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ConcurrentSessionProgrammeDesignandWorkforceDecisionBasics:WheretoStartandWhatYouShouldKnow

Moderator:§ ElizabethRennie,GlobalWorkforceSolutionsResearchDirector,CCWP,StaffingIndustryAnalysts

Panellists:§WendyPerson,Director,GlobalWorkerGovernance,TheCoca-ColaCompany

§NigelSmith,SVP,TotalTalentSolutions,PontoonSolutions

SpeakerSpotlight

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Therearemanyworkforcemodels

MSP/PMO

Maturitytowardsoutcomes Maturitytowardsoutcomes

Decentralised

Preferredsupplier

MasterVendor

TotalTalent

ACQUISITION

Decentralised

Agencypreferredorin-house

RPO/TA

FLEXIBILITYvSTABILITY

ContingentEvolution PermanentPlacementEvolution

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Howdidyoudefinetheoriginalscopeofyourprogramme?

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BusinessGoals

ITCapability

UserNeeds

People

Technology

HolisticWorkforceSolutions

Process

Keypillarsofaprogrammes:

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Technology Process People

ITBUYIN EXECUTIVEBUYIN CORPORATEBUYIN

UnderstandingtheStakeholders:

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PontoonOptimisationRoadmap

STAGE 1 | STAGE 2 | STAGE 3 |

• Supplier alignment and optimization

• Cost control and oversight• Consistent process mechanics• Baseline program performance• Cultural adaptation• Full resource and spend visibility

• Trends and analytics• Proactive consultation• Operational model

optimization • Program road-mapping• Savings & efficiency gains• Ongoing supplier

optimization

• Cultural Entrenchment• Operational excellence• Strategic business partner• Prescriptive analytics• Expansion of services • Innovation roadmap

DurationofRelationship

ProgramValue

OPTIMIZATIONROADMAPDesignedtoaccelerate:

• Adoptionrateacrossstakeholders• Businessneedchanges• Variationofresourceneeds• Mergerandacquisitionactivity

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Whatarethekeyconsiderationsyouneededto

putinplacetosupportprogrammegrowth?

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Howcanaprogrammesupportallstakeholdersandbest

managestakeholderchanges?

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Whatdoyouneedinaprogrammetosupport

significantvolumechanges?

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What’s happening ?

How does it affect my

business ?

OK, It will help

Where canI learn more ?

I have to support. How do

I support?

Awareness

Understanding

Acceptance

Involvement

TIME / EFFORT

OBJECTIVES

Buildingengagementovertime:

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Howdidyouengagewiththebusinessandwhatwasthefeedbackmechanismonyour

programmetoensurecontinuousimprovementand

satisfaction?

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EXPECTATION &PREPARATION

LIMBO – CONFUSION &UNCERTAINTY

ENGAGEMENT &INTEGRATION

Acceptance

Apprehension

Disappointment

Depression

Return to Old Ways

AnticipationExploring

Incumber

Realisation

Doubt

Denial

Elation

Perpetuate Limbo

Letting GoTesting

KEYAspirationTypical change curvePoor change Management

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Hasyourprogrammemandatedanyspecificprogrammeelements?Ifso,whatandwhy?

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Whatsortofguidelinesandpoliciesdoestheprogramme

setregardingtheuseofcontingent/permanentwhen

lookingforaresource?

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Howdidyoudefineyourreportingneedsacrossthe

business?

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Isthereanyvalueinincludingsmaller“tail”countriesandhowwouldyouincorporate

them?

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Whatsortofsupportcan/shouldanMSPofferfor

incorporatingSOWagreementsintothe

programme?

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OptimalSolution

MandateCulture&ExceptionControls

SavingTimelineTolerance

In-HouseCompetencyStrengths

ExistingProcessControls

ComplianceUrgency

SelfServicevs.WhiteGloveCulture

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Model Benefits SuccessFactors&ChallengesWorkerTrackingMgmt.

