Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
Innovations and Best Practices in Global Workforce Procurement
Hays Talent Solutions
Kimball NorupSVP, Head of Growth Americas
Cori McKee – WhippleVP, Sales & Solutions
INNOVATIONS & BEST PRACTICE IN GLOBAL WORKFORCE PROCUREMENTINSIGHTS FOR PROCUREMENT PROFESSIONALS
SIG Global Executive Summit
March 2018
Kimball Norup
SVP, Head of Growth Americas
Cori McKee
VP, Sales & Solutions
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
AGENDA
HAYS TALENT SOLUTIONS
BUSINESS OVERVIEWPOWERING THE WORLD OF WORK, INTELLIGENTLY
Our 10,000 expert
employees deliver
services from 250
offices across 33 markets
Global Expertise
We operate
seven integrated
international
sourcing centres
Flexible, Scalable
Investing over
£60m in CRM and
integrated tech
and owning a
multi-lingual,
multi-currency VMS
company managing
3.2billion spend
Technology
We have 24 years of experience in
providing outsourced
(RPO/MSP)
solutions to our
clients. Managing
35,000 Contractors
working in MSP
programs
Experience
Our ‘Talent Forward’ approach
delivers the right talent at the
right time at a fair price.
We offer clients:
• MSP
• RPO
• Direct Sourcing
• CMO
• SOW
• VMS
Solutions
GLOBAL MSP/RPO
CLIENTS
120+
MSP/RPO EMPLOYEES
WORLDWIDE
1,462
SUPPLIER PARTNERS
1,000+
MSP MANAGED SPEND
$3.9billion+
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
FOUR MEGA TRENDS
FOUR MEGA TRENDS SHAPING THE WORLD OF WORK
• Technology is transforming
how people work, and
impacting how clients and
candidates engage and
interact
• Digitalization of both supply
and demand creates vast
quantities of data to be
analyzed and put to use
Emergence of new, and
evolving, technologies
• 77% of global employers
reported skills shortages
• Businesses increasingly
need flexibility, which the
contingent workforce
delivers
• Want access to skilled
labor when, and where,
they need it
Skills shortages and
businesses’ demands
for flexibility
• Most professional
recruitment around the world
is still done by in-house HR
teams
• More organizations are
embracing the outsourced
specialist recruitment model
• Significant growth in
centralized procurement
Structural market
growth and evolving
client demands
Hays has identified four mega trends which are likely to influence the future shape and direction
of the world of work and therefore how we manage our business and develop our strategy.
• Many factors driving the
growth of the flexible
workforce
• ‘Job for life’ is giving way to
‘portfolio career’
• Flexible work, and
interesting project
assignments are motivators
for many
• Legislative changes
beginning to happen
More, and varied ways
of building a career
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
MSP EVOLUTION
THE MSP MODEL
Client work to
be done
Hiring
Managers
Inside Company
Program
Sponsors
HR
Procurement
Talent Acq.
‘Suppliers’
Talent
Outside Company
Staffing
SOW
Solutions
Marketplaces
Intermediaries
MSP/RPO
VMS
IC/Payroll
EVOLUTION OF MSP1st GENERATION PROGRAMS
1
Set suppliers list
2
Define mandatory
compliance
3
Implement VMS
4
Get visibility over
recruited workforce
5
Control & approve all
net new temp hiring
6
Payroll provider
7
Watch and review
the data
EVOLUTION OF MSP 2nd GENERATION PROGRAMS
1
Supplier reduction
2
Tiered suppliers
3
Implement rate card
4
Max margins
5
Rebates & tenure
discounts
EVOLUTION OF MSP 3.0
1
Workforce planning
2
SOW
3
Self-sourcing
4
Direct sourcing
5
Alumni programs
6
Extended Talent
Supply Chain
Contingent workforce as a
strategic competitive advantage
7
Total Talent
Management
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TALENT FORWARD STRATEGY
WE BELIEVE…
MSP clients want the best talent, at the right place, at the
right time, for a fair price, regardless of worker classification,
or source.
It is our job as the MSP provider to enable this by providing
the proven management structure, process, and analytics.
Benefits: Managers, stakeholders, supplier partners,
and contractors are all eager and willing participants in
the program. Client gets work done.
TALENT FORWARD
TALENT FORWARD
EnablingEnabling, not controlling. Build
strategic contingent workforce
programs with a focus on enabling
better access to talent.
