined by a
statement of work.
00:01:17 That worker's tasks are managed by that statement of work. Now, in both cases,
00:01:22 these types of workers are transactional, meaning that in order to get paid,
00:01:26 suppliers must submit invoices to the buyer organization. But there's actually a third category
of external worker,
00:01:33 one that is non-transactional, so no time or expense sheets are submitted,
00:01:38 and no invoices are generated for this worker in SAP Fieldglass. At SAP Fieldglass, this third
category of worker
00:01:45 is called "profile worker". Workers tracked under this category
00:01:49 are distinct from contingent and services workers, in that they often aren't paid for or directly
managed
00:01:55 by the organization that is tracking them. Let's take a look again at WorkingNet
00:01:59 and see why they might need to create a profile worker record to track a worker that doesn't
actually work for them.
00:02:05 WorkingNet's corporate headquarters is comprised of six floors of a Chicago high-rise building,

00:02:10 which requires special provisioning and badging to access. The management of the high-rise
00:02:15 contracts with a professional cleaning company, Clean Sweep, to provide cleaning services
00:02:20 to all of the tenants in the building, including WorkingNet.
00:02:23 But in order for Clean Sweep to clean WorkingNet's offices, Clean Sweep employees will need
to be given appropriate
00:02:28 access to the WorkingNet offices. Now, because the Clean Sweep employees
00:02:33 are contracted by the building management, WorkingNet does not need to invoice against
these workers.
00:02:37 They only need to track their access to the offices. So WorkingNet uses the SAP Fieldglass
Worker Profile Management solution
00:02:45 to track these non-employed workers and manage their provisioning and access.
00:02:50 Mavis, a manager at WorkingNet, is responsible for overseeing access to the Chicago
headquarters.
00:02:56 Mavis is working with Clean Sweep to make sure their cleaning crews are provisioned and
badged appropriately

25
00:03:01 to access the offices. Clean Sweep has hired a new cleaning member, Cynthia,
00:03:05 so Mavis will need to create a profile worker record for her in SAP Fieldglass. To create a
profile worker for Cynthia,
00:03:13 Mavis logs in to SAP Fieldglass and selects "Profile Worker" from the "Create" menu.
00:03:23 She then selects the appropriate supplier for Cynthia. When selecting a supplier, the Supplier
dropdown field
00:03:29 only shows suppliers that WorkingNet has contracted with and designated as being associated
to profile worker records.
00:03:38 Now, Clean Sweep can also create profile worker records in SAP Fieldglass and submit them
to WorkingNet.
00:03:44 If that were the case here, instead of selecting a supplier from the dropdown,
00:03:48 they would select WorkingNet from a list of buyers for which they have permission
00:03:53 to create profile worker records. But in this instance, of course,
00:03:57 WorkingNet is creating and managing the record, so Mavis continues to fill out the required
details about Cynthia
00:04:03 as provided by Clean Sweep. The Owner field defaults to Mavis
00:04:08 as she is the one creating the profile worker record. However, if another manager at
WorkingNet were to oversee Cynthia,
00:04:14 then Mavis would select their name from the list. The site, business unit, and cost center
values populate
00:04:21 based on the defaults that have been set up on Mavis's user profile in SAP Fieldglass.
00:04:27 If needed, Mavis can change these values. Cost center isn't always associated on the profile
worker record
00:04:35 since profile workers' hours are not tracked or invoiced in SAP Fieldglass. However, many
clients, including WorkingNet,
00:04:42 configure profile worker to include a cost center for reporting purposes. The Supervisor field
also defaults to Mavis,
00:04:50 the profile worker creator. Mavis may change this value
00:04:54 if there is another user at WorkingNet that needs access to Cynthia's worker profile.
00:04:59 Next, Mavis enters the duration of time for which Cynthia will need access to WorkingNet's
offices
00:05:05 as part of Clean Sweep's cleaning services. Security ID is a commonly used feature that
WorkingNet has enabled.
00:05:12 The security ID is a unique ID in SAP Fieldglass, associated to job seekers and workers,
00:05:18 and allows WorkingNet to track workers across unique assignments. The ID is a pattern of
numbers or letters
00:05:24 that WorkingNet has established. Clean Sweep is working with Mavis
00:05:29 to complete provisioning and badging onboarding activities for Cynthia. Cynthia is not
completing any onboarding activities herself,
00:05:36 nor is she submitting timesheets or expense sheets in SAP Fieldglass, so she does not need
to access the application, or register.
00:05:44 By selecting "Yes" to the "Worker is automatically registered" option, Mavis is essentially
skipping the registration step.
00:05:51 This is a very common workflow for many organizations that use profile worker.
00:05:58 Mavis selects the appropriate activity checklists for onboarding and offboarding.
00:06:02 These checklists contain tasks created by WorkingNet that need to be completed in SAP
Fieldglass
00:06:08 to ensure that Cynthia is provisioned to access the offices. Once Mavis has completed all the
profile worker fields for Cynthia,

26
00:06:17 she submits it for review and approval. Brian from WorkingNet's PMO reviews all profile
workers
00:06:23 to ensure that all of the information is correct before the record is officially created.
00:06:29 Brian receives a work item in SAP Fieldglass, alerting him that he needs to review a profile
worker record.
00:06:36 Brian opens the work item and reviews Cynthia's worker profile.
00:06:40 If Brian needed to make any updates, he could select the Edit button,
00:06:44 but no corrections are necessary, so Brian validates that all of the information
00:06:48 on the profile worker record for Cynthia is correct. So, he is ready to approve it.
00:06:58 If WorkingNet has any additional approvals required, Brian can view them here in the audit
trail.
00:07:05 So Mavis has now created a profile worker record for Cynthia in SAP Fieldglass for
WorkingNet.
00:07:12 At this point, a worker integration runs from SAP Fieldglass to WorkingNet's ID management
system
00:07:18 in order to issue Cynthia's badge and grant her access to WorkingNet's offices.
00:07:26 This concludes your introduction to the main transactional functions of SAP Fieldglass.
00:07:31 It's important to know that when you're in the application performing any of those functions,
00:07:35 it's easy to find assistance. The help menu, indicated by the question mark icon,
00:07:40 is in the top-right corner of the interface. Selecting it will display a dropdown of menu options.

00:07:46 The Welcome Tour link will start a brief tour of the SAP Fieldglass interface,
00:07:51 similar to the one at the start of this course. The Release Communication link under the help
menu
00:07:59 opens the release communication document for the current release notes in the SAP Help
Portal.
00:08:04 The SAP Help Portal will open in a new tab. The Product Documentation link takes users
00:08:11 to SAP Fieldglass product documentation, also on the SAP Help Portal.
00:08:16 The Reference Library link takes users to all reference guides predefined for their user type,
00:08:23 as well as any custom user guides designated to the reference library for their company.
00:08:28 And finally, for further assistance, you can select the Contact Us link
00:08:33 for information on how to contact SAP Fieldglass support.

27
www.sap.com/contactsap

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