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Request for Proposal Response
Prepared for:

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Table of Contents
1.0 Company Profile ................................................................................................................................3
2.0 Capabilities........................................................................................................................................6
3.0 Managed Services ...........................................................................................................................12
4.0 Technology......................................................................................................................................20
5.0 Implementation Process.................................................................................................................27
6.0 Service Guarantees .........................................................................................................................33
7.0 Independent Contractors and Payroll Services...............................................................................37
8.0 Reporting and Invoicing ..................................................................................................................40
9.0 References......................................................................................................................................45
10.0 Cost.................................................................................................................................................47

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1.0 Company Profile
1. Company Name, headquarters and key location that will be servicing the Mt. View, CA
location.
WorkforceLogic is based in Sonoma, CA. In addition to our on-site team at LinkedIn‟s
headquarters, we will provide local support through our Redwood Shores office.
2. Please provide the key management who will be responsible for this account in North
America.
The key management responsible for the Linked In program will include Cathy Wingate,
SVP of Global Services and Alex Stoopenkoff, Director of Client Services.
3. Is your company publicly or privately held?
WorkforceLogic is privately held.
4. If publicly held, please provide your stock symbol.
N/A
5. If not publically held, please provide an audited financial statement.
Please see attachment- Audited Financials.
6. How many years have you been in business?
Nelson, our parent company has been in business for 41 years, WorkforceLogic, 17 years.

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7. In addition to your key servicing location, how many offices do you have in North
America? Where are they located?
Please see attachment- WorkforceLogic Office Locations.
8. How many offices do you have internationally? Where are they located?
WorkforceLogic has four international offices located in Ottawa, Canada; Dublin, Ireland;
London, England; and Bangalore, India.
9. How do you recruit and retain your internal talent?
Recruiting
We are proud of the fact that 40% of our hires come from internal referrals. We have a
formal cash bonus incentive program called „Talent Scout‟ wherein we leverage our
employees‟ networks and share rewards for bringing top talent into our organization. As a
staffing services company with more than four decades of experience, we have a strong
network of industry professionals across all business functions.
Besides our referral program, we use various social media tools, our own NelsonJobs.com
job board (internal postings, free client postings), and other jobs boards (DICE, Career
Builder, Monster, Craigslist) to attract talent.
For passive job seekers, some of our most effective tools are LinkedIn Recruiter, InMail, and
Job Slots. Besides being a great networking tool, InMail serves as a branding tool to
educate candidates about WorkforceLogic/Nelson and the impressive family of clients we
support. Our LinkedIn reps, Brandon Salom and Kevin DuBay, provide valuable quarterly
trainings to our internal recruiters.
Retention
The Nelson Family of Companies was voted in the Top 50 Best Places to Work for the past
three consecutive years by the Silicon Valley Business Journal and SF Business Times.
Here are some of the tools which we use to retain our highly talented staff:
 Quarterly President‟s Club awards (money, recognition)
 Annual Chairman‟s Club awards (money, recognition, and annual trip)
 Spot Bonus $250

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 On-Going Training
 Workforce Surveys – employee satisfaction
 Discounted 24-hour fitness health club membership
 Nelson Orientation
Day 1 Nelson history, culture, policies and procedures
Day 1 New employee group dinner with CEO Catherine Candland in Sonoma
Day 2 WorkforceLogic history, policies and procedures

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2.0 Capabilities
2.1 Provide a minimum of 2 examples of how you’ve been able to provide creative and
strategic solutions to clients as they’ve grown their contingent staffing program from
domestic only to include International. Please keep in mind; we’d like examples of
companies that are/were similar in size to LinkedIn when you provided this solution.
Example 1- Planning and Preparation in Bangalore
WorkforceLogic worked with a client in the data storage industry to expand its contingent
workforce program internationally with a primary focus on Bangalore, India. Due to our
client‟s large concentration of contingent workers in Bangalore, and the critical nature of the
work these employees provide, it was clear to the WorkforceLogic Services Team that our
clients would require careful and strategic guidance in their program expansion. The
WorkforceLogic team began supporting the client‟s HR team, meeting with staffing partners,
and training key stakeholders to ensure the program‟s smooth and successful go-live
commencement.
Our client was pleased with the results of the program expansion and is now looking forward
to the discovery phase for EMEA and AsiaPac, with targeted roll-out date of Q4, 2011.
Example 2- Global Workforce Compliance
WorkforceLogic worked with an MSP/VMS client to bolster its global workforce compliance
as it grew its contingent workforce program across 60 countries. Prior to our involvement,
the client struggled to consistently complete required ethics screenings for all the service
providers that they engaged internationally which created significant legal and financial
risks. The client‟s ethics screening processes were manual and ineffective in the midst of
their rapid global expansion.
Though the ethics screening processes were not a standard service that WorkforceLogic
would normally provide for MSP/VMS clients, we recognized that our knowledge of risk
mitigation best practices and expertise in automating processes would provide the solution
that our client needed. For example, we reviewed global service providers‟ engagements
which had been arranged with local and foreign governments on behalf of our client.
Today, under WorkforceLogic‟s management, the client has tighter controls and greater
consistency in the review of its outsourced service providers.
2.2 Provide a minimum of 2 examples of how you’ve implemented your 1099 process from
the initial stages. What challenges did you experience with the hiring managers? How

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did you overcome those challenges? What were some learning points that you took away
and are now best practices with new clients?
Since 1994, WorkforceLogic has implemented our 1099 compliance process for multiple
clients from the initial stages. The challenges we experience from the hiring managers are
predominantly change management challenges. The hiring managers‟ main focus is on
fulfilling their business needs quickly and efficiently with little regard for how the worker is
paid or the associated risks. WorkforceLogic addresses these challenges through the
following best practices to ensure high user adoption and to achieve clients‟ program goals:
 Gaining executive support for the program
 Building a cross-functional team to ensure ongoing success
 Setting clear expectations for program goals
 Ensuring a shared commitment to the program
 Continuous communication and education
In our 17 years of implementing programs, we have learned that not all client cultures,
processes or risk tolerances are the same. We tailor each compliance program to meet the
unique needs of our individual customers while mitigating their risks.
Example 1- A Pilot Program for the Most Challenging Users
A client in the social networking industry hired WorkforceLogic to provide MSP/VMS and
Compliance Services. Their first business priority was to gain greater control over the risks
within one of their departments. Their technical operations department had business
guidelines and processes that were different from other departments within the organization
resulting in higher levels of risks.
Based on our previous experiences and best practices with other clients we recommended
launching a pilot program within the technical operations department first. We met with the
department VP to discuss the challenges and explore solutions. We developed a
presentation for the department managers and educated them on compliance processes as
well as the proper use of independent contractors (IC).
One hiring manager had a hard time grasping the difference between an IC and a
contingent worker. We set up a separate meeting/training for her and educated her in more
detail. This hiring manager had positive experiences with WorkforceLogic and offered to be
our advocate. She is required to answer difficult compliance-related questions daily and
she regularly relies on WorkforceLogic to assist and support her with her needs.
This example underscores the importance of working with clients to identify departments in
the organization that might pose greater risks and warrant a pilot program. By targeting the
client‟s most challenging user communities, and providing them with the necessary

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education, we increase the likelihood of fostering high user adoption throughout the rest of
the organization.
Example 2- Audit Support and Prevention
A computer entertainment company received an unemployment claim for a worker they
paid on a 1099 basis. The company denied the claim, noting that the worker was an
independent contractor and therefore not eligible for unemployment benefits. This denial of
benefits triggered an audit by the California Employment Development Department (EDD).
The audit letter, which arrived while the Human Resources Manager was out of the office,
demanded a list of all workers paid on 1099s over the previous three years.
The accounts payable department simply complied with the request and began pulling the
data together. The Human Resource Manager knew the organization did not have any
evidence to support or justify 1099 payments for the majority of its workers. The company
was facing a penalty of more than $600,000. Based on our reputation in the industry for
compliance expertise, the Human Resource Manager sought out WorkforceLogic for
assistance and guidance. Once WorkforceLogic was brought in, we were able to legally
recreate the relationship between the client company and the contractors. We made phone
calls to former employees, conducted dozens of interviews and collected numerous
affidavits.
WorkforceLogic reconstructed files containing copies of the required supporting
documentation to justify the 1099 payments. WorkforceLogic succeeded in getting the fines
and penalties reduced to less than $80,000, a savings of $520,000. The company asked
WorkforceLogic to implement the contractor compliance program.
During implementation, the Human Resource Manager was the executive sponsor of the
program. She championed the cause for the program citing the real life experience on how
the program brought financial and legal value to the organization.
Although this was a critical step in program adoption, there were some managers in the
creative department that resisted based on concerns about their particular business needs
and potential time delays. WorkforceLogic worked with the department and created a
process that would meet the needs of this group and still effectively mitigate the company‟s
risks. We learned that the “one size fits all” philosophy does not apply across all
departments within an organization; and in order to foster program adoption, we must be
flexible when necessary and tailor our processes to meet our clients‟ needs.
2.3 Provide an example of a time when you conducted an audit of your suppliers and it was
not successful. For example, backgrounds may not have been completed, NDA’s not
signed etc. What steps did you take to improve the process moving forward and how did
you handle this with the client? What steps have been put in place as a result of this
event?

