161208 BuyerWebinar FINAL · More(openings(than(hires 0 1,000 2,000 3,000 4,000 5,000 6,000 Aug h...
Transcript of 161208 BuyerWebinar FINAL · More(openings(than(hires 0 1,000 2,000 3,000 4,000 5,000 6,000 Aug h...
Leveraging the Flexible Workforce: Buyer Perspectives on the Promise of Total Talent Management
©2016 by Crain Communications Inc. All rights reserved.
.
Presented by:Stephen Clancy, CCWP, Director , Contingent Workforce Strategies, Knowledge and Research, Staffing Industry Analysts
Elizabeth Rennie, CCWP, Global Research DirectorStaffing Industry Analysts
Moderator: Adrianne Nelson, CCWP, Director, Global Services Staffing Industry Analysts
Thursday, December 8, 201610 am PT/ 1 pm ET
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©2016 by Crain Communications Inc. All rights reserved.
This webinar is broadcast through your computer speakers via the audio broadcasting icon on your screen. You may adjust the sound volume by using the slide bar on the audio broadcasting icon. You may dial into the call by dialing 650-‐479-‐3208 and using access 660 355 419. Need other assistance? Please contact SIA customer service at [email protected]. The presentation will be available 48 hours after the webinar.
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Today’s speakers…
Stephen M. Clancy, CCWP, Director , Contingent Workforce Strategies, Knowledge and Research, Staffing Industry Analysts
Elizabeth Rennie, CCWP, Global Research DirectorStaffing Industry Analysts
Moderator: Adrianne Nelson, CCWP, Director, Global Services Staffing Industry Analysts
©2016 by Crain Communications Inc. All rights reserved.
AGENDA
1. What is the main driver of Total Talent solutions?
2. What continues to drive Total Talent solutions?3. What does a Total Talent solution look like?
4. Recommendations on how to start….5. Questions
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What is the main driver ofTotal Talent Solutions?
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72% of Global CEO’s Concerned About Availability
of Key Skills
Source: PwC 2016 US CEO Survey
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The Traditional Answer: Hire a Full Time Employee
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Labor Demand Varies Over Time
Time
Payroll $
Demand Level
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Traditional Workforce
Time
Payroll $
Idle/Layoffs
Idle/Layoffs
Demand Level
Traditional Workforce
The Historical Answer
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Traditional Workforce
Time
Payroll $
Idle/Layoffs
Idle/LayoffsDemand Level
Contingent
Contingent
Traditional Workforce
The More Typical Recent Answer
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Traditional Workforce
Time
Payroll $ Contingent
Demand Level
Contingent
Traditional Workforce
A Minimal Traditional Workforce Answer
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Your Workforce
22%
Source: Staffing Industry Analysts: Workforce Solutions Buyers Survey 2016 – Consolidated Average
Employed Workforce Contingent Workforce
78%
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Contingent Workforce Growth
Source: Workforce Solutions Buyers Survey 2016 – North America -‐ Contingent share of workforce 2016
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The New Answer is Not So Clear
Traditional Employee?
Gig Worker?
Independent Contractor?
Offshore or Onshore?
Consultant?Contractor?
Temporary Worker?
Freelancer?
Consultant?
Outsourced Service?
Contingent Worker?
Intern?
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Degree of attachment to the client organization
Traditional employment
Internal Temp Workers/ Interns/ Seasonal Workers
Agency Temporary Workers
Independent Contractor
SOW Consultant
Outsourced Service
Traditional Employment with an indefinite employment relationship
More attached Less attached
A Continuum of Work Arrangements
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Evolution of Procurement Models Supporting Talent Outcomes: A natural convergence….
MSP/PMO
Maturity towards outcomes Maturity towards outcomes
Decentralised
Preferred supplier
Master Vendor
TotalTalent
ACCQUSITION
Decentralised
Agencypreferredor in-‐house
RPO/TA
FLEXIBILITY v STABILITY
Contingent Evolution Permanent Placement Evolution
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Talent Management Decisions Made in Workforce Solution Silos
Traditional Employees
Recruiters, Direct Hire, RPO
Managed By: HR
Outsourced ServicesContingentTemps, IC & SOW
Agencies, MSP/ VMS, Direct IC’s
Consulting & Outsourcing Firms
Managed By: HR and/or Procurement
Managed By: Procurement
Other Non-‐Employed Workers
Online Staffing, Offshore Providers
Managed By: Various Departments
Strategic Workforce Planning: Minimal Workforce Mix Optimization
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What continues to drive Total Talent Solutions?
