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Bryan T. Peña, CCWP
Vice President, Contingent Workforce Strategies and [email protected]
The Future of Workforce Management and Buyer
Perspectives
What is the future of work?
©2015 by Crain Communications Inc. All rights reserved.
©2015 by Crain Communications Inc. All rights reserved.
Fact!
Less of This
MORE of This
©2015 by Crain Communications Inc. All rights reserved.
© 2015 Crain Communications Inc. All rights reserved.
At our company we are interested in getting the
very best and brightest to work here. We feel the
level of person working at Microsoft creates a
distinct competitive and cultural advantage;
Why on earth would I limit the way we engage
them?
© 2015 Crain Communications Inc. All rights reserved.
HR Executive, Microsoft
Who We Are• Staffing Industry Analysts is the global advisor on
contingent work, nearly 1000 client organizations benefit from our international research services
– Over 80% of the worlds largest staffing firms are members
– Over 70 buyers of contingent labor are members of our CWS Council, representing over $100 billion in annual contingent workforce spend
– Customers in more than 80 countries
• Founded in 1989
– Acquired by Crain Communications ($200M media conglomerate) in 2008
– Headquartered in Mountain View, California and London, England
©2015 by Crain Communications Inc. All rights reserved.
Workforce Solutions Ecosystem
Source: Staffing Industry Analysts
Workforce Solutions Ecosystem
Source: Staffing Industry Analysts
Source: Staffing Industry Analysts
Workforce Solutions Ecosystem
Our Clients Provide us with a Global Perspective
• Staffing Firms
• Solution Providers – MSP, FMS, VMS
• Suppliers to Staffing Firms
• Investment Banks & Consulting Firms
Future of Workforce Management
• Employees– Full time or part time – Apprentices, trainees, and paid interns
• Non-Employees– Temporary workers– Independent contractors or consultants/freelancers– Online workers (e.g. micro tasks, crowdsourced, etc.)– Professional services (e.g. management consultants, lawyers)– Outsourced services (e.g. security guards, maintenance)– Partners (e.g. supply chain, partnerships, joint ventures) – Formal and informal volunteers (e.g. self-service customers)– Franchisees/affiliates/associates (e.g. marketing, sales activities, etc.)– Robots/drones/cognitive computing applications
© 2015 Crain Communications Inc. All rights reserved.
Projected Contingent Share of Workforce
Source: Staffing Industry Analysts – Contingent Workforce Managers Survey 2014
US
CA
BR
SA
JP
AU
NL
IN
Source: Staffing Industry Analysts
CHCN
UK
FR
IT
DE
BE
Global Staffing Market Revenue of €304bn in 2013Countries and regions are to scale
IE
Country 2014 2015
Ireland +7% +5%
Germany +6% +7%
France -0.5% +2%
Netherlands +7% +12%
UK +9% +7%
Europe +8% +9%
South Africa +17% +16%
Japan +9% +9%
USA +6% +6%
Australia +2% +2%
Brazil -1% +2%
Canada +4% -2%
Global +6% +7%
Source: Staffing Industry Analysts
Staffing Market Growth Forecasts
Country 2014 2015
Ireland +7% +5%
Germany +6% +7%
France -0.5% +2%
Netherlands +7% +12%
UK +9% +7%
Europe +8% +9%
South Africa +17% +16%
Japan +9% +9%
USA +6% +6%
Australia +2% +2%
Brazil -1% +2%
Canada +4% -2%
Global +6% +7%
Source: Staffing Industry Analysts
Staffing Market Growth Forecasts
Our Clients Provide us with a Global Perspective
• Staffing Firms
• Solution Providers – MSP, FMS, VMS
• Suppliers to Staffing Firms
• Investment Banks & Consulting Firms
• Buyers of Staffing Services
©2015 by Crain Communications Inc. All rights reserved.
CWS Council Members (partial public list)
Buyer Perspectives
© 2015 Crain Communications Inc. All rights reserved.
Contingent Workforce Programme Maturity Model
Who’s in charge?
©2015 by Crain Communications Inc. All rights reserved.
Does it matter?
©2015 by Crain Communications Inc. All rights reserved.
2014 European Buyers Survey
©2015 by Crain Communications Inc. All rights reserved.
© 2015 Crain Communications Inc. All rights reserved.
©2015 by Crain Communications Inc. All rights reserved.
To make a change……….
© 2015 Crain Communications Inc. All rights reserved.
Sourcing Model Definition
A Sourcing Model : The method by which a
company identifies, selects, receives, and pays
for contingent workers and related services.
Companies may employ more than one sourcing
model within a contingent workforce programme.
© 2015 Crain Communications Inc. All rights reserved.
• Minimize supplier and contract risk
• Job descriptions and rates
• Enterprise buy in
• Understand buying habits
• Volume leverage
• Bill rate savings
• Identify opportunities for process improvement
© 2015 Crain Communications Inc. All rights reserved.
• Leverage VMS Technology
• Job descriptions and rate
• Performance analytics
• Optimise Supply Base
• Automate CW Processes
• Complex Pricing Schemes
Managed Service Provider (MSP)• Contingent workforce
spend under management
• One contact point
• Direct cost savings on bill rate/usage
• Customized SLA’s and process
• Non-compliant spend elimination
• Total cost of ownership savings
Decentralized• Several suppliers
• Procurement done on an ad-hoc basis
• Management done internally
Master Vendor• One supplier
(possibly managing 2nd and 3rd tier suppliers)
• One point of contact
• Direct cost savings on bill rate and usage
• Customized SLA’s and process
Preferred suppliers• Selective set of
suppliers selected
• Contracts in place
• Service level agreements (SLA’s) in place
© 2015 Crain Communications Inc. All rights reserved.
One size doesn’t always need to fit all…..