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Depending on the type of program guideline break, there is always a discussion to find out
more information on the situation. Once we have all the facts, we move forward with our
standard processes for issue resolution. Here is an example:
1) We found a discrepancy in a program guideline in which a number of background checks
were not run in accordance with the 100% required for our program. As an immediate step,
we contacted the supplier to clarify program guidelines and ensure 100% compliance.
2) We scheduled a follow up conversation with the supplier to ensure that they fully
understood the background check requirements and their processes were corrected.
3) As a result of this event we conduct quarterly audits of all suppliers to ensure that
background screening requirements are completed.
2.4 Describe your employee retention programs and what you do differently to ensure your
employees are engaged and happy working for your service. Please provide the true
differentiators in retaining talent. We consider direct deposit, employee benefits, and
basic training modules as standards.
We recognize the fundamental importance of motivated, satisfied (payroll) workers to ensure
our clients success and our own. Therefore, here are some of the ways in which we
differentiate ourselves in order to successfully retain talent:
Our ‘Take WorkforceLogic with You’ Program
When an employee‟s assignment ends, the employee can take their WorkforceLogic
benefits package with them to their next assignment and receive a cash bonus. As long as
the employee continues to work an average of 30 hours per week, their benefits will
continue uninterrupted when they go on to their next assignment.
Here are some of other methods we use to show personalized service to our workers:
 Brown Bag lunches
 First Friday calls (on the first Friday of assignment to check in, offer assistance)
 Pizza parties
 Worker of the Month program
 Worker Quarterly Newsletter (specific on-site programs)

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2.5 How have you helped companies find key talent, quickly and effectively internationally?
Specifically:
o India
o UK
o Ireland
o Australia
In 2008, WorkforceLogic implemented a global solution for one of our clients, a US-based
Internet company, which included workers in India, UK, Ireland and Australia. The objective
of this program was to facilitate talent acquisition as well as provide requisition
management, on-boarding/off-boarding and headcount tracking and reporting. The
WorkforceLogic on-site team successfully collaborated with the hiring managers and
approved staffing partners to ensure the client was accessing and on-boarding key talent
quickly and effectively.
2.6 What is your international background check process?
Background Checks
Due to the variety of legal requirements, by country, there is no single background check
process for international assignments. Instead, WorkforceLogic and our partner SafeGuard
World International work with each client to determine the appropriate in-country
background process. We manage all of the steps in the screening process using our client‟s
preferred background services provider or we choose providers within our own network.
WorkforceLogic audits each supplier for compliance on a quarterly basis. We also provide
both reference checks and criminal record checks.
Reference Checks
We offer a range of reference checking services to suit all industry sectors, including those
in which specific vetting regulations now apply. Here are some examples of how our
services can vary depending on a client's particular requirements:
 Some clients require us to obtain references from all previous employers covering a
specific number of years, whereas others simply require a set number of references
to be obtained, regardless of what period they cover;
 Some clients require us to confirm each applicant's employment history with
accuracy to the day (including investigating gaps in employment) whereas others will
leave gaps unchecked;

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 Some clients are highly risk-sensitive and can only accept original validated
references which satisfy an exacting list of criteria, whereas others can accept
references by fax or email
Whatever your attitude towards risk and whatever regulatory framework you operate in, we
will help you define a screening process which balances your need to mitigate risk with your
duty as an employer to restrict background checks to a reasonable level.
Criminal Record Checks
We have extensive experience in obtaining Overseas Criminal Record Checks from a wide
range of countries. Overseas CRCs are becoming key resources to employers of migrant
workers. Indeed, a number of industries now stipulate OCRC as a mandatory part of the
hiring process (e.g. under EC300, EU185, SIA and CNPI regulations).
2.7 What is your process to convert a candidate that currently holds an H1B visa?
WorkforceLogic will work with the supplier that holds the H1B and help facilitate any
conversions of the H1B candidate to the client. WorkforceLogic does not sponsor H1B
candidates, but does ensure that we have engaged as many approved suppliers who do
sponsor H1Bs as the client needs.

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3.0 Managed Services
We are open to either a VMS or MSP model. Please provide the program model that you
recommend for LinkedIn.
3.1 Describe your suggested model(s) to manage our account. Include the day-to-day
processes and ORG chart of key people involved in the LI account.
Suggested Model for LinkedIn
WorkforceLogic recommends a vendor-neutral MSP/VMS instead of a staffing model
(Master Vendor or Vendor on Premise). An important advantage of a vendor-neutral solution
is that it introduces market-based competition into the sourcing process on each requisition.
It allows LinkedIn to utilize and objectively evaluate a number of vendors and choose to
engage the best ones based on specific, measurable quality and performance data and
criteria. When several vendors are providing staffing services, often with a special area of
focus, it results in a good flow of qualified candidates on each requisition.
A vendor-neutral model helps to ensure that LinkedIn has access to all talent available in the
marketplace rather than relying on a single firm for resources. This model developed partly
as a result of the fact that no single staffing firm could fill all requisitions for clients across
business functions. Market leaders including Adobe, Clorox, Hitachi, NetApp, and Yahoo! all
transitioned from a Master Vendor arrangement to a vendor-neutral approach when they
encountered frequent problems with cycle time and worker quality. The healthy competition
in a VMS/MSP leads to better cycle time (more qualified candidates faster), improved worker
quality and fair market rates. This results in greater satisfaction and program adoption
among hiring managers.
WorkforceLogic provides full service to accompany and sustain a client‟s implementation.
The Client Services Team manages all client and supplier relationships post-implementation
to ensure that a client‟s workforce talent acquisition management processes and solutions
are strong and optimized. The team is comprised of dedicated, objective staffing and service
professionals who provide ongoing production support to all end users.
Client Services Delivery Model: WorkforceLogic Client Services personnel are entrusted
with managing accounts to ensure satisfied and successful customers and positively
influence service and product evolution. The primary objectives of the client services team
are outlined below.
 Provide full outsourced solution for a client‟s contingent workforce business model
 Advocate for the customer and for WorkforceLogic
 Contribute to the enhancement of the WorkforceLogic solution

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Day-to-Day Program Management
WorkforceLogic provides on-site service professionals that are dedicated to managing your
workforce processes. Some of the functions performed by the program management team
are outlined below.
 Single point of contact for all workforce questions
 Process Facilitation
 Candidate recruitment and screening
 On-boarding
 Off- boarding
 Vendor Contract Management
 Vendor Performance Management
 Reporting and analytics
 Change Management
 HR Policy and Procedures Best Practices
 Continuous Program Improvement
 Performance Reviews
 WorkforceLogic conducts quarterly meetings to review vendor performance and cost
savings reports and provide recommendations to improve quality and reduce costs.
 Quality Control Programs
 WorkforceLogic Application Support
 Training

