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March 16‐19, 2015Orlando, FL
THURSDAY 11:45 AM PACIFICA 11, 12
Concurrent Session: Threats and Opportunities in a Brave New World: Future StateTowards the Staffing Singularity—The Evolution of Total Talent Management
Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media
March 16‐19, 2015Orlando, FL
Rate this session by accessing the evaluation from your Conference Mobile Community OR tap the iPad screen as you exit.
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Towards the Staffing Singularity—The Evolution ofTotal Talent Management
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Agenda
Total Talent Management OverviewThe Current State of Play Into the Future
Talent strategy and business alignment
Metrics and Analytics
Workforce Planning
• Learning and Development• Career and performance management
Compensation/Benefits
Traditional Talent Management Viewpoint
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
Talent strategy and business alignment
Metrics and Analytics
Workforce Planning
• Learning and Development• Career and performance management
Compensation/Benefits
Total Talent Management Integrates Flex Work, Non Employee Labor and Traditional Employees
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
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
SIA and ERE Definition of Total Talent ManagementWhat is Total Talent Management (TTM)?
If “Talent” refers to the expertise, skill, experience, knowledge, hard work, capability, etc. that can be applied to do a certain task, project, or job, then “Total Talent” refers to the idea of including the FULL RANGE for sources of “talent”, both human and automated/robotic. On the human side that includes employees, independent contractors, temporaries, part‐time workers, seasonal workers, offshore workers, SOW workers, professional services, outsourced services, or freelancers you find online and pay “per task completed”. On the “automated/robotic” side it includes robots, bots, software, automation in manufacturing plants, etc.
Total Talent Management (TTM) refers to an employer’s practice of routinely considering TOTAL TALENT when it comes to talent acquisition or management. For example, when there is a job to “fill”, an employer that practices TTM will consider various options such as hiring an employee, using a contingent worker, acquiring a robot, etc. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
One Application of Total Talent Management: Which Resource to Use and in What Ratio?
Source: Staffing Industry Analysts
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
For Employers Contingent Labor Addresses Variability in Demand
Source: Staffing Industry Analysts
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
For Employers Contingent Labor Addresses Variability in Demand
Source: Staffing Industry Analysts
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
A Sample of Other Questions Ideally Answered by Total Talent Management Who is doing work on behalf of my company and what reputational and legal
risks does that expose me to? What is the real cost of these various workers and what are the optimal pay
and benefits? Which type of workers do I need and in what ratio in order to maximize
productivity/cost‐effectiveness? How can I best integrate contingent and other non‐employed workers with
my employed workforce? What training and career paths do I need to develop for workers of all types? How can I motivate and engage all those doing work on behalf of my
company (employed and non‐employed)? How can I best address skills shortages?
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Examples of Total Talent Approach in the Market
Kelly Workforce Solutions- Kelly OCG Business Service line- “A Total Talent Approach”- “A holistic approach to talent acquisition and management”
Randstad Integrated Talent Management Group- Launched in January 2015- “A holistic capability offering…”
Volt Consulting Group- Total Talent Management Solutions- Blending recruiting of both contingent and perm workers
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
An Evolution in ContingentWorkforce Management
Time
Value
Source: Staffing Industry Analysts
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Total Talent Management Evolution
Proactive Talent
Integration
EmployeeOnly
EmployeeCentric
Reactive Talent Co‐Existence
Proactive Talent Co‐Existence
Reactive Talent
Integration
Suppressed Siloed Integrated
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Total Talent Management Maturity Spectrum
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
It’s Your Turn – Poll of Audience/Discussion
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Agenda
Total Talent Management OverviewThe Current State of Play Into the Future
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
About SIA and ERE Joint Research on Total Talent ManagementGoal to explore the current state of Total Talent Management and understand its future directionConducted in September 2014 – March 2015
- Review of third‐party literature- Detailed interviews with a dozen experts and practitioners- Global survey of 628 suppliers and executives
Preliminary results shared todayFull report scheduled for end Q1 2015
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Total Talent Management IS the Wave of the Future. Right?
“I hear a lot of organizations talking about wanting to do this [Total Talent Management], but very little evidence that they are anywhere near achieving it. As such, I believe that there are no current exemplars (nor the subsequent reasons) that point to an advanced stage of maturity.”
HR LeaderUS Transportation Company
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Survey Respondent Demographics
69%
21%
10%
Work location – all respondents
US/Canada
Europe
ROW
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Survey Respondent Demographics Companies
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
What is the Non‐Employee Talent Pool?Contingent Workers
- Temporary workers- Independent contractors/freelancers- On‐line workers (micro tasks, crowdsourced, etc.)- Professional services /SOW consultants – (project based)
Other non employees- Outsourced services (ongoing operational work)- Partners (supply chain, partnerships, joint ventures) - Formal /Informal volunteers - Franchisees / affiliates- Robots/Drones/Artificial Intelligence
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Companies Use a Wide Variety of Non‐Employee Workers
Q5. Based on what you know, which of the following TYPES of ‘workers’ did work on behalf of your company/organization during 2014?
