What variables are impacted by HR outsourcing of staffing? Which include: administrative costs for labor expense, client firm to HR relations, HR regulatory competency requirement, knowledge of cost factors, e.g. billing and pay rates, vendor markups and margins, vendor management competency requirement, client and vendor relationship, communication is between client managers and staffing vendor, employee data-available, data quality control, data security, match with job requirement, employee quality, inter-vendor competition, mining of client talent by vendor, quality content for preferred staffing vendor, standardization of business process ( intra-company), strategic focus of client firm, demands on client managers vendor competency and external economic environmental viability.However, it has dynamic relationship between the client firms and staffing vendors. Moreover, the models of human resource supply chain, every has different set of advantages and disadvantages for the client firms. The models can be relate to the decision making process on outsourcing of human resources. As strategic services tactic decisions have an important impact or selecting the particular HR outsourcing model that a client firm adopter. The another model is the balance of power and control over managing the control workers differ to decide what every worker individual skills or abilities outsourcing demand. Moreover, local contracting is also the predominant traditional model for outsourcing staffing with non-core employees. A client firm usually uses several staffing vendors to meet temporary staffing needs for seasonal functions, employee absences and special projects. The advantages of local contracting are high touch and high quality of service by staffing vendors, minimal bureaucracy, empowerment of hiring any high qualified employees to get the job done, and a relatively better fit between specific staffing vendors and functional needs. The disadvantages of local contracting can increase costs from non-standardization of hiring practices and procedures across the client form, a significant amount of word of mouth and subjective quality issues, high local costs and client firm us subjected to the capabilities of the staffing vendors and contract employees. However, local HR contracting is the most flexible, high quality, but expense, inefficient and ineffective HR outsourcing model for the client firm. Another model is the working period to be decided to outsource HR contracting. In this situation, in the short term and on a day-to-day basis, the client firm aims to achieve on economy of scale with its staffing vendors. The total costs of temporary workers as well as internal costs for contracting with several different vendors are higher than if it needs one staffing vendors to meet all its needs. So, the client company can set the reasonable pricing that it pays for its temporary outsourcing staffs. Each staffing vendor secures a different rate range with each vendor as opposed as one contact. In the long term, it is benefiting, each specialized staffing vendor is able to fully work with each function needs temporary utilization is better than the average.