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© 2012 Crain Communications Inc
Keynote: 2012 Case Study Contest
Speaker:
Bryan Peña, VP, Contingent WorkforceStrategies and Research,Staffing Industry Analysts
Thursday, Sept. 20 | 10:30 am | Sapphire Ballroom ABEF
© 2012 Crain Communications Inc
If I have seen furtherit is by standing on the
shoulders of giants.
~ Isaac Newton
© 2012 Crain Communications Inc
Many of you are specializing …
© 2012 Crain Communications Inc
Many have good ideas…
ExecuteMaintain
Optimize
Idea
Communicate
© 2012 Crain Communications Inc
When trouble arises and things look bad, there is always one individual who perceives a solution and is willing to take command.
~ Dave Barry
Very often, that person is crazy.
© 2012 Crain Communications Inc
How do we honor those who moved our industry forward? Where are our Heroes?
© 2012 Crain Communications Inc
© 2012 Crain Communications Inc
Case Study Competition Purpose
In keeping with year’s theme of “Collaborative Intelligence the case study contest was created to provide opportunities to celebrate buyers who move the discipline of contingent workforce management forward while elevating and educating the market aboutCW trends and ideas.
© 2012 Crain Communications Inc
What were we looking for? ANYTHING THAT SETS THE PROGRAM OR PROGRAM MANAGEMENT APART
© 2012 Crain Communications Inc
Evaluation ProcessSIA project team evaluated responses based on: Innovation Difficulty/Risk Scale of Change/Result Overall Program Thought Leadership
CriteriaDescription Wgt. Total Total Total Total Total Total Total TotInnovation/Creativity 28% 6.33 8.25 6.88 7.70 4.95 6.33 7.43 Difficulty 28% 5.78 8.53 7.43 6.33 5.50 6.88 7.98 Scale of Change/Result 22% 4.98 5.20 6.28 6.28 4.98 5.42 6.28 Overall Program Thought Leadership 23% 5.37 6.07 5.60 6.53 4.43 5.13 6.53 Totals 100% 22 45 28 04 26 18 26 84 19 87 23 75 28 22
F G HA B C D E
© 2012 Crain Communications Inc
Finalists are:
John Heigl, Consultant, Global Flexible Staffing Services, Eli Lilly Roger Hendry, Head of Indirect Sourcing Switzerland,
Novartis Lesa Sayer, Global Talent Acquisition Programs Manager,
Freescale Semiconductor Trey Austin, Director, Global Contingent Staffing Program,
United Parcel Service (UPS) Lexi Elliot, Sr. Director, Recruiting Services, K12 Ed Hidalgo, Sr. Director, Staffing, Qualcomm Inc.
© 2012 Crain Communications Inc
Session Process
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How to Vote
© 2012 Crain Communications Inc
How to Vote: What to Consider
Innovation Difficulty/Risk Scale of Change/Result Overall Program Thought Leadership
© 2012 Crain Communications Inc
Winners Will be Announced
Closing Panel:Making the CWS Summit Stick
Friday, 2:15 pm - 3:00 pm | Room 306AB
© 2012 Crain Communications Inc
Lets Dig in!
