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ContingentRPO:UsingThePowerofYourBrandforSignificantSavings

EVOLVINGANDINNOVATIVE

Speakers:§ JonathanMannall, GlobalHeadofSales,Solutions&Innovation,HaysTalentSolutions

§ TravisO’Rourke, HeadofHaysTalentSolutions- Canada,HaysTalentSolutions

Sponsoredby:

CONTINGENT RPOUSING THE POWER OF YOUR BRAND FOR SIGNIFICANT SAVINGS

September 2017CWS US Summit – Dallas

Jonathan MannallGlobal Head of Sales, Solutions and Innovation16 years of experience in the outsourced recruitment market designing, deploying and running MSP and RPO programs in four continents.

Travis O’RourkeHead of Talent Solutions, Canada15 years of full cycle contingent workforce management experience. Full cycle expertise in attraction, recruitment, engagement, compliance, and off-boarding.

HAYS TALENT SOLUTIONS SERVICE OVERVIEW

Recruitment Process Outsourcing (RPO)

• Multi-Sector Capability• Direct Sourcing Driven• ATS Technologies

Managed Service Programmes (MSP)

• Master Vendor and Vendor Neutral Programs

• VMS Technologies

Blended Workforce

• Complex organizations• One model isn't enough

• Flexible delivery • Consistent single

governance

Statements of Work(SOW)

• Isolating consultancy spend• Driving accountability• Identifying and mitigating risk• Removing hidden costs

• Fully outsourced programs• Contingent and permanent recruitment are not

viewed in isolation• HR and Procurement are jointly accountable• Hays share in the customer talent strategy ‘

seat at the table’

• Risks are shared• Workforce efficiencies – right place/right price• Maximum visibility and control

Total Workforce Management

24 years experience

50+ new programsin FY17

33countries

$3.5billion+spend under management last year

DEFINITION: CONTINGENT RPOUsing your brand to attract contingent talent directly to projects and assignments thereby reducing your reliance on staffing suppliers.Benefits: Reduced costs, improved engagement

DIRECT SOURCING

THE PASSIVE JOB SEEKERA RECRUITMENT DILEMNA

89% of candidates are open to new job opportunities

80% would accept a contract position

13% Actively looking

THE PASSIVE JOB SEEKERA RECRUITMENT DILEMNA

89% of candidates are open to new job opportunities

direct sourcing programs gives you access to 76% more candidates

13% Actively looking

76%

Direct Sourcing can significantly reduce your costs, however you will need to invest in the right People, Technology and Digital Attraction to maximize the benefits on offer.

WHAT GOOD LOOKS LIKEREMOVING AGENCY RELIANCE OVER TIME

Being selective will allow you to demonstrate success to justify further investment. Retain vendors for niche roles only.

33% 33% 33%

27%

50%

66% 40% 17%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yr0 End of Yr1 End of Yr2

Agency Agency Agency

Payrollee Payrollee Payrollee

Direct

Direct

WHAT GOOD LOOKS LIKEPOTENTIAL COST SAVINGS

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yr0

Agency

Markup of

25%

Direct

500 Contractors

$50 /a Hr

$11,875,000 in agency markup

WHAT GOOD LOOKS LIKEPOTENTIAL COST SAVINGS

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yr1

40%Direct

Source

12.5%markup

Direct

500 Contractors

$50 / Hr

$7,125,000 in agency markup

$2,375,000 in Direct Source

60% agency spend

25% markups

Total Savings of $2,375,000

WORKFORCE ENGAGEMENT MODELS ARE CHANGING

STRATEGIC WORKFORCE ENGAGEMENTCURRENT STATE

Headcount = 1Resource engaged under the direction and control of employeesEngaged under contracts of employment or contracts for servicesSubject to strict governance around background checks

Headcount = 0Resource engaged under the direction and control of service providerEngaged under a Statement of Work, either T&M or outcome basedBackground checks assumed completed by vendor

Permanent Temporary Staff Aug Services SOW Capital ProjectsFTC Contract T&M SOW Consulting

Talent Acquisition

MSP Vendor Tactical Vendors Solutions Vendors

Strategic Vendors

TOTAL TALENT MANAGEMENTVISION FOR THE FUTURE?

Headcount = 1/0Centralized delivery operating within policy/guideline led risk frameworks.