• Visibilityintoworkerroles,rates,location,&tenure• Complianceviaon/offboardadminoversight&screeningassurance

• Dataupkeepcanstrugglew/outlinkagetoinvoicing~tyingtosystems/facilitiesaccessprovidesincentive

• Oftenagatewaysteptobroadersolutionmodels

SOWTransaction

Admin

• Visibilityofprogramspend&supplierperformance• Savingsenforcementofratecards&budgetcontrols• Complianceviae-approvalofbudget,deliverables,invoicing,&SOWamendments

• Promotesuserexperiencebyautomatingburdensomeback-officeadmin

• Minimizesengagementdisruptionassourcing/contractingprocess,templates,&systemsremain

• Exceptionvisibility&clientendorsementneededfortraction

SOWProcureto

Pay

• Additionalsavingspromotion&recordinginelectronicRFxbidforum

• Expedited&controlledelectroniccontracting• Strategicvisibilityintosourcingeffectiveness,cycletimes,&negotiatedsavings

• RFxuserequiresclientandMSPpromotion;notinherentlyseenasbeneficialatstartup

• RFxstrengthtiedtosupplierenrollmentmandates;faltersifsegmentsof“peer”suppliersoperateoutsideprogram

• Contractingworkflowcanintroduceperceivedbureaucracy;maydiscourageprogramusew/outsupportingcompliancegroupbacking

SOWSourcetoPay

• AdditionoffocusedMSPsavingspursuitresourcestosupplementclient’ssourcingstaff

• Frontlineaudit&pre-negotiationofagreements• Advancedsupplierperformanceassessments,marketinsights,etc.

• Benefitspossiblewhenclientstakeholderscomfortableabdicatingsomedegreeofsourcingownership

• Sustainedsourcingproficiencyrequirestime&experiencew/inclient’buyingenvironment

• Projectbuyeracceptanceconcerns

Program Mandate & Savings Timeline Expectations are Major Drivers…Mandate enables aggressive start up models & earlier savings attainmentNon-mandate succeeds with initial program foothold based on user benefits with savings strategies follow

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Howareindependentcontractorsmanaged

(wheretheyarenotsuppliedbystaffingfirms)?

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Howdidyoumanagetheimplementation/rolloutacrossthebusinessandacrossthe

suppliers?

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Risk Outcomes MitigatingStrategy

Access toData Discovery processdelayed,impactstotimeline Provide clientwithchecklistofdatarequirementspriortoKickOff

ScopeCreep Longertimelineandunplanned costs Outlinefuturestateearlyand documentinMSA/DescriptionofServices

Access toclientSMEsDiscoveryresultswon’tyieldfullviewofcurrentstateandrequirements.Buy-intofuturestatecompromised

Identify &communicatewithSMEspriortoKick-offMeeting&encourageparticipationonprojectteam

Vague BusinessRequirements

Scope creep,gapsinprocessandpotentialchanges/delayinimplementation

Ensure representativeSMEsparticipateinrequirementsgathering&validationpriortofinal review&signoff

DelayinMSA Execution Supplier onboardingdelayedincreasingtimeline,introducescopecreep

Executecontractwithin2weeks ofkick-offmeetingbeingconducted

ImplementationTimelineprojectedprior tocompletionofDiscovery

Commitmentsnotmet,multipleGoLivedates,negative projectperceptionbystakeholders

PartnerwithVMS provider&outlineimplementationtimelineaftertheAssesstollgate

LackofProjectChampions

Unableto navigatecompanyhierarchyforkeyinformation,globalstakeholders&changemanagement

Nameresource(s) onorbeforeprojectkick-off

Limitedengagementfromoutgoingincumbent

Unableto understandservicingdetails;potentialincumbentlossoftalentimpactingservice/supportuntilgolive

Define &set transitionactivityexpectations, roles&responsibilitieswithincumbentMSP/VMS

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Whatsortofimprovementplansareongoingforthe

business?

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CorporateGuidelinesforContingent/Perm:

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Whatwouldyoudodifferentlywhensettingupthe

programme?

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TwoEasyWaystoGiveFeedback

RatesessionsontheConferenceCommunity (allsessions)

FillouttheEvaluationCardonyourchair(concurrentsessions)

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§ NetworkingLunchandExhibitsOpen13:15-14:15|RubinRoom

Comingup…

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AfterLunch…

§ ConcurrentSessions|14:15PM

-TalentfortheFuture:DevelopingaWorkforceStrategy|SaphirRoom

-ComplianceandRisk– LatestDevelopmentsAffectingtheContingentWorkforceinEurope|AmethystRoom

-WhatDefinesSuccessinaGlobalRPOProgrammeandHowtoGetThere|OnyxRoom

-BenchmarkingAgainsttheBest|BernsteinRoom