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Eli LillyBalancing Quality and Speed
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Case Study Category: Process ImprovementJohn Heigl
Consultant, Global Flexible Staffing Services
Case Study Finalist: Eli Lilly
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Program Overview
Run by HR in partnership with procurement
2,500 staff augmentation workers globally
- Clinical, IT, Light Industrial, Office Clerical, Scientific
9 years in U.S. with an MSP/VMS
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Measuring to Improve Worker Quality Why worker quality matters to Lilly
- “without the right talent the patient waits”- Lilly sponsor’s #1 criteria for program success
Why measurement- “If you can’t measure it, you can’t improve it” ~ Lord Kelvin
- Worker quality is least measured of 20 key metricsby suppliers
Why you probably care about worker quality- top priority for U.S. buyers and U.S. suppliers- top complaint of U.S. buyers
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Improving Worker Quality –Problem and Solution
PROBLEM SOLUTIONResults not meaningful with low survey response rates
Sponsor survey built into VMS prior to timecard approval resulting in 100% response rate
When to measure - end of assignmentevaluation too late
Sponsor surveys done 1 month after assignment start and twice a year (same dates for all)
Standard measure “would you reuse” does not differentiate good from great quality
Ask sponsor if contractor “does not meet”, “meets”, or “exceeds” expectations
Lack of incentive for suppliers to focus on quality as top priority
Risk/reward adjusts suppliers’ bill rates for a talent type (ex Office Clerical, Scientific) based on quality of worker performance. Extra credit is provided for workers who “exceed” expectations
Focus on metric uncovered that sourcing process incented quickest candidate not best candidate
All resumes held until end of SLA period and sent together to sponsor (important because # submittals per supplier is capped)
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Worker Quality Results
MetricYear Prior
to ChangesYear AfterChanges
% Exceeds Expectations 11% 26%
% Does Not Meet Expectations 2% 0%
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Measuring Worker Quality Next Steps
Measuring quality of interviewed candidate slates
Measuring time to productivity for each worker
Measuring worker quality in a way that allows for comparison between employees and contingent workers
Tailoring metrics, SLA targets, and business processes based on what each Lilly requestor indicates is most important to them quality, cost, speed (rather than assuming quality is top priority of all requestors)
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Measuring to Improve On Time Request Fulfillment Using “% Date Hit Actual Start Time vs. Contracted Start Time” not
“Time to Fill/Start” to focus on customer satisfaction
Goals set and communicated for each process step
Improvements based on misses
- Require requestors to provide interview times and wrap up meeting time before MSP will distribute requisition to suppliers
- Fail fast business processes adopted
- Skills testing moved to beginning of process
- SLA requiring 95% candidate acceptance results in unavailable and uninterested candidates withdrawing quickly
- Auto trigger for more submittals if <3 candidates anytime in process
% Date Hit 72% to 91%
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What’s Next?
Replicating the U.S. best practice metrics in all geographies as the program moves from U.S. to global
Continuing to monitor metric misses to inform improvement efforts for quality, cost, efficiency (includes speed), and compliance
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NovartisMSP in the Swiss Alps
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Novartis Pharma AG
Case Study Category: Process/PolicyRoger Hendry
Head of Indirect Sourcing | Switzerland
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Program Overview: Former State
Decentralizeddecision makingNo obvious governance
In-house programNo technologyVery low adoptionNo ownership of subject
700 contractors195 suppliers
400 hiring managers
Ease of use Transparency
Cost-efectivenessIntegrated systems
SIZE COMPLEXITY
NEEDS CHALLENGES
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What makes this unique?
addressing multiple program
objectives
Operating in Switzerland
High organizational and supply market
complexity
Building an effective program in a highlycomplex environment in Switzerland
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Full system integration within four months
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Custom Processes Drove Program Success
Eased administrative burden for hiring managers
Drove higherprogram compliance
Yieldedbetter data
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Custom Processes Drove Program Success
Ease of use for hiring managers
Performance Management & Informed Decision-Making
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The Results!
33%cycle time reduced
7.6%hiring manager satisfaction (10 pt scale)
cost savings (in 1 year)
6%
65%end users rate program 8 or higher
99%compliance
< 4 mosend-to-end integration
100%data
accuracy
© 2012 Crain Communications Inc
22
77
33
11
88
66
55
44
Create proactive talent supply chain strategies
What’s Next? Program evolution Optimize supplier base within existing programDifferentiate supply base within existing program
Pull in SOW spend
Integrate labor data into Clarity
Bring HR to the table
Identify key markets forlabor poolsDevelop workforce planning process
33 11
44
22
88
66
55
77
© 2012 Crain Communications Inc
Freescale SemiconductorSavings that make sense
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Case Study Category: Change ManagementLesa Sayer
Global Talent Acquisition Program Manager
Case Study Finalist:Freescale Semiconductor Inc.
TM
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Freescale Program Overview
Scope- $12 million annual spend- Contingent professional labor in US
Challenges- Cost pressures associated with low volume- Difficult-to-fill highly technical engineer positions- Program leakage and risk exposure
Business Need- No business disruption- Cost savings
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Freescale Program Evolution is Unique
Through collaboration and innovation, transformed an underperforming supplier into a highly effective partner.