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3.2 Describe your sub-contractor selection strategy. What criteria do you use?
The key to a successful program is to utilize an optimal number and variety of sub-
contractors. A program that includes too many (or an improper mix of) suppliers may lead to
poor supplier performance. The suppliers need to have a fair chance of filling each position
in order to be motivated to work on the requisition.
At the outset, WorkforceLogic needs to have a complete understanding of LinkedIn‟s
strategy toward selecting and managing the suppliers. In particular, we need to understand
LinkedIn‟s preferred balance between mark-up rates, pay rates, quantity of suppliers, and
the quality needs (contingent worker). Then we determine a negotiation strategy with the
suppliers. The strategy is augmented by benchmark data. Generally, we prefer to have three
Tier 1 suppliers for each job class or discipline.
The supplier list is maintained by WorkforceLogic Program Management. Suppliers are
segmented by geographical coverage and job category specialization. Within each job
category, the supplier list may be tiered. When top-tier suppliers have failed to fill an open
requisition, second and subsequent tier suppliers receive the unfilled requisitions based on
client-determined time intervals.
If you have existing suppliers with whom you would like continue working, we will add them
to the network so that you may preserve and extend the relationships. Identifying the current
population and understanding why they are being used enables us to thoroughly evaluate
LinkedIn‟s contingent workforce needs and quality requirements. Through careful analysis of
your current supplier population and meeting with high-volume end-users, we will be better
prepared to assist you.
To be selected as a WorkforceLogic partner, a supplier must have a proven ability to meet
the following criteria:
 Strong, reputable presence in the regional markets in which it serves
 Deep understanding of relevant job functions as they relate to the client‟s particular
industry
 Service delivery in a timely, efficient, and consistent manner
 Resources sufficient to provide the required level of support
 Compliance with pricing requirements and other contractual obligations
 Adoption of the tools within the WorkforceLogic solution necessary for accurate and
timely recordkeeping, invoicing, and reporting
 Quality programs and guidelines that will be measured objectively

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3.3What role will you play in problem solving between LinkedIn and your suppliers?
Central Point of Contact
WorkforceLogic serves as the central point of contact for any labor and/or service quality
issues arising with LinkedIn and/or the suppliers and, as such, assumes responsibility for
ensuring that issues are resolved on a timely basis while avoiding actions that could create
co-employment risk for you. When an issue arises, the WorkforceLogic Program Team will
contact the parties concerned to gain a full understanding of the matter and determine the
proper course of action.
If the issue pertains to performance or behavior of the temporary worker, we will work
through the supplier to ensure the matter is handled within the context of the employer-
employee relationship. Any matters arising with the suppliers are governed by the terms set
out in the standard Staffing Partner Agreements and WorkforceLogic‟s Program
Management Team will handle them accordingly.
Vendor-Neutral Mediator
As a vendor-neutral provider who is currently partnered with over 1,500 suppliers, we strive
to maintain strong relationships with all of them. We have outlined three processes to
address dispute resolution with our suppliers.
We will address single compliance or misconduct issues directly with the local Branch
Manager and ask for resolution in an agreed upon time frame. If the issue or action is not
resolved by the agreed upon timeframe, we will escalate the matter to the next level of
management until the issue is resolved to the client‟s satisfaction.
If the issue or action is a reoccurring performance issue such as a lack of responsiveness to
orders or consistently submitting poor quality candidates, we will address the matter during
the Quarterly Business Review and make the supplier aware of the specific performance
issues, request that performance be improved over the following quarter and agree to open
communication in order to follow up on any outstanding issues as they arise. The supplier
will be given two quarterly periods to show improvement in program performance. If the
agreed upon level of improvement is not reached by that timeframe, the supplier will be
suspended from the program. At that point, we will respond to the matter so that there is
little to no disruption to your business.
If a dispute arises during an audit process where we have determined that the supplier is not
in compliance with program documentation requirements, a formal notification will be sent to
the Branch Management detailing the discrepancy and requesting the course of action the
supplier must take to resolve the dispute.
We will make every effort to work with the supplier population to resolve disputes in a timely
and professional manner with the goal of minimizing disruption to the client organization and
maintaining a positive relationship with the supplier.
Quality or performance issues pertaining to a WorkforceLogic employee would be initially
addressed by the Account Manager. The individual would be counseled regarding the

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concerns as well as specific area(s) of improvement expected. In the event performance
issues persist, the matter would be referred to our HR Organization for further action.
Complaints
All issues will be directed to the dedicated Program Manager who is responsible for
resolving all complaints related to the LinkedIn program. The Program Manager will utilize
the resources of the support organization as needed to ensure satisfactory resolution. If
there are concerns with Program Manager‟s performance they are to be directed to
WorkforceLogic‟s Manager of Client Services.
We will identify those suppliers who are not performing well, determine the reason for their
poor performance, and establish a corrective course of action. The poor performing supplier
may need to be removed from one of their specialty areas, may need to be removed from
the program overall, or put on a performance improvement plan that includes assigning
them to a lower tier.
3.4How do you measure and audit your suppliers?
WorkforceLogic‟s manages the staffing supplier relationships according to LinkedIn‟s
business requirements. We communicate and benchmark performance expectations, while
providing consistent feedback to the suppliers. We will provide quarterly reviews with
staffing suppliers to ensure that they have an opportunity to improve their service delivery to
LinkedIn.
The WorkforceLogic Supplier Management team reviews all requisition activity in order to
evaluate supplier performance. Suppliers are measured based on compliance, cycle time
analytics, participation analytics, and worker quality. Suppliers receive a total quality score
that reflects their overall performance.
Measuring Suppliers
Cycle Time Analytics: Cycle time is defined as the elapsed time from supplier receipt of a
requisition to a qualified fill of the position.
 Activities measured
 Requisition sent to supplier
 First Candidate Submittal
 First Interview
 Assignment

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Participation Analytics: Participation analytics measure the activities associated with a
supplier‟s participation in the fulfillment efforts for a requisition.
 Activities measured
 Total number of requisitions received
 Total number of requisition declined
 Total number of candidates submitted
 Total number of interviews scheduled
 Total number of offers
 Total number of assignments
 Fill Ratio – Assignments divided by requisitions
Worker Quality: Performance of the contingent workers based on the performance reviews
completed by the hiring managers.
 Measurements
 Average score per supplier
Total Quality Score: The total quality score is calculated by job category. The total quality
score includes fill ratio, cycle time, and worker performance.
Auditing Suppliers
Besides using the VMS to measure the performance of suppliers, we conduct occasional
quality audits to ensure that suppliers are adhering to SLA‟s and to mitigate our clients‟
risks. For example, we validate background checks are completed, insurance requirements
are current, etc.
The steps of our audit procedures consist of the following:
1) Compose letters to suppliers notifying them of audit and informing them of information
that is required for audit
2) Review records for adherence to program guidelines
3) Determine pass/fail results of audit
4) Communicate results to suppler
5) Next steps- require 100% adherence to policies for suppliers that failed audits as a
condition of any new placements

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6) Monitor and report the ongoing performance
If we are awarded the MSP/VMS contract, then we will mutually determine with LinkedIn all
of the preferred audit parameters, such as business requirements and audit frequency.
These expectations will be documented in the LinkedIn-WorkforceLogic agreement in the
SLA section.
3.5Please outline the on-boarding process for all temporary employees. Break out by
recruited and payroll services. Please include if your process in on-line or a paper
process.
WorkforceLogic manages both the electronic assignment notifications and (optionally) the
physical orientation of contingent workers. WorkforceLogic Essential includes a configurable
New User Set-up Form that captures all of the information needed to provision workers. The
provisioning requirements may be communicated to all parties involved in the provisioning
process via email or interfaced to LinkedIn‟s internal provisioning system.
The WorkforceLogic Program team manages all provisioning processes and helps to
facilitate logistics such as getting a desk, phone, badge, etc. However, the on-boarding
components are slightly different for recruited workers than for payroll workers. With
recruited workers, WorkforceLogic ensures that each supplier performs the following steps
in accordance with the Service Level Agreement:
 Background checks
 Collect completed, signed new hire documentation (e.g. I-9 form)
 Reference checks
 Collect completed, signed LinkedIn-specific documents (e.g. NDA, IP agreements)
WorkforceLogic offers many vehicles for providing orientation to your temporary employees.
They include:
 On-site orientation
 Web orientation
 Automated document signing (DocuSign)

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Here is a brief summary of our automated on-boarding process:
 The new hire would receive an email from DocuSign application requesting their
signature; they would click on the link in the email to access those documents within
DocuSign.
 They would review the documents then submit their virtual signature.
 WorkforceLogic‟s dedicated Client Services Specialist (CSS) would receive a
notification that the new hire has submitted their signature and the CSS would
counter- sign any documents within the DocuSign application.
 Once the process is completed, the new hire and the Client Services team will
receive a confirmation email that would include PDF attachments of the documents
that were executed virtually.
 DocuSign eliminates the need to print documents, sign them, scan and send via
email or fax.