Open communicationHelping proven supplier partners to
be more successful. Client access.
Proactive feedback.
Supplier engagementSupplier partners who are informed,
excited, engaged and committed to
our clients.
VisibilityUnderstanding what is happening
through deployment of technology
and MI.
Expanded supply chainOptimize mix of traditional and
alternative talent suppliers.
Client of choiceBuild and leverage client’s
employer brand to attract and retain
talent, and enable direct sourcing.
OPERATING MODELSIX STAGE FRAMEWORK
Operational Excellence - Account management, MI and reporting, statements of work, VMS technology
Predicting
your future
talent
Engaging
the best
talent
Identifying
the right
people for
your business
Deploying
talent where
and when you
need it
Progressing
your
employees
Transitioning
your
employees
Plan Attract Select Recruit Retain Depart
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
DIRECT SOURCING
Direct Sourcing can significantly reduce
your costs, improve talent quality, and
increase “time to productivity”. However,
you also need to invest in the right
People, Technology and Digital
Attraction to realize the benefits.
High impact / Unique roles
Who – Management
Where – emerging markets / multi site
Attraction – dedicated search / specialist vendors
High impact / Repeat roles
Who – Sales
Where – Single / limited site(s)
Attraction – Networking, talent pools and direct approach
Lower impact / Unique roles
Who – Reception, Janitorial,
Where – Disparate / multiple locations
Attraction – one off search / Local vendor network
Lower impact / Repeat roles
Who – Representatives, Agents and depot
Where – Single / limited site(s)
Attraction – Integrated marketing campaigns
19Frequency of hire type
“Imp
act” o
f hire
s
Most suited to talent pool / campaign hiringMost suited to individual search or vendor hire
WHAT GOOD LOOKS LIKEREDUCING AGENCY RELIANCE OVER TIME
Being selective
will allow you to
demonstrate
success to justify
further investment.
Retain vendors for
niche or specialist
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 LIKECURRENT STATE EXAMPLE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yr0
Agency
Markup
of
45%
$72,500,000 total Temp spend
$50,000,000 paid
to Agency workers
$22,500,000
Agency markup
Assumptions:
• 500 contractors
• $50/hour pay rate
• 2,000 hours/yr
• % = markup (includes profit, overhead, and
worker statutory costs)
WHAT GOOD LOOKS LIKEPOTENTIAL COST SAVINGS
$6,500,000
Direct Source
Total Savings of $2,500,0000%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yr1
40%
Direct Source
32.5%
markup
60%
agency spend
45%
markup
$70,000,000 total Temp spend
$30,000,000 paid to
Agency workers
$13,500,000
Agency
$20,000,000 paid to
Direct workers
PLANTHE PROCESS
Understand the
businessMap the “As Is”
Design the “To Be”
strategy and plan
Know the talentDevelop EVP
messaging Implement
Track, progress, manage & improve
AWARENESS
FIND
ATTRACTENGAGEMENT, AWARENESS & ACQUISITION
Long term
Increased the breadth of
potential candidates aware of
the brand
One way communication
E.g.. Online banners, ambient
and print media advertising
ENGAGE
Medium term
Increased the depth of
relationships with potential
candidates
Two way communication
E.g.. Talent communities/social
media/networking and events
Ongoing
Aim to build trust over time
Two way multiple channel
communication
E.g.. Content based marketing,
talent communities
ACQUIRE
Short term
Achieve increased number of
individual candidate relationships
One and two way
communication
E.g.. Referral/direct approach/
job board
Elastic/Boolean/
X-ray searching
AI
Gamefication
PR/Editorial
Advertorial
Career Sites
Job Boards/
aggregators
Content / video
Networking
Offline
Partnerships
Sponsorship
Freelancer
Market places
Social Media
Market Mapping
Influencers /
Reviewers
Internal/Referral
Brand Advertising /
Out of home
E-nurturing /
marketing automation
Alumni Pay Per Click
AWARENESS, FIND, ENGAGE & ACQUIRESOURCING CHANNELS
AWARENESS, FIND AND ENGAGE & ACQUIREWHAT DOES BEST IN CLASS LOOK LIKE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Traditional Best in Class
Awareness Find Engage Acquisition
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
STRATEGIC WORKFORCE ENGAGEMENTCURRENT STATE
Internal
Resource engaged under the direction and control
of employees
Engaged under contracts of employment or contracts
for services
Subject to strict governance around background checks
External
Resource engaged under the direction and control
of service provider
Engaged under a Statement of Work, either T&M or outcome based
Background 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?
