Contingent Workforce Management for the Mid-Market · • Business case • Challenges • ......

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Contingent Workforce Management for the Mid-Market:Tapping Technology to Grow

Jennifer Gosizk, Global VP of Sales, Flex, SAP FieldglassRussell Hartness, NAES, Director of Staffing

December 12, 2017


Today’s speakers

Jennifer GosizkGlobal Vice President Sales Flex

SAP Fieldglass

Russell HartnessDirector of Staffing

NAES


Overview of today’s workforce

NAES Case Study

• Business case

• Challenges

• Implementation

• Program Benefits

• Future Goals

Agenda


Today’s Workforce

EMPLOYEES EXTERNAL TALENT


Past contingent hiring

2015 Contingent Buyers Survey by Staffing Industry Analysts & 2016 Job Forecast by CareerBuilder

.5% of workforce

198312% of workforce

200940% of workforce

2016


Profile of contingent workers

53% 47%Men Women

40.9 millionindependents

38% Millennials

27% Gen X

35% Boomers / Matures

Source: MBO Partners State of Independence America 2017


a. 10%

b. 20%

c. 50%

d. 95%

e. None of the above

Survey question #1

Out of all the new jobs created since the recession, what percentage was traditional employee versus contingent?


Ten years from now…..


Looking Forward What will Indepent workforce look like in 2017, MBO Partners 2017

By 2027, nearly 6 in 10 (58%) Americans will be independent, or will have worked independently.


83%of executives say they will be

increasing the use of contingent, intermittent or consultant

employees.

How is your company preparing its workforce for the future?To learn more details about this study, please visit http://sfsf.ly/Workforce2020.


How will the following employee types change as a share of your total labor force over the next 10 years?

Employee Type (% “increase”) - (% ”decrease”)

Traditional full-time employees -4%

Part-time employees 4%

Agency temporary workers 18%

Internally sourced temporary workers 15%

Statement-of-work (SOW) consultants 26%

Other independent contractors / consultants 8%

Workers operating through entirely outsourced vendors on an ongoing basis 23%

Freelancers sourced via an internally-managed pool or an online staffing platform 35%

Source: SIA’s 2017 Contingent Workforce and Workforce Solutions Buyers Survey


What they’re doing?

Who’s working for you?

How much you’re paying them?

Where they’re located?

What facilities they’re accessing?

Do you know…


NAES

• NAES• Formerly North American Energy Services• Operate and manage power plants• 160+ power plants in U.S.• Power generation – all technologies

• Positions utilized• Plant operations – instrument & control techs, operators, L/I,

engineering/tech, professional • Outage management

• Program Overview • Managed Serviced Provider (Director, MSP Manager, Recruiter)• 60+ workers • 2,000 weekly billable hours


Issues With:

Visibility Compliance Quality Time keeping and invoicing


Implementation Process

Minimal Resources Collaborative


Program Benefits

Reporting Greater Efficiency Compliance Streamlined and Consistent Processes


• Since implementation, how has the program evolved?• Paperless (timesheets / accounting)• Compliance (time stamped approvals / workflow)• Cost Savings (rate card / mark-up driven)

• Have goals of the program shifted?• SAP Fieldglass supports constant initiative to progress program• Outside departments within NAES question how SAP Fieldglass

can support their group

• What has been the biggest benefit?• Time saving / improved work flow

• What are your future goals for the program?• Onboarding of incumbent suppliers / rogue spend

Program Evolution


Q&A


Jennifer Gosizk, Global Vice President Sales Flex, SAP Fieldglas

[email protected]

Russell Hartness, Director of Staffing, NAES [email protected]

Thank you.


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