Strategic Workforce Planning led approach to Total Talent Management Scope of non-permanent resourcing extended to include services engagements to avoid ‘inflating and squeezing’ the balloon

Permanent Temporary Staff Aug Services SOW Capital ProjectsFTC Contract T&M SOW Consulting

Typical scope of Total Talent Management Services

Typical scope of MSP services including services procurement

Strategic/Tactical Procurement

DIRECT SOURCINGTHE WAY FORWARD…

Hays Commercial in Confidence

CASE STUDY

Hays Commercial in Confidence

CASE STUDY

COMPUTACENTER – IT SERVICES MSPVOLUME IT SUPPLY VIA A DIRECT SOURCING MODEL

IT engineers, project management, consultancy, technical specialists, business operations and sales supportLocations includeUK nationwide and Ireland Projects includeCreation of First Line Analyst talent pools; engineer scheduling; technical skills testing; contract vacancy microsite; talent pool creation & management; development of a scheduling database; vetting services; security cleared PSL; onboarding portal

Worker profile• Worker population c1100• Approximately a third of the population

earn £150 per day or above

On/Offsite delivery model in place since 2009

35 On/Offsite Hays partners 7,500 Contractor placements per year 99% Direct fill rate via shared service model

APPLYING THE TALENT ACQUISITION LEARNS

TRG: 84%

Talent Acquisition Planning & Strategy

Can

dida

te R

elat

ions

hip

Man

agem

ent

Recruiting culture

Com

plianceGov

erna

nce

Metrics &

Analytics

Position & Profiles

Employer Branding

Candidate Audiences

Recruitment

Tools & Technology

Outsourcing

Sourcing Selecting Hiring & Onboarding

Selecting Recruiting Retaining DepartingPlanning Attracting

FIVE STEPS TO DIRECT SOURCING SUCCESS

STEP 1: IDENTIFY THE OPPORTUNITYWHICH ROLES SUIT THE DIRECT SOURCING APPROACH

Most suited to Vendor Hire Most suited to Direct Hire

High impact/Unique rolesWho – Management

Where – emerging markets/multi siteAttraction – specialist vendors

High impact/Repeat rolesWho – Sales, Engineers, R&DWhere – Single/limited site(s)

Attraction – Networking and direct approach

Lower impact/Unique rolesWho – Secretary

Where – Disparate/multiple locationsAttraction – Local vendor network

Lower impact/Repeat rolesWho – Representatives/Agents and Admin

Where – Single/limited site(s)Attraction – Integrated marketing campaign

Frequency of hire type

“Im

pact

” of

hire

s

STEP 2: ASSIGN THE SOURCING TEAMEXPERT, AGILE, FLEXIBLE & SCALABLE

Hays Commercial in Confidence

CASE STUDY

PARTNER MANAGEMENT STRUCTURE MSP PROVIDING DIRECT SOURCING

Busi

ness

Procurement

CW Program Office

Rogue Spend Activity

Standard P.O.Policy Activity

Complex SOW SolutionPartner/Engagements

SOW Solution Providers (Consulting Firms & ICs)

Sow Solutions Providers (Consulting Firms & ICs)

Externals OnboardingMSP

Staffing Partners

Direct Sourcing/Payroll

Cross-Functional Partnerships

Universal Management-Enabling Technology Platform

STEP 3: IMPLEMENT THE TECHNOLOGYCRM, FMS, COMPLIANCE

Vendor management

Onboarding portal

Performance Management Dashboards

Statement of work/services

VMS functionality

Contracting options

Temp, Contractor, Agency, T&M, Rate

Cards, SOW contracts

Freelancermarketplaces

Talent pools, competitive bids, agile assignment

Attraction

DIRECT SOURCING: TECHNOLOGY ENABLERSENGAGING NEW FORMS OF TALENT REQUIRES DIFFERENT KIT

Compliance services

Pre-employment Screening

Worker Classification

Services

STEP 4: SET-UP BRANDED ATTRACTIONBRANDED MICROSITES & JOB POSTINGS

LEVERAGING YOUR BRAND TO ATTRACT PROJECT WORKERS SELL WHO YOU ARE AND WHAT YOU OFFER

STEP 5: AWARENESS ENGAGEMENT ACQUISITIONREPEAT, REPEAT, REPEAT

AWARENESS, ENGAGEMENT & ACQUISITIONPATH TO DIRECT SOURCING SUCCESS

OBJECTIVES – Increases the breadth of potential candidates aware of the brand COMMUNICATION – One way EXAMPLES – On line banners, ambient and print media advertising

AWARENESS

OBJECTIVES – Onboard those hiresCOMMUNICATION – Two way

ACQUISITION

OBJECTIVES – Increases the depth of relationships with potential candidates COMMUNICATION – Two way EXAMPLES – CRM talent communities/social media engagement

ENGAGEMENT

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