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Companies Have a Range of Their Workforce Comprised of Non‐Employees
6%
6%
16%
26%
46%
0% 10% 20% 30% 40% 50%
10th Percentile
25th Percentile
Median
75th Percentile
90th Percentile
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
A Variety of Talent Related Challenges with No One Challenge Dominating
Q10: Which of the following worker related challenges do you believe has been identified as the highest priority by your HR function and/or your overall company/organization in 2015? (Check the one that most closely matches)
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
…But Most Organizations Have Minimal Knowledge of Their Non‐Employee Workforce…
Q11: On any given month to what extent do you believe that Your company/organization has a good view of (i.e. has the ability to see and measure workforce activity?
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
..And let Individual Managers Make the Majority of Decisions on Worker TypeSuggesting little thought into the best solution for the organization
Q7. When there is work to be done, WHO in your company/organization typically decides on what TYPE of worker will be used to do the work? (select the one response that best (most typically describes the situation in your company/organization
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Further, Most Are Making Little Effort to Motivate/Engage Any Non‐Employees
Q9: How would you characterize your company’s/organizations efforts to proactively engage and/or motivate each of the following types of workers in order that they are fully absorbed by and enthusiastic about their work?
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
About Half of Companies See Having a Combined Workforce View as Important..
Q12: From what you can tell how much importance does your company HR and executive leadership place on a combined understanding of employee and non employee components of your workforce? (check all that apply)
Important/ Extremely Important = 54%
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
..And there are a Variety of Barriers to Implementing a Total Talent View of Companies Workforce
Q13. Which of the following are barriers/constraints to your company/organizationAchieving a COMBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of your workforce? (Check all that apply)
Among companies that felt a combined view of employees and non employees was important to have
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Suppliers Surveyed are Primarily Staffing Firms
Q14. Which (if any) of these PRODUCTS/SERVICES does your company/organization provide to other companies (check all that apply)
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Suppliers Have a More Forward Thinking View of Total Talent Management Than Their Clients
But will face some short term difficulty in gainingacceptance for the need for a solution A need for market evangelism
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Suppliers See More Barriers Than Their Clients to Obtaining a Whole Workforce View…
Q18. Which of the following are BARRIERS/CONSTRAINTS to your clients achieving a COMPBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of their workforce? (check all that apply)
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
..and Believe that Companies Should be More Proactive in Engagement/Motivation of Non‐Employees Than the Companies Themselves
Q17. What level of effort do you believe your clients SHOULD be making to engage and/or motivate these worker types (v Q9 what level of effort companies believe that they should be making)
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
They Have Also Been Working on Developing Their Capability to Support Companies
Q15. Indicate WHEN you believe that your company’s products/services will address each of the following categories of workers
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Agenda
Total Talent Management OverviewThe Current State of Play Into the Future
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Companies See The Need to Do More to Engage and Motivate Non‐Employees, But are Still Focused on Employees Much More
Current Effort Levelvs.
Effort Should Make
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Companies Who Need To Improve Flexibility or Productivity Have More Interest in Obtaining a Combined Workforce View
Q12 Level of importance in obtaining a combined workforce understanding/view and Q10 Key worker‐related challenge
By Top HR Challenge
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Professional Services and Software/Tech Companies Have a Stronger Interest in Visibility
Q12 Level of importance in obtaining a combined workforce understanding/view and Q22 Principal industry
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Who Will Lead Total Talent Management?
“The ‘home’ that will drive TTM is one that both naturally grasps its potential and has the influence to enable the initiative to surge forward with momentum.”
President – Management Consultancy
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Who Will Lead Total Talent Management?
“Within our company, it is the contingent team that is proactively leading the integration. Due to the level of complexity involved in vetting these workers, understanding how these people work/are motivated and determining the true cost of deployment, this is the best team to advise the organisation on the most appropriate resource to use.”
Director of Staffing – Technology company
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Total Talent Management Evolution ‐Where Are We?
Proactive Talent
Integration
EmployeeOnly
EmployeeCentric
Reactive Talent Co‐Existence
Proactive Talent Co‐Existence
Reactive Talent
Integration
Suppressed Siloed Integrated
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Total Talent Management Maturity Spectrum
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Questions for Audience
Is this something you believe in?What will it take to move to the right on the spectrum?What questions do you have?
March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.
Towards the Staffing Singularity – The Evolution of Total Talent Management
Barry AsinPresident, Staffing Industry Analysts
Ron Mester,President and CEO, ERE Media
March 19, 2015
March 16‐19, 2015Orlando, FL
Rate this session by accessing the evaluation from your Conference Mobile Community OR tap the iPad screen as you exit.
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Don’t forget to provide feedback
Towards the Staffing Singularity—The Evolution ofTotal Talent Management
March 16‐19, 2015Orlando, FL
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