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4.0 Technology
4.1 Provide a detailed overview of your technology offering and if there are any costs
associated with this solution.
WorkforceLogic Essential, our end-to-end software application, covers everything in the
workforce management lifecycle. The foundation of our technology offering is a vendor-
neutral Workforce Management application that puts automated workforce management on
users' desktops. From requisitioning to consolidated invoicing to detailed reporting, decision-
making is faster, easier, and more accurate. WorkforceLogic Essential also supports
workflows in conjunction with other capabilities:
 Professional Services sourcing and invoicing, for independent contractors, and
vendors who perform project-based work
 Independent contractor compliance
Ease of Use
WorkforceLogic Essential is designed to be intuitive for all users. The dashboard includes
user specific action items with links to detailed pages. Dropdown and default fields are used
where ever possible. Email triggers include hyperlinks directly to the action to be performed.
Helpful hints and contextual help guide the users. Requisition templates allow users to enter
requisitions in under 30 seconds. Job descriptions, Statements of Work and resumes can be
easily uploaded and saved. Dropdown lists, email triggers, user profiles and more are easily
administered.
Process Efficiency
Flexibility is inherent in WorkforceLogic Essential. WorkforceLogic will configure Essential to
facilitate the specific processes required by LinkedIn. The process efficiencies provided by
WorkforceLogic include:
 Requisition templates that allow the user to enter and submit a requisition in less
than 30 seconds
 Email reminders with hyperlinks that take the user directly to the action to be
performed
 Email approvals for requisitions and timecards on mobile devices
 Replacement functionality that allows the automatic creation of replacement
requisitions and the tracking of replacement statistics
 Automated length of service and break in service tracking

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 Online requisition approvals
 Action items on the home page
 Online timecard entry and approval
 Automated financial engine for GL Code associations and validation
 Consolidated invoicing
 Automated provisioning
 Process management resulting in reduced time to fill
 Data integration with various ERP and GL systems including Oracle, SAP,
PeopleSoft, and Lawson
VMS Cost Structure
Implementation Fee: WorkforceLogic will waive our one-time VMS implementation fee of
$50,000 for LinkedIn.
Custom Development: WorkforceLogic VMS includes more than a dozen standard
interfaces (including Oracle). If LinkedIn requests any custom development, then the work
will be mutually agreed upon and documented in a Statement of Work and billed at a rate of
$185 per hour.
4.2 How customizable is this solution?
Field Labels: All field labels can be changed to reflect LinkedIn‟s terminology. Each user
has the ability to add or remove fields from their list pages, to sort or filter list pages by any
field, to save multiple list page views, and to export list pages to Excel, CSV, or Word.
User Role Configuration: Each system user is associated to a specific user role. The data
views, functional capabilities and reporting access of each user role can be controlled.
Page level configuration is available if client customizations are desired. WorkforceLogic
can accommodate:
 What roles have access to the page for given entity status
 Field visibility

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 Fields being required / not required
On high usage pages, like requisition entry, WorkforceLogic can accommodate how data is
displayed (standard list box versus a searchable list box for example). This configuration is
stored in a way that changes are retained from version to version. This ensures minimal
change management by the client.
Workflows: WorkforceLogic‟s requisition (job order) workflow can be configured to support
your business requirements and support pre-existing HR and procurement business rules.
WorkforceLogic‟s approval workflow is configurable by requisition type and department (cost
center) to meet most client needs. In rare instances, custom approval hierarchies are
created that may require customization.
Adding and Removing Values from Drop-Down Lists: WorkforceLogic enables a client-
focused approach to the administration of the application itself. More specifically,
WorkforceLogic provides a dynamic toolset by which system parameters are defined and
drive an intuitive end user experience, communication among users and valuable reporting
and analytics. Based on lists defined by the client or developed with WorkforceLogic during
implementation, values for key fields are loaded into the system. When using the system,
users select selects pre-defined values for these fields, ensuring consistency across
requisition activity and reporting.
The value lists can be changed in real-time and on-site. Our administration module allows
for a process expert, not a programmer, to make the necessary adjustments. This results in
measurable efficiency and effectiveness. Adding or removing selections from drop-down
lists is an easy and intuitive process in WorkforceLogic. When a location needs to be added,
for example, a Program Manager or System Administrator user simply accesses the location
field maintenance function and enters the location information specifics. The same process
is used to remove a location (or any other value) from a drop-down.
Business Intelligence: WorkforceLogic‟s Business Intelligence solution (IBM Cognos) has
the ability for users to customize their dashboard. Users can select from our pre-defined
elements to create a dashboard that has the data they want to see.
4.3 Is your system fully developed to support all contingent worker classifications (i.e., W-2
and 1099) both domestically and internationally?
Yes

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4.4 Can your product interface with ERP packages, specifically Oracle?
Yes. WorkforceLogic Essential is currently interfacing with other systems through Secure
FTP and through Web Services. In addition to Oracle interfaces (e.g. Brocade, Hitachi Data
Systems), WorkforceLogic Essential interfaces with SAP, PeopleSoft, Clarity, Ariba, MS
Project Server, Epicor, and several proprietary applications.
4.5 Describe your timekeeping system.
All contingent workers submit electronic timecards, expense reports, or invoices in the VMS.
These timecards, expense reports, and invoices are routed to the designated approval
managers for client approval. The timecard may require manager approval only or may be
routed to the manager and the project manager for approval. Upon approval, these items
are included in a consolidated invoice and submitted to LinkedIn for payment.
Timecards Entry and Error Check: Contingent workers enter timecards online into the
VMS each week and submit them to their client managers for approval. Workers can update
their timecards daily or at the end of the week and can save them along the way. Changes
can be made to the timecard up to the time it is submitted for approval. The timecard is
checked for compliance with state overtime regulations and client specific requirements
when the worker attempts to submit the timecard. If an error is found, the worker is provided
an explanation of the error and directed to edit the timecard before resubmitting.
Once the timecard has been submitted, it can no longer be edited by the worker, unless the
approving manager has questions and sends it back to the worker asking for additional
information. When a worker‟s timecard has been approved, he will receive email notification.
If the manager returns the timecard requesting more information before approving it, the
worker will be notified via email and will be required to provide the requested information
and resubmit timecard for approval. While it is up to the worker to make sure his manager
approves timecards, our Program Management Team facilities the process when needed.
Timecard Approval: The VMS timecard approval process is based on LinkedIn‟s business
process and is configurable. The options include: Timecard review and approval by Hiring
Manager and Simultaneous timecard review and approval by Hiring Manager and Project
Manager. The user reviewing the timecard(s) for approval is able to review and approve
from a timecard summary report or from a detailed timecard.

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Alternate Approvers: The VMS users can assign delegates to perform some or all of their
functions, in much the same way as Microsoft Outlook. The Program Management Team
can also set up a delegate on behalf of the user. The Program Manager also has the ability
to approve a timecard on behalf of the user. A comment is automatically logged in the
system showing when a timecard was approved and who approved it, enabling a user to
keep track of the activity during his/her absence.
Timecard Format Options: The VMS supports an extensive number of timecard layout
options, such that the specific requirements and structure of each contingent worker
assignment may be accurately represented and reported. For each assignment, a timecard
can be established to represent one or more of the following work parameters:
 Exempt or non-exempt designation
 Shift differentials
 Billable and non-billable hours
 Project hours allocation
 Cost code hours allocation
 Regular time, overtime and double-time entry
 Hourly, daily or weekly time entry
 Timecard check against client work week policies
 Daily entry of start time, end time and breaks
 Preloaded daily start time and end time
 Time display as 12-hour or 24-hour clock
Expense Reports: Temporary workers are able to route expense reimburse requests for
approval by submitting the WorkforceLogic expense report. The report captures the date,
the merchant, the reason for the request, an account number if required, a PO number if
required, and the amount. All approved expenses are included in the consolidated invoice.
Service Provider Invoices: Independent contractors and vendors request payment by
entering an invoice in WorkforceLogic. The invoice may be based on milestone, time and
materials or units. The invoice is routed for approval and included on the consolidated
invoice once approved.