© 2015 Crain Communications Inc. All rights reserved.
Focus on cost savings is not sustainable…..
© 2015 Crain Communications Inc. All rights reserved.
Europe is ahead of U.S.A… …..
© 2015 Crain Communications Inc. All rights reserved.
RPO and MSP Convergence?
RPO:
Outsourcing
Of
Permanent
Hiring
Total Talent
ManagementSource: Staffing Industry Analysts
MSP:
Outsourcing
Of
Temporary
Hiring
© 2015 Crain Communications Inc. All rights reserved.
• Manage CW and FTE talent holistically
• Expand definition of CW
• Focus on CW candidate experience and engagement
• Employer branding
• Enterprise approach
• Labour arbitrage
• Focus on value add
• Hand over to HR
© 2015 Crain Communications Inc. All rights reserved.
© 2015 Crain Communications Inc. All rights reserved.
Talent strategy and business alignment
Metrics and Analytics
Workforce Planning
• Learning and Development• Career and performance management
Compensation/Benefits
Total Talent Management Integrates Traditional Talent Employment and Non Employee Labour
Traditional employees
Talent Acquisition Modes
Recruiters, Direct Hire, RPO
Managed By: HR
Outsourced services
ContingentTemps, IC, SOW & Internal stretch
Agencies, MSP/VMS, Direct IC
Consulting & Outsourcing Firms
Managed By: HR and Procurement Managed By: Procurement
Source: Staffing Industry Analysts
© 2015 Crain Communications Inc. All rights reserved.
Total Talent Management Continuum
EmployeeOnly
Employee Centric
Reactive Talent
Co-existence
Proactive Talent
Co-existence
Reactive Talent
Integration
Proactive Talent
Integration
SuppressedEmployee-Focused
Activities
SiloedManagement of Employee and
Non-Employee Activities
IntegratedManagement of Employee and
Non-Employee Activities
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Source: Staffing Industry Analysts
© 2015 Crain Communications Inc. All rights reserved.
What does Competitive Advantage Mean?
Competitive advantage is a business concept describing attributes that allows an organisation to outperform its competitors. These attributes may include unique access and relationship to highly skilled personnel, unique costing methods or superior efficiency.
© 2015 Crain Communications Inc. All rights reserved.
• Highest evolution of CW program
• Executive sponsorship and strategy
• All labour categories are uncer one roof
• Employer branding and candidate experience creates an aspirational employment brand
• Value of programme can be tied to profitability
• Quality over Quantity• Full HR OR Operations
ownership
© 2015 Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers
• Procurement done on an ad-hoc basis
• Management done internally
Master Vendor• One supplier
(possibly managing 2nd and 3rd tier suppliers)
• One point of contact
• Direct cost savings on bill rate and usage
• Customized SLA’s and process
Managed Service Provider (MSP)• Contingent
workforce spend under management
• One contact point
• Direct cost savings on bill rate/usage
• Customized SLA’s and process
• Non-compliant spend elimination
• Total cost of ownership savings
Total Talent Management • Total workforce
spend under management
• Complete workforce visibility
• Direct cost savings on bill rate and usage
• Customized SLA’s and process
• Non-compliant spend elimination
• Increased total cost of ownership savings
• Additional productivity and process savings
• High degree of value added services
CW as a Strategic Competitive Advantage
• CW talent as business differentiator
• Management strategies move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of
suppliers selected
• Contracts in place
• Service level agreements (SLA’s) in place
Critical Point
© 2015 Crain Communications Inc. All rights reserved.
© 2015 Crain Communications Inc. All rights reserved.
Contingent Workforce Programme Maturity Model
Which of the following are currently in place in your organisation?
Contingent Buyer Priorities
0% 20% 40% 60% 80% 100%
Master supplier
Trying new suppliers
Direct sourcing
RPO
Strategy planning (incl. contingent work)
HRO
SOW
Global management (contingent work)
Supplier tiering
MSP
Consolidating staffing suppliers
VMS
Approved supplier list
In place today
Source: Staffing Industry Analysts – Contingent Workforce Managers Survey 2014
Which of the following are currently in place in your organisation, or are likely to be seriously explored within two years?
Contingent Buyer Priorities
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Master supplier
Trying new suppliers
Direct sourcing
RPO
Strategy planning (incl. contingent work)
HRO
SOW
Global management (contingent work)
Supplier tiering
MSP
Consolidating staffing suppliers
VMS
Approved supplier list
In place today Exploring in two years No plans
Source: Staffing Industry Analysts – Contingent Workforce Managers Survey 2014
Netherlands-
©2015 by Crain Communications Inc. All rights reserved.
To be Strategic and get a seat at the table…• Develop Acute organisational IQ
• Drive Transformational organisational Change
• Deliver Organisational Value Beyond Price Reductions and Process Efficiency
• Become THE Recognized Source for Market Information
• Develop an Eye for Identifying Risk in Advance
• Design and Organize for High Performance
– Surround yourself with “A” players
• Engage Stakeholders Where They Live
– Seek “Discretionary Effort” don’t be happy with “Malicious Compliance”
• Develop Strategy at the Enterprise Level and Execute
– Ideate, Identify, Communicate, Execute, Maintain
• Be Relevant and Visible Outside Your Four Walls
• Pursue Innovation and Demand Same
– “Best Practices” are for the other guys
• Focus on becoming effective as opposed to efficient
• Adoption, Adoption, Adoption
© 2015 Crain Communications Inc. All rights reserved.
Questions
© 2015 Crain Communications Inc. All rights reserved.
Thank you!
Bryan Peña, CCWPVice President, Contingent Workforce Strategies and ResearchPhone: +1.650.390.6188
Email: [email protected]
© 2015 Crain Communications Inc. All rights reserved.
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