achieve morecompetitive opportunity
Creating Leverage And Competitive Opportunity From Your Existing Contingent Workforce Model
Darren MorrisDirector of Client Services A/NZCXC Global
Today’s Workshop
AGENDA
1 Overview by Darren Morris2 Group brainstorming session3 Brainstorming session feedback and wrap up
SESSION OUTCOME
Explore and learn proven and next phase opportunities to improve your contingent workforce program.
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DIRECTOR OF CLIENT SERVICES A/NZCXC GLOBAL
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CONINGENT WORKFORCE PROGRAMS ARE GROWING AND GROWING IN IMPORTANCE
SIA – APAC Contingent Buyers Survey 2015 (April Issue)
CWP HAS COMPLEXITY
RUBIX CUBE LIKE COMPLEXITY
• Workforce Umbrella – Temps, IC’s, SOW
• Ownership - HR, Procurement, Business, Outsourced Partner
• End to End Cycle – Procure to Pay
• Framework – People, Process, Systems, Brand
• Drivers – Cost, Risk, Visibility, Efficiency/Quality
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CWP DRIVERS REMAIN CONSTANT
Source: Taleo May 2005
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COST, VISIBILITY, RISK, EFFICIENCY, QUALITY
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9 BOX ANALYSIS -
EssentialDesirableNot
required
Existi
ngPa
rtly
exi
sting
Mis
sing
Overtime Programs
SOW
Working Day
Tenure Management Discount
Direct Sourcing
Cost (examples)
Payroll Only Fee
Furlough (Forced leave)
• List examples of the CWP Initiatives • Plot the initiatives in the grid• Focus discussion on the essential
column• Discuss attributes to deliver the
initiative:• Strategy, process and technology• Measurements & benchmarks• Lessons learnt / program evolution
Cost, Visibility, Risk, Efficiency & Quality
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CWP DRIVERS
REDUCECOST
REDUCE RISK
IMPROVE VISIBILITY & CONTROL
OVERTIME Working Day Rules Award Worker Strategies
TECHNOLOGY ATS VMS
ON-BOARDING Work Rights Checks Certification Tracking
IMPROVEEFFICIENCY & QUALITY
ENGAGEMENT Standard Contracts Performance
ComplexityINITIATIVES
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9 BOX ANALYSIS
EssentialDesirableNot required
Existi
ngPa
rtly
exi
sting
Mis
sing
Standard Contracts
Sourcing strategies
Decision Tree
Supplier Performance
Standardisation – Procure to Pay
• List examples of the CWP Initiatives • Plot the initiatives in the grid• Focus discussion on the essential
column• Discuss attributes to deliver the
initiative:• Strategy, process and technology• Measurements & benchmarks• Lessons learnt / program
evolution
Workers achieving Goals
Efficiency & Quality
• List examples of the CWP Initiatives • Plot the initiatives in the grid• Focus discussion on the essential
column• Discuss attributes to deliver the
initiative:• Strategy, process and technology• Measurements & benchmarks• Lessons learnt / program
evolution
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9 BOX ANALYSIS - RISK
On-boarding / Off-boarding
Work Rights and Certification
Deemed Employment
Classification – eg sole trader engagement
Off-siting non compliance
Risk
Workers Compensation
Minimum Wages & Awards
EssentialDesirableNot required
Existi
ngPa
rtly
exi
sting
Mis
sing
• List examples of the CWP Initiatives • Plot the initiatives in the grid• Focus discussion on the essential
column• Discuss attributes to deliver the
initiative:• Strategy, process and technology• Measurements & benchmarks• Lessons learnt / program
evolution
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9 BOX ANALYSIS
ATS
Benchmarks
VMS
VisibilitySingle view of workforce
EssentialDesirableNot required
Existi
ngPa
rtly
exi
sting
Mis
sing
• List examples of the CWP Initiatives • Plot the initiatives in the grid• Focus discussion on the essential
column• Discuss attributes to deliver the
initiative:• Strategy, process and technology• Measurements & benchmarks• Lessons learnt / program
evolution
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9 BOX ANALYSIS – GROUP FEEDBACKEssentialDesirableNot required
Existi
ngPa
rtly
exi
sting
Mis
sing
VisibilityRisk
Efficiency & Quality
Cost
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CWP DRIVERS
REDUCECOST
REDUCE RISK
IMPROVE VISIBILITY & CONTROL
OVERTIME Working Day Rules Award Worker Strategies
TECHNOLOGY ATS VMS
ON-BOARDING Work Rights Checks Certification Tracking
IMPROVEEFFICIENCY & QUALITY
ENGAGEMENT Standard Contracts Performance
ComplexityINITIATIVES
REPORTING & BENCHMARKS
COST
• Workforce budget spend Vs Outcome goals
• Saving Programs effectiveness
EFFICIENCY/QUALITY
• Workforce mix by % by spend by output
• Time to productivity
• Average worker performance rating
• Supplier Performance Access to/retention of
key required skills
• Institutional knowledge loss versus gained
• % workforce accessing development or
learning tools
• Satisfaction – Supplier, Workers, Service users
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RISK
• On-boarding completion Rates
• Tenure ratios
• Audit scores
VISIBILITY (all the above and)
• Project Deadline Status (SOW status)
• Look at ways to measure your programs• Start capturing • Create benchmarks • Start to think about insights• Look at impact after changes are made
THANK YOU
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SESSION OUTCOME
I hope that you have had the opportunity to take away something useful that you can implement to improve current CWP.
For more information, feel free to approach myself or any of my CXC Global colleagues at our stand and in around the event.
Aim to capture session notes and make them available to attendees.