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4.6 What developments or enhancements have you planned for the next two years?
Some of the key features included in the recent Q1 2011 release are listed below:
Professional Service Enhancements
 Professional services reporting on projects and tasks / project codes
 Vendor invoice usability
 Association of one or more projects to an engagement
 Invoice types control at the requisition type
Usability Enhancements
 Mobile approvals for timecards
 Length of service tracking at individual candidate level
 Job screening questions
 User defined fields at the requisition
 Enhanced duplicate checking methodology
Global Enhancements
 Enhanced controls over procurement methodology
 Monthly, semi-monthly and bi-weekly pay periods
 Email broadcast by location
Future Upgrades
 Enhanced user interface and workflow
 More data marts available to users for our Cognos solution
 Continued professional service enhancements
 New timecard module that supports monthly time formats for international clients

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4.7 Who owns the data in the system and how is that transferred should there be a change in
supplier in the future?
The client owns their data contained in our system. In the event LinkedIn changes to a new
VMS supplier, WorkforceLogic will export data reports of all client data for the future
supplier.
4.8 Do you have the ability to allow mobile approvals?
Yes

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5.0 Implementation Process
5.1 Provide an overview of your recommended implementation schedule. Please include
sample timelines, milestones and roles and responsibilities.
We have developed an efficient and repeatable implementation methodology that optimizes
the time, costs, and resources required to launch a program. The implementation process
will include defining your current program requirements, business rules and associated
workflows; configuring the application to reflect those requirements; communicating with all
users and providing comprehensive training and support to launch the program. Given what
we know of your program, we are confident that we could accomplish the implementation
within 60 days after contract signature, but a specific timeframe would be established and
agreed to by all parties during the Discovery and Design phase.
The following items are high-level timelines, milestones and roles and responsibilities. We
would be happy to provide our detailed implementation project plan as well.
Implementation Phases
Phase I: Discovery and Design (1-2 weeks)
During the Envisioning Phase, WorkforceLogic will hold a pre-planning meeting to articulate
project goals and expectations and educate the client on the overall implementation
process. We will create and distribute a client process document, which identifies the current
process for managing contingent workers and the resources involved. Prior to the
implementation kick-off meeting, we will refer to the client process document to create a fit-
gap analysis. At the implementation kick-off meeting, we will review the documents for
accuracy and completeness. We will schedule follow up meetings with LinkedIn for further
review if needed. The effort ends with review and sign-off of the completed fit-gap analysis.
We will evaluate the current LinkedIn process and determine any gaps with the proposed
WorkforceLogic/LinkedIn process. This will include a review of requisition types (job titles,
descriptions, desired skills, etc.) compliance requirements and usage of independent
contractors, the General Ledger structure for the additional business units, and approval
processes. Our review will also include the potential integrations to be created between
WorkforceLogic Essential and LinkedIn internal systems.
Phase II: Configure (1 week)
During the Configuration Phase, the key deliverable is the solution definition that defines the
client‟s configuration, technical requirements, and the overall scope of the project and is
used by the development team when building the application. This phase also includes the

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definition of a deployment strategy that consists of change management, communication,
and training. Data collection begins in the Design Phase.
WorkforceLogic will update the application to include any new requirements that have been
identified. In addition, we will collect legacy contingent worker data and load it into
WorkforceLogic Essential so that these workers will be preloaded at program launch.
Phase III: Testing (1-2 weeks)
During the Testing Phase, the system is deployed and configured per the solution definition.
We will thoroughly review the application and run a full cycle test from requisition through
invoice creation. During the testing activities, LinkedIn will be involved in interface and
invoice testing to ensure requirements are met.
Phase IV: Change Management (1-2 weeks)
During the Change Management Phase, the system is thoroughly tested and a training site
is deployed. After certification, user acceptance testing and parallel testing, the solution is
ready for release and moves to a hosted production environment. Also during this phase,
the team members work to plan and organize a training program that best meets the needs
of the organization. By producing a complete training program and a comprehensive
schedule of on-site and web-based training, a smooth transition to the use of the
WorkforceLogic Solution is ensured.
WorkforceLogic has a detailed template for rolling out new programs. We can tailor this plan
to meet the LinkedIn culture and training needs, but we will need to communicate early and
“get the word out” to facilitate buy-in.
Phase V: Deployment and Ongoing Management (Ongoing)
During the Deployment Phase, training is delivered, the solution is deployed and the
program team takes over all day to day activities for the program. We will deliver training to
end users (hiring managers, approvers, contingent workers and suppliers) and will provide
them with customized job aids to facilitate user adoption.
A key factor to any successful project is ensuring there are adequate resources assigned to
carry out the necessary tasks in the time allotted. Also critical is ensuring those resources
are knowledgeable and empowered to make the appropriate business decisions in order to
shape the business processes strategically for the future. For each of the required teams,
there is a Lead Team Member assigned from the client. WorkforceLogic works closely with

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the Leads and their team members to ensure a successful and rapid deployment. Listed
below are the role and resource requirements for WorkforceLogic and each Lead Team
Member.

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Roles and Responsibilities
Project
Sponsors:
LinkedIn and
WorkforceLogic
The Project Sponsors are key stakeholders who are responsible for gaining
management support of the WorkforceLogic implementation efforts and for the
commitment of all resources required to complete the project successfully. Lack
of a Project Sponsor would be a significant risk to the project
Project
Managers:
LinkedIn and
WorkforceLogic
The Project Managers are responsible for managing the scope, time line, and
resources of the WorkforceLogic implementation efforts. Additionally, the
Project Managers are responsible for planning, directing, and coordinating the
various activities necessary to ensure that the WorkforceLogic implementation
deliverables are achieved on time and to each client‟s satisfaction.
Implementation
Manager:
WorkforceLogic
The WorkforceLogic Implementation Manager is responsible for managing the
scope, timeline, and resources of the WorkforceLogic implementation efforts
with respect to the application. The Implementation Manager will work closely
with LinkedIn Leads to ensure successful deployment of WorkforceLogic
Essential.
Business
Analyst:
WorkforceLogic
The WorkforceLogic Business Analyst works with the client to define and
document business processes and requirements.
Human
Resource Lead:
LinkedIn
The Human Resource Lead assists in the definition of process requirements.
These requirements are used by the WorkforceLogic implementation team to
configure the system, to meet all of the business and process requirements.
The human resources lead also helps to ensure that the communications and
training plans are deployed successfully.
Technology
Lead:
LinkedIn
The Technology (IT) Lead is responsible for defining client‟s Information
Technology requirements for interfaces, completing any development and
testing that may be necessary for these interfaces, and for assisting in the Data
Collection process, if possible.
Finance Lead:
LinkedIn
The Finance Lead is responsible for reviewing WorkforceLogic‟s
Billing/Payment and General Ledger Processes while noting any additional
requirements, and for ensuring the WorkforceLogic Billing/Payment process is
deployed successfully.
Security Lead:
LinkedIn
The Security Lead is responsible for defining the provisioning, and de-
provisioning process requirements at the client site. The Security Leads will
work with the HR Team at times during the project to ensure the security
requirements are met.
Legal Lead: The Legal Lead is responsible for defining any term limit, contract, or

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LinkedIn compliance requirements.
On-Site
Program
Manager:
WorkforceLogic
The Program Manager is responsible for administration of WorkforceLogic
Essential at the customer‟s site. This includes, but is not limited to, managing
multiple supplier relationships, submitting approved requisitions to suppliers,
training, and supporting users.
5.2 Provide an overview of your recommended approach to data conversion, parallel running
and go-live implementation.
The data collection plan, which is in an Excel spreadsheet, outlines each set of data and the
exact fields that need to be gathered. Typically, data that can be supplied electronically
includes users, departments, locations, approval hierarchy and contingent worker data
housed in LinkedIn systems or other systems. This information can either be interfaced on a
one time or scheduled basis via flat file or XML. Alternatively, the information can be
supplied in an Excel spreadsheet for upload to the system via the data load application.
Data Migration: We use a data collection plan and data load application to collect and
import client data into the application prior to go live. During the Envisioning Phase, the
Implementation Team will discuss the data needed and determine which sets of information
can be supplied electronically and which sets need to be gathered and entered manually.
Wherever possible, data is interfaced or downloaded from existing systems as it not only
saves time, but also eliminates manual errors.
Data Load Application: Once data is collected, we use a data load application to upload
the information into the program and validate the data. Following an upload, a verification
and confirmation page is returned to the user noting the rows that were successfully inserted
into the destination database and any rows that failed to insert. The user has the ability to
export the failed data to an Excel spreadsheet for further investigation or processing.
Challenges Overcome: In the past we have experienced challenges with ensuring that all
contingent workers are identified in the data collection process and included in the system
for go live. It is inevitable that some workers will slip through the cracks. In the past, we have
worked with departments such as Security, Facilities and IT to ensure that only those
workers captured in the application receive building and system access. Additionally,
Finance can assist in identifying workers that are not captured in the application by
monitoring check requests and invoices for worker account numbers that are not included in
our consolidated invoice.