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Days of abundant labour are nearing an end
Source: ManpowerGroup Talent Shortage Survey 2015
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Ageing Population
Source: Ageing Societies, Steve Beales, Imperial College London
Number of People of Working Age (15-‐64) for Each Person Aged 65+
11.75 working people to one aged 65+
8.5 working people to one aged 65+
3.9 working people to one aged 65+
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Countries experiencing most and least difficulty filling jobs in 2015
Percentage of employers having difficulty filling jobs in 2015
Source: ManpowerGroup Talent Shortage Survey 2015
Skills Shortages
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Source: Eurostat, ‘Unemployment statistics’, August 2016
Percentage of active population unemployed
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More openings than hires
0
1,000
2,000
3,000
4,000
5,000
6,000
Aug-‐01
Dec-‐01
Apr-‐0
2
Aug-‐02
Dec-‐02
Apr-‐0
3
Aug-‐03
Dec-‐03
Apr-‐0
4
Aug-‐04
Dec-‐04
Apr-‐0
5
Aug-‐05
Dec-‐05
Apr-‐0
6
Aug-‐06
Dec-‐06
Apr-‐0
7
Aug-‐07
Dec-‐07
Apr-‐0
8
Aug-‐08
Dec-‐08
Apr-‐0
9
Aug-‐09
Dec-‐09
Apr-‐1
0
Aug-‐10
Dec-‐10
Apr-‐1
1
Aug-‐11
Dec-‐11
Apr-‐1
2
Aug-‐12
Dec-‐12
Apr-‐1
3
Aug-‐13
Dec-‐13
Apr-‐1
4
Aug-‐14
Dec-‐14
Apr-‐1
5
Aug-‐15
Dec-‐15
Ope
nings/Hires
Openings Hires
Source: US Bureau of Labor Statistics & Staffing Industry Analysts
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How to attract talent in this kind of market?
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There is a growing shortage of highly skilled workers combined with a surplus of medium-‐skilled workers (source: Boston
Consulting Group analysis: Talent Gaps by 2020 and Beyond)
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There is a growing shortage of highly skilled workers combined with a surplus of medium-‐skilled workers (source: Boston
Consulting Group analysis: Talent Gaps by 2020 and Beyond)
Strategies to address this – look to the recruitment process to drive strategic talent advantage by offering:
• Using digital leadership to drive employee attraction and engagement
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Sale
s
Recr
uitin
gSales CoordinatorsLead Generation
Account Executives
Enterprise AE’sSales OpsMarketing
CRM
Recruiting Coordinators
SourcingRecruiters
Team LeadsRecruiting OpsEmployer Brand
ATS
Marketing is the backbone of a strong sales function
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Look beyond the recruitment process to drive strategic talent advantage by offering:
• Using digital leadership to drive employee attraction and engagement
• Unleash hidden talent (internal moves) and better utilization of the contingent workforce (temp-‐to-‐perm conversions) to
fill gaps
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Look beyond the recruitment process to drive strategic talent advantage by offering:
• Use digital leadership to drive employee engagement
• Unleash hidden talent (internal moves) and better utilization of the contingent workforce (temp-‐to-‐perm conversions) to
fill gaps
• Extend the pool: invest in a curated talent pool
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What does a Total Talent solution look like?
Levels of Total Talent Solution Maturity
54321
Level of Maturity
Solutio
n Ap
proach
Strategic Total Workforce Planning (Strategic Partner)
Strategic Sourcing (Strategic Resourcing Function)
Tactical Sourcing (Partnering with Hiring Manager)
Transactional Sourcing(Leveraging Across the Supply)
Reporting Only (Enablement)
Program DProgram C
Program B
Program A
Source: Randstad Sourceright
-‐ Numerous HR and VMS products that don’t have “what if “ scenarios
-‐ Multiple VMS products that have started to enable multiple views of candidates
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Already have an RPO, but it was unable to keep up with the growing needs to address both the permanent and contingent workforce in a
holistic way. Competition for top talent was fierce in its industry and its recruiting partner needed to have capable skills in managing the contingent workforce, as well as the permanent
workforce. The organization was in the midst of financial uncertainty and it wanted an agile and scalable solution to support fluctuations in its business.
Integrated end-to-end talent solution supporting ~1,000 hires/engagements per annum
for both permanent and contingent workforces
Onsite talent advisors working with hiring managers to
determine the best type of talent whether it be permanent, contingent, contractor or
freelance
Increased the % of permanent and contingent workers
directly sourced
Employment brand strategies that supported attracting all
worker types
Savings of £14.5 over three years though lower reliance on agencies and better economic
returnsIncreased client and candidate satisfaction, which neared 100%.