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
Internal
Centralized 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
SOW MANAGEMENT MODELTHE FIVE STAGES OF OUR SOW MANAGEMENT LIFECYCLE
• Extend VMS controls across all non-
employee workforce
• Onboarding services (logical/physical
access/compliance)
• Asset management services
• Extension/Off-boarding services
• Supplier/spend analysis – Phase 2
priorities jointly determined
• Contractual amends as required to
enable Phase 2
• Focus on realignment of directly
engaged services workers via MSP
• Criticality Analysis of identified
population to determine whether to
migrate at extension or to
• Increased rate controls implemented
across migrated worker population –
cost savings reported to agreed
parameters
• Business/Operations engaged around
migration of tactical spend
• Tactical suppliers identified
• Business change programme initiated
• Contractual amends as required to
enable service types to be contracted
compliantly
• Tactical suppliers migrated in small
groups (100 workers per phase)
• T&M rate card engagement via MSP
• Invoicing for tactical services via
MSP/VMS service
Visibility & Control: 0 – 6 months
Reassignment of mis-classified
workers: 6 months
Tactical SOW spend
management: 12 months +
EVOLUTION OF NON EMPLOYEE SOLUTIONSFROM CONTRACTING TO SERVICES
Cost/Risk profile
improvements
Compliance improvements
Risk/Compliance Controls
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TECHNOLOGY ENABLED SERVICES
33
CONNECTIVITY
DATA
SCIENCE
MACHINE
LEARNING
AI
ALGORITHMS
CLIENT
INSIGHT
TALENT
VIEWER
WiP
SYSTEM
SOCIAL
POST
REF
EXCHANGE
HUB
HAYS
DATA
3RD PARTY
DATA
SOURCES
STRATEGIC
DATA
PARTNERS
Enhanced
Shortlisting
Productivity tools
Increased response speed
Approachability scoring
Enhanced
Marketing
Automated comms at scale
Personalised engagement
Behaviour-based targeting
MARKETING
INSIGHTS
DATA
SCIENCE
DATA SCIENCE IS AT OUR COREIMPROVING OPERATIONAL SYSTEMS & MARKETING
36
THE SCIENCE OF SOURCINGUNLOCKING THE POWER OF DATA
Which channels deliver the best
candidates?
How are our job board postings
performing? Vs. the wider market?
How is our content performing across e-
mail/web/social?
What is the ROI from our investment?
CHANNEL PERFORMANCE
What is the quality and fit of incoming
applications?
What is the state of the current talent pool
(volume, quality, skills, fit to roles,
availability, engagement levels?)
What are the key motivators for a move?
What are the behaviors/action/signals that
pre-empt a move?
CANDIDATE BEHAVIOR
What job titles/skills are requested and
when?
What markets are growing or declining
and why?
Are there emerging employment
markets?
What is happening with salaries for
particular skill sets?
SKILLS DEMAND
Automated actions/alerts triggered by events, personalisation to drive engagement, insight driving workflow,
investment and behaviors, lower dependence on external sources
ALTERNATE SOURCING
37
VMS
CRM
Big Data / Analytics
Market Intel / Heat Map
AI / Machine
Learning
Shortlisting
Parsing / Searching
Chat Bots
VMS/CRM
integration
AI / Machine
Learning
Job registration
Content
management
and behavioral
analytics
Cross system awareness
intelligent searching
Marketplace
Social / WebVMS
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSIONCONCLUSION
THANK YOU
haystalentsolutions.com
Evaluation How-to:
▪ Your feedback drives
SIG Event content
▪ By signing and
submitting your
evaluation, you are
automatically entered
into a prize drawing
Why?
From the App
1. Select Sessions
2. Select Day
3. Select Session S09
4. Click on Clipboard Icon
How?
COMPLETE &
SUBMIT EVAL
Session # 9
Hays Talent Solutions
Kimball Norup
Cori McKee – Whipple
Tweet: #SIGspring18
Download the App: sig.org/app
Innovations and Best Practices in Global
Workforce Procurement
Thoughtonomy
Have an idea or want to present?
If yes, please take a moment and submit your name and idea here:
www.sig.org/present