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Parallel Running: We do not typically recommend parallel running, as it tends to cause
confusion and has proven to have little value. In most cases, between complete data loads
and user acceptance testing, parallel running is not needed. However, we can
accommodate this request if necessary.
5.3 How will you measure success and progress with the implementation process?
Success: A successful implementation is when the VMS/ MSP is deployed, all of the end
users are trained, and valuable metrics such as spend and headcount data are being
captured. Once the implementation team has determined success, the MSP and
WorkforceLogic Support will take over the account for ongoing program adoption.
Progress: During the initial stages of the implementation the project team will build a
mutually agreed upon project plan, complete with milestones. In addition, the
implementation team will set up weekly calls to discuss the plan, action items, issues and
risks to ensure all tasks stay on target. Progress is measured by determining if milestones
are met on time, and if not, then mutually taking steps to ensure that all resources are
available to achieve the go-live target.
5.4 What is your recommended process for handling existing employees? How will you
ensure that all current pay rolled temporary employees will be able to maintain their
benefits without any interruption in coverage?
WorkforceLogic would work closely with the incumbent payroll provider to ensure a smooth
transition. There would be a project plan which would outline all data needed. The data
would include questions about who has benefits and when will the incumbent provider be
ending their benefits as per the date of the transition. WorkforceLogic will then work to plan
their open enrollment so that no interruption of coverage takes place if the workers choose
to take advantage of WorkforceLogic benefits.

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6.0 Service Guarantees
6.1 Describe your service guarantees for your clients.
During implementation LinkedIn and WorkforceLogic will establish the Service Level
Agreement (SLA) and Key Performance Indicators (KPI). These, in combination with a
mutually agreed upon strategic plan, will guide the overall delivery of the program goals and
objectives. The WorkforceLogic and LinkedIn Program teams will meet weekly to review
current events and issues. SLAs and KPIs include the following categories:
 Contingent Worker Sourcing (cycle time, fill ratio, attrition)
 Supplier Quality (weighted combination of rates, fill ratio, contract compliance)
 1099 Compliance (cycle time, indemnification)
 Invoicing and Payments (accuracy, timeliness)
 Quality Process Improvement (qualitative measurement of proactive process
improvement)
 Cost Savings (benchmark, guarantee)
 Overall Customer Satisfaction (survey percentage)
 Technical Support
6.2 Please provide your service guarantees you would commit to in the follow areas:
Since 90% of LinkedIn‟s requirements are in Mountain View, here are service guidelines we
recommend from successful supplier programs at Northern California-based companies including
Adobe Systems, Brocade, Facebook, Hitachi, NetApp, Yahoo! and Sony.
Time to Submit Qualified Resumes 1-2 Business Days
Submittal to interview 1-2 Business Days
Interview to hire 5-9 Business Days
Retention 10-12% Attrition Rate

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6.3 How does your company define, measure, and improve customer satisfaction?
Defining Customer Satisfaction
We define customer satisfaction by listening to our customers to determine what they expect
from our program(s). Based on what we learn, we measure and improve customer
satisfaction through a combination of quality business reviews and web surveys of all
stakeholders in the MSP/VMS program.
Measuring Customer Satisfaction
Customer Surveys: WorkforceLogic will conduct a 360° review of the key program
elements at LinkedIn using the Survey Monkey web tool. This assessment is designed to
measure program deliverables and satisfaction in the areas of our People, Process and
Technology. Each category is ranked on a scale from 1 (never meets expectations) to 4
(exceeds expectations) and there is a free text comment field within Survey Monkey. The
results will be tabulated, weighted, and documented in an Action Plan report that we will
review with LinkedIn.
Sample Question on 360° Survey

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Improving Customer Satisfaction
Action Plan: Based on the results of the 360° review, WorkforceLogic will work with
LinkedIn to create a detailed action plan to address any opportunities for improvement. Each
of the opportunity areas will be ranked in the order of priority and will have a project lead
that is responsible for achieving success. Please see the Sample Action Plan on the
following page.
Quality Assurance: We will implement our Quality Assurance program to ensure
continuous improvement, regular and ongoing communication with LinkedIn‟s key
stakeholders. WorkforceLogic‟s Quality Assurance Program included but is not limited to:
 Establish a mutually agreed upon Strategic Plan
 Establish SLAs that govern service levels and remedies
 Weekly meetings with LinkedIn Sponsor(s); used to review current events/issues
 Quarterly Business Reviews
 Annual Reviews
 Supplier Performance Reviews – Conducted semi-annually to evaluate cycle times,
participation analytics, worker quality, and program compliance
 Supplier Forums - We meet with our suppliers to gain in depth knowledge of current
trends and contractor issues. We discuss the results of these forums with our clients

36. 36
6.4 How would you propose measuring candidate satisfaction for all payroll service
employees? How would you administer, measure and report back on this data?
Payroll service employees are included in the 360° review and can provide feedback at any
time through our VMS or by contacting our client services team. All survey results are
presented to client sponsors. Question scoring is outlined below.
 Each response translates into a numerical ranking, 1-4
 Goal – maintain a ranking of 3.5 or better.
 Ranking Key
Never Meets
Expectations
Minimally
Meets
Expectations
Usually
Meets
Expectations
Exceeds
Expectations
1 2 3 4

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7.0 Independent Contractors and Payroll Services
7.1 Does your company offer an automated 1099 / Independent Contractor Qualification
process and/or management service? If so, please describe.
Since 1994, WorkforceLogic has been a pioneer and nationally recognized expert in IC
Compliance Services. Our thought leadership was confirmed following the landmark
Vizcaino v. Microsoft case, which cost their company $97 million in damages (not counting
litigation fees). The IRS required Microsoft to implement a 1099 Contractor Compliance
program. Following an RFP process, they awarded their business to WorkforceLogic and
we continue to successfully support them today.
Through our proprietary technology and comprehensive compliance evaluation process, we
mitigate risks associated with the engagement of IC‟s. Our testing questions derive from a
combination of state and federal guidelines for independent contractor use. They are
designed to elicit a holistic picture of each project and the reason for engaging an outside
resource to perform work. The questions focus on three main categories: behavior control,
financial control, and the intended relationship between Microsoft and the independent
contractor.
WorkforceLogic fully indemnifies all of our clients based on our compliance
evaluation recommendations.
Here is a summary of our process:
WorkforceLogic‟s proven compliance screening process is unique in that we do not utilize an
automated scoring process. Automated processes are not flexible and do not account for
the nuances in IC engagements.
Instead, we use a dual review methodology when processing all compliance screenings. We
consult the managers and IC‟s throughout the evaluation process regarding Statement of
Work details, questionnaires and business documents to comply with state and federal
worker classification guidelines. For each engagement, our dedicated LinkedIn compliance
expert will conduct a thorough evaluation and make a recommendation. As senior level
compliance expert will review the completed file and recommendation to ensure compliance.
Both experts must agree before they issue a final recommendation to LinkedIn.
In the event the two experts do not agree, they will escalate to the designated LinkedIn
Compliance Program sponsor. If needed, we will engage our outside counsel, Littler
Mendelson, for final recommendation.

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7.2 Please explain your company’s resources for addressing 1099 / independent contractor
qualification inquiries and the collection of required documentation.
The screening is performed by WorkforceLogic‟s compliance experts who each go through a
training program and 12 months as a research associate before they are allowed to perform
evaluations. For each compliance evaluation, there are a minimum of two reviews before a
final recommendation is made. The initial review is done by a compliance expert dedicated
to LinkedIn. A second review is performed by a Senior Compliance Expert.
Both individuals must reach an agreement on the recommendation that best mitigates the
risks to LinkedIn. In the event an agreement cannot be reached, the file is reviewed by
WorkforceLogic‟s Director of Compliance Services and will be escalated if necessary to Vice
President of Compliance Services. In addition to our compliance experts, WorkforceLogic
has in-house counsel who assists in unique circumstances. If necessary, we will engage the
services of our outside counsel, Littler Mendelson law firm.
Melissa Oliva, Vice President of Compliance Services
Melissa has over twelve years in client services, compliance, risk mitigation, staff
augmentation, implementation, and training. Melissa has worked at Kelly Services as their
Independent Contractor Services Compliance Manager and SourceRight Solutions as their
Senior Compliance Manager. Melissa has implemented contractor compliance programs,
assisted with federal and state agency audits, designed training programs and helped to
develop technology used to evaluate independent contractors.
Darlene Tarrant, Director of Compliance Services
As the Director of Compliance Services, Darlene is a skilled compliance expert with over ten
years of experience managing major accounts and solutions within the Retail and
Contingent Workforce industries. Her expertise includes risk mitigation, compliance, major
account management and operations (domestic and global). She has developed numerous
process improvement projects and training initiatives.
Tania Edwards, Manager of Global Services
As our Manager of Global Services located in London, England, Tania is responsible for
contractor compliance, relationship and process management, and service delivery to
WorkforceLogic‟s customers in EMEA. She has more than 11 years of experience with
contingent workforce management. Previously, Tania worked for Xchanging as their
Principle Client Services Manager and was responsible for a team located in London,
Poland, and Preston.

