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.