The program outperformed SLA’s and produced high-quality talent.Ability to support growth in hiring volumes as the organization doubled in three years
Percentage of non-supplier filled roles was at 87% in 2015, above
the SLA target of 80%HR Business partner satisfaction was at 100% in 2015, above the
80% minimumTime to hire of 26 days for all of 2015, below the target of 35 days
Source: Randstad Sourceright
Challenge Solution Result
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Inconsistency with technology used to help Hiring/Engagement
Managers
‒ Consolidating the supply chain
‒Lack of positive candidate experience
‒ Lack of consistency in messaging, and leveraging of
brand
Single Total Talent Acquisition delivery team supported the acquisition of
talent for all forms of candidate engagement
across permanent, temporary and contractor roles.
Providing on-site delivery with a focus on widening candidate pools, economies of scale, shared technologies and the Hiring/Engagement Manger
experience. It used an off-site direct
sourcing team to support the on-site delivery team, allowing for a more “human experience”. Dedicated direct recruiter
contact rather than automated email portal.
Savings of £300k through proactive sourcing of experienced hires.
Cost savings of £850k through the consolidated supply chain management including rate management, resulting in a
reduction of 23% in agency fees.
Agency reliance for experienced hires is now less than 10%.
90% candidate satisfaction scores across all candidate types, realizing 95% in the last quarter, 2015.
Hiring/Engagement Managers’ experience was improved
Source: Resource Solutions
Challenge Solution Result
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Local council who offered social care service had ~80% of the production roles were
filled with contingent workers—many required
training and were susceptible to turnover.
This had a negative effect on the organization’s bottom line because it led to inefficient operations with gaps and inconsistencies in product
production.
There was a shortage of skilled children social professionals
Permanent and temporary recruitment responsibility given to one vendor.
Redefined “quality” and developed employment
brand..
Built recruitment campaigns, incl. video and social.
Performed demographic talent mapping. Initiated a temp-to-perm conversions including
microsite promoting permanent benefits, distributing literature, running workshops and
delivering bespoke assessment centers, as well as streamlining
temporary pay rates and transitioning qualified care
workers onto day rates, whilst implementing a pay reduction
Reduced hard-to-fill social care vacancies by 75% over 9 months
Recruited 137 social care permanent roles at an average of 98% direct fill over 12 months
Reduced reliance on agency staff from 40% to 15%, resulting in a reduction of 50% in staffing costs against these posts. Over six years, the contract has accumulated over £2m of
savings
Average time-to-hire of 20 days
Average time-to-clear (safeguarding) of 15 working days.
Source: Capita
Challenge Solution Result
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Other examples….look further-‐ Org charting-‐ Succession planning-‐ Company structure, manage change
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Where should I start?
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Total Talent Solution Strategy Usage
Likely to be seriously explored within two years, (55%)
In place today, (18%)
Not planning to do it, (28%)
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1. Understand talent/skill needs across the business
2. Understand synergy potential – what is your maturity level -‐ so that you are maximizing the value of the solution offerings across different workforce classifications
Where do I start……
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3. Discuss with supply chain partners and learn what the competition for talentis doing
4. Assess if a total talent solution approach could increase your talent/skill resourcing capability in your business through engaging with stakeholders
Where do I start……
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PeopleTeam
Collaboration
ProcessProcess Leverage
Technology Technology Bridge
Review all aspects of delivery
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Total Talent Solutions: Meet a Strategic Need thru Tactical Initiatives
Bi-‐directional Talent Business Initiatives
§ Leverage Vetted/Known Talent Pools
§ Enhance Employment Brand
§ Conversions on Steroids
§ Enhance Sourcing Channels and TA Cost-‐Effectiveness
§ Leverage “Silver” Medalists
§ Enhance Workforce Visibility (SWP)
Primary Strategic Goal: TTM = Workforce Mix Optimization!
©2016 by Crain Communications Inc. All rights reserved.
Download the report
Other useful documents:• Total Talent Management• Mapping the Total Talent Management Continuum• Regulatory Drivers of TTM• Webinar: May 11 2016: How to Begin the Journey towards TTM
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Time for your questions…
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2016 Webinars
December 14, 2016 Contingent Workforce Policies That Stick
Upcoming Webinars
• Copies of the slides and a link to the audio recording will be distributed to all attendees within 48 hours following the webinar
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