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7.3 What is your process for notifying the contractor of your determination regarding their
employment status? What is your process for notifying the hiring company?
Consultative Approach with Non-Compliant Service Providers
The approach that we take with individuals who are not compliant is to consult them on
federal and state guidelines on the proper qualifications of an independent contractor.
Additionally we provide suggestions on steps (e.g. obtain additional clients, invest in
advertising, etc.) that they can take to be compliant for future projects. We inform them of
our many payroll service benefits which include: a dedicated WorkforceLogic services
representative, weekly paychecks with direct deposit, our contribution to worker‟s monthly
medical premiums, no-cost life insurance, discounted health club memberships, etc.
WorkforceLogic also performs an administrative function (time card processing) and we pay
required state and federal taxes on their behalf. The final element in the consultative
process for non-compliant individuals is to highlight their personal tax responsibilities. In our
experience, many service providers respond favorably when they recognize the many
advantages that we provide to them.
LinkedIn Notification
Our recommendation is routed to the appropriate LinkedIn contact(s) for final review and
acceptance. The most common method of communicating a recommendation is via email
although some clients request a phone call (or both an email and a phone call). This
communication will indicate whether the service provider should be engaged as an
independent contractor or referred to WorkforceLogic‟s payroll service.
7.4 What is the average turn time for evaluating a prospective 1099 contractor?
After the manager and contractor, complete their questionnaires, and submit all supporting
documents, WorkforceLogic renders a recommendation to the client within 24 - 48 hours.
7.5 What percentage of your business is dedicated to 1099 Compliance Management and
Services?
WorkforceLogic currently has more than 110 clients. Of those, approximately 33% utilize our
1099 Compliance Management and Services.
7.6 What percentage of your business is dedicated to payrolling services?
More than 95% of our clients utilize our payroll services.

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8.0 Reporting and Invoicing
It is essential to the relationship that various types of reports be available. All reports shall
be easy to read, accurate, timely, and accessible on paper as well as in MS Excel format.
8.1 Please provide us with a list of standard reports that you are currently generating for
your major clients, and provide descriptions of each including the frequency. Please
include samples of reports that you believe would assist in managing our contingent
workforce.
WorkforceLogic Essential Intelligence, our business intelligence module, is powered by
Cognos, the world leader in business intelligence, and offers the most comprehensive
reporting and analytics available.
Essential Intelligence includes personalized dashboards, a full suite of standards reports,
automatic report scheduling and delivery, charts, graphs, trend lines, and ad-hoc reporting
tools for power users. Essential Intelligence empowers you to make the right decisions
today and meet the strategic workforce objectives of tomorrow.
Standard Reports
Standard reports are available for all users. The reports available and the data provided are
based on the user‟s role and associations. Essential Intelligence provides the data you need
when you need it and the way you want it. With Essential Intelligence you are able to:
 Run reports for any time period
 Schedule reports to run and send to you automatically
 Receive reports in HTML, PDF, EXCEL, XML, or CSV
Standard Reports
Compliance Compliance reports provide data concerning the Independent Contractor/ Service
Provider population. The three available reports track status of the Independent
Contractor/Service Provider in the Compliance Qualification process, currently
engaged Independent Contractor/Service Provider population and relevant data as
well as invoice activity overview.
Expense Expense reports include dollar figures for expenses and can be analyzed by
contingent workers, departments, locations, order type, and more.
Financial Financial reports are the most comprehensive fiscal reports available. These reports
include dollar figures for hours and expenses and can be analyzed by contingent

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workers, departments, locations, and more. Information on approved and pending
approval billable items is also available within financial reporting.
Hours Hours reporting displays worker and system-level hour information. It includes
regular, overtime, and double-time hours and can be analyzed by contingent workers,
departments, locations, and more.
Headcount Headcount reporting gives visibility into the contingent workers actively on-site. The
reports can also show the contingent workers‟ current start and end dates, the
supplier a worker is employed by, departments, locations, and more. This allows the
manager to analyze the workforce by assignment parameters. Headcount reports can
include assignments for any user-defined time period. Reports can also provide a
historical perspective (date-based) of headcount and include related financial
information, such as bill rate and estimated weekly spend for each worker‟s
assignment.
Project Project reports display the cumulative regular, overtime, or double-time hours that a
particular contingent worker reported time against on a particular project, over a
selected data range.
Supplier
Review
Supplier review reports help managers track the strengths and potential weaknesses
of staffing partners in terms of requisition activity, assignment metrics, and contingent
worker performance. Two reports include requisition data by supplier. All statistics
related to requisition receipt and candidate sourcing (number of resumes submitted,
rejected candidate count, short list candidate count, interview count, offer count,
assignments filled, and related ratios, and timelines) are included in the report. The
data can be summarized by job category, location or other business structure
parameter.
The Decline Requisition Report lists each requisition that a supplier elected not to
respond to as well as the supplier‟s rationale for rejection. The Mark-up Compliance
Report tracks a supplier‟s adherence to contracted mark-ups by job category and
requisition.
The Assignment Statistics report provides summarized supplier statistics for average
duration, average bill rate, average mark-up, assignment count, and replacement
count for a user-specified time period. The Worker Performance Review Report
provides performance data, as provided by the Assignment Manager.
Worker Worker reporting provides length of service data for each worker. The report provides
information on overall length of service, including any breaks in service, by worker
and aggregated across multiple assignments and suppliers. Assignment performance
evaluations of each worker are also available.
Supplier Supplier reports are for suppliers only. These reports help the supplier track the time,
expenses, and related adjustments for their workers. The supplier‟s version of the
hours report is titled “timecard report” and is formatted differently, though includes
same week-end date criteria and much of the same data. This report lists the
supplier‟s gross billings to the client based on approved time and expenses for its
workers.

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8.2 Do you have the ability to customize reports based on customer needs? Please provide
sample reports.
Yes
8.3 Do you have web-based reporting capabilities? If so, how frequently do you refresh
the data (real-time, nightly, weekly, or monthly)?
Through WorkforceLogic Essential, we provide accurate reporting on spend, both actual
versus budgeted and current versus previous periods. This enables you to monitor and
adjust expenditures to ensure projected savings at the touch of a button. Real time reporting
also provides visibility into a number of critical statistical areas such as project accounting,
head count, refills, and turnover, which enables you to maximize your contingent workforce
and increase productivity. You can also closely monitor and reduce overtime with increased
visibility. Through WorkforceLogic Reporting, you have the ability to make better decisions to
help quantify spending and trends for contingent workers and their assigned projects.
8.4 Do you provide self service Ad Hoc reporting capabilities?
Yes, WorkforceLogic Essential offers easily configurable ad-hoc reporting capability which
has helped Essential earn the reputation of being one of the most productive, easy to learn
and use VMS applications available.
WorkforceLogic Essential reports are easily created by selecting data items and dragging or
pasting them into columns, rows, and measures. Reports can be easily sorted, filtered, and
subtotaled through commands on the reporting toolbar. Adding a chart to a report is as easy
as clicking a button. Reports can be displayed in HTML, PDF, Excel, CSV, or XML. Once
the report has been created, it can be run, saved to the user‟s personal folder or dashboard,
or published for use by others.
Please see screen shots of our ad hoc reporting on the following page.

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8.5 How do you report on adherence to compliance processes?
WorkforceLogic Essential includes reporting in the support of Independent Contractor
Compliance management. Reporting is used by the WorkforceLogic Compliance team to
monitor evaluation activity and the expiration documents that are provided by independent
contractors, such as business licenses and insurance. The Compliance report shows the
status of all compliance evaluations.
8.6 How do you report performance measures?
WorkforceLogic provides reports on industry standard benchmarks such as; supplier
performance, bill rate submission ranges, time-to-approve, candidate ranking, etc.
Contingent Worker Report: Contingent worker performance is measured through a
performance evaluation at the end of each assignment. When a contingent worker‟s
assignment ends in WorkforceLogic Essential, the client manager is prompted to complete a
performance evaluation on that worker. The performance evaluation is web-based, as it is
part of the core application workflow. Evaluation parameters are specific to the client‟s
requirements to ensure that criteria important to the client is captured and reported.
WorkforceLogic‟s performance evaluation tool provides an objective method of measuring
the quality and performance of each individual placement.
Contingent worker performance contributes to the overall evaluation of the supplier from
whom the worker was placed.
Supplier Report: Supplier users have access to their own set of reports. These reports
help the supplier track the time, expenses, and related billings spend for the workers they
have furnished to the client‟s contingent workforce program. The reports available to
suppliers are as follows:
 Supplier Timecard Adjustment  Supplier Timecard
 Supplier Expense  Supplier Expense Adjustment
 Supplier Assignment Adjustment  Financial Crosstab
 Financial General  Financial Pending
 Supplier Review Decline Requisition  Supplier Review Performance

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9.0 References
Please provide 5 references as listed below:
1. Client where you initially provided service domestically and then grew your program to
include international solutions. Please provide a brief overview of the process.
Elise Graziano
Sr. Staffing Director
NetApp
(408) 822-6000
Elise.graziano@netapp.com
2. Client similar to LinkedIn in scope and size.
Monica Richardson
Human Resources
Facebook
(650) 543-7796
mrichardson@fb.com
3. Client where you manage the Independent contractor process. What challenges did you
experience and how did you help you clients mitigate their risk.
Sony – need to confirm with Melissa that they are willing to be a reference.
4. Global client you have worked with for over 5 years. Please explain the relationship and
services offered.
Edgar Sandoval
Sourcing Manager
Adobe Systems
(408) 536-6000
The Adobe-WorkforceLogic relationship has evolved over time as our client‟s needs have
grown and changed. We began supporting them in 1996 for 1099 compliance and payroll
services after they were audited by the IRS and required to implement a solution.
While we continued to support Adobe from 1999-2009, Adobe also worked with a global
staffing services provider to manage their contingent workforce requirements (Master
Vendor/On-Site model). As their contingent labor program expanded, cycle time and worker
quality issues became more frequent and hiring managers demanded a change. Therefore,
Adobe did an RFP for a global vendor-neutral MSP/VMS. Adobe awarded the bid to
WorkforceLogic. Our offering there has expanded to a full service MSP/VMS with a focus on
global expansion. The first phase of expansion is India (Q3, 2011) followed by EMEA.

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5. Client you have lost within the past year. Why did they change suppliers?
Although we did not lose a client in 2010, our relationship with Google changed as of April 1,
2011. Given their contingent workforce program‟s current size and scope (60+ countries,
$100+ million spend), they elected to deploy a large-scale MSP/VMS through a global
services provider with more than 30,000 full-time employees in more than 60 countries.
However, Google chose to award WorkforceLogic a new contract to continue to manage
700 workers through 2014. Google continues to be a reference for WorkforceLogic based on
our on-going partnership of over 5 years.

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10.0 Cost
Job Category Maximum Mark-up
Administrative/Clerical: 35% Mark-up above Pay Rate
Engineering 38% Mark-up above Pay Rate
Technical/IT 38% Mark-up above Pay Rate
Human Resources 35% Mark-up above Pay Rate
Accounting/Finance 42% Mark-up above Pay Rate
Facilities 35% Mark-up above Pay Rate
Referred/Payroll Service 18% Mark-up above Pay Rate
17% for pay rates of $100 per hour or more
1. Conversions: LinkedIn may choose to hire any of the Contingent Workers placed on
assignment by Agency. In the event of a Contingent Worker’s conversion from an
employee of Agency to a full time employee of LinkedIn, a conversion fee may be paid by
LinkedIn to Agency based upon the conversion fee percentage set forth below
(“Conversion Fee”).
Please provide your conversion schedule broken out by hours worked. We expect there
to be a time period where NO FEE will apply.
Hours Worked on Assignment Conversion Fee, % of LinkedIn Salary
0 -170 20%
171 - 340 15%
341 - 510 10%
510 - 680
681+
5%
No Fee

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2. Overtime Rates: In some instances, overtime may be required for Contingent Workers.
Billing rates in the event of overtime will be as follows:
a) When a Contingent Worker is required to be paid at a rate 1.5 times his or her
Contingent Worker’s Pay Rate, LinkedIn will be billed 1.4 times the Contingent
Worker’s Pay Rate.
b) When a worker is required to be paid at a rate of 2.0 times his or her Contingent
Worker’s Pay Rate, LinkedIn will be billed 1.8 times the Contingent Worker’s Pay
Rate.
3. Please provide your Fee for processing of Independent contractors.
WorkforceLogic will charge LinkedIn a fee of $250 per evaluation and $100 for each re-
evaluation. If the worker does not qualify to be paid as a 1099 worker and LinkedIn refers
the worker to our employer-of-record payroll service, then the $250 fee will be waived.
If LinkedIn elects to have qualified 1099 contractor submit invoices (for consolidated weekly
invoices) through WorkforceLogic, then we will deduct a 1.75% fee from each invoice
payment.
4. What type of cost savings initiatives are you proposing to LinkedIn?
To underscore our commitment to delivering a cost-effective MSP/VMS, we will provide cost
savings guarantees and include them in our contract with LinkedIn. WorkforceLogic‟s
implementation activities include the identification and documentation of current supplier
contracts and associated rates.
The following published studies outline how WorkforceLogic‟s services were an
improvement over the “AS IS” condition and the savings obtained by Brocade and Bank of
the West.
Client Brocade Bank of the West
Overall Cost Savings 12% 8%
Supplier Markup Reductions 10% 8%
Maverick Spend 2% ----

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Hard Cost-Savings
WorkforceLogic drives hard cost-savings by normalizing mark-up rates, standardizing bill
rates, reviewing pay rates, eliminating rogue spending, and reducing headcount through
process efficiencies. In addition to our benchmark data, we stay current by conducting
supplier RFP‟s to ensure competitive rates by job title and region.
Bill rates are controlled by associating a bill rate range to each job title. The bill rate range
automatically populates the requisition when the job title is selected. Hiring managers are
prevented from making or accepting an offer for an amount that exceed the top end of the
bill rate range.
Conversely, managers can input a „target‟ bill rate for each requisition, which is below the
maximum bill rate range for the chosen position, to further stimulate competition among
suppliers. WorkforceLogic also offers mark-up compliance that prevents suppliers from
submitting a candidate at a rate that exceeds their contracted mark-up.
Overtime: You have already noted our overtime cost-savings strategy in this pricing section.
FICA Cap Mark-Up Reduction: When a WorkforceLogic payrolled worker hits the FICA
wages limit threshold ($106,800), the tax burden reduces by 6.2%. WorkforceLogic passes
those savings directly to LinkedIn by lowering our mark-up by 6.2% for the remainder of the
calendar year.
Soft Cost Savings
Business Process Efficiencies: We deliver soft cost-savings to all of our clients as well.
For example, with WorkforceLogic‟s consolidated weekly invoice for all supplier billings, the
number of Accounts Payable resources required to process payments will be reduced
(normally by one or one-half of a fulltime worker headcount).
Risk Mitigation: We will ensure that all of your 1099 contractors are properly classified and
we will provide ongoing co-employment communications and training to LinkedIn and to
contingent workers. State and federal agency audits and individual worker litigation can
result in millions of dollars in fines, penalties, litigation expenses, damages, etc. Following
the case of Vizcaino v. Microsoft, which cost their company $97 million in fines (not counting
litigation expenses), they engaged WorkforceLogic to mitigate their 1099 contractor
compliance-related risks. One of our key responsibilities is to help protect and indemnify
LinkedIn from these types of exposure. Once we know your annual „spend‟ on 1099
contractors, we will be able to identify and quantify potential cost-savings, or cost-
avoidance, here.