Leveraged the combined experience of a MSP and theflexibility of smaller partners to address Freescale’sbusiness needs.
Freescale and MSP partnered in a RFP, leveragingFreescale’s e-auction tools and MSP’s suppliers to findpayroll solution with an additional 30% mark-up reduction.
Used Freescale prior suppliers combined with the MSP expertise in managing them in a Vendor Neutral Model.
Leverages all tools in toolbox
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Adopte-auction
30% savings
Innovation Yields Cost Improvement
Innovation HighLow
High
Cost Savings
Consider smaller players 30% savings
BenchmarkValidate 30%
savings
Leverage Consortium Buy 8.25% savings
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Business Drivers & Results 2009: Severe cost pressure due to economic downturn
- Solution: Leverage consortium buy / RFP- Result: 8.25% total cost savings
2010: Payroll provider requirement to raise mark-up- Solution: Consider known small players and use of e-auction - Result: Avoided 15% mark-up increase; instead obtained
30% mark-up savings
2011: Difficulty to fill requirements andsubsequent program leakage- Solution: Transition to Outsourcing model with
Vendor Neutral Program- Result: Hiring manager satisfaction increased by 13%
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Auction Results were illuminating …
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Freescale Contractor Connection Program
Learnings- When faced with challenges, explore alternatives together- Don’t underestimate your existing suppliers- Do not be afraid to try new things – do your homework
before and after
Next Steps- Implement Rate Card - Branding the program- Supplier optimization
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UPSChaos to Control …
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Case Study Finalist: UPS
Case Study Category: Process ImprovementTrey Austin
Director Global Contingent Staffing
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Program Overview - Current
- Go-live in US, April 2009, in phased approach completed by Oct 2009
- MSP and VMS rolled-out at same time- Spend categories include: temporary spend (light & heavy
industrial, administrative, professional) - Spend: light/heavy industrial 45%, admin 41% & prof 14%
- Program spend over $60M in US first full year, $61M in 2nd year (2011)
Transformation from Trenches of Decentralization toVictory of Savings, Visibility & Process Efficiencies
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Previous State: Decentralization = Chaos
Suspect and Error-filled Data Total Lack of Control Completely DecentralizedInvoicing & Contract
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Ultimate End State:Comprehensive Program Managing Contingent Workers
Improved Process Efficiencies Across the BoardGreater Program PerformanceGlobal Reporting Visibility Improved Supplier Management
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Current State PROGRAM GOALS
- Cost Management- Risk Mitigation- Process Efficiency- CSL’s ($$) & KSL’s (performance)- Sourcing Strategy- Business Intelligence- Technology Optimization- Remove HR from tactical role- Ensure HR owns contingent staffing
from a SME/HR
If performance not at minimum acceptable level = monetary penalty
CRITICAL SERVICE LEVELS
- On-time fulfillment- Negative Turnover- Eligibility Requirements- Hiring Manager Satisfaction- Diversity Spend
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Process Followed to Effect ChangeRolled out MSP and VMS togetherClarified Different ProcessesExtensive Change Management
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Challenges and Lessons Learned: “Make it Personal” Challenges
- Engaged IT early & spent time evaluating internal VMS build- end result = no, it’s not feasible
- Decentralized culture & history yielded some resistance, especially outside of US and newer business units
- There is a very, very personal relationship to this spend Lessons Learned
- Executive Sponsorship & Engagement absolutely critical - Even when you tell business units you are saving money, they don’t buy
it, so you need to show it- Can’t let up on communication of value- Make sure the right players are at the table at the beginning, will make
adoption & expansion easier in the long run
© 2012 Crain Communications Inc
Benefits from Change
Cost Savings (Hard dollar = $6.4M in 2 years)- 3-5% reduction in average mark-up ($5.7M program to-date)- Payment processing, data capturing, less resources required for
processing
The Big Three – Savings, Visibility & Auditable Compliance- Background checks run through UPS LexisNexis portal - Saved $600K program to-date in background checks ALONE
Supplier Rationalization- Reduced from 97 vendors to 37, 2/3 of them are diversity suppliers- Able to compare quality ,performance & rates
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What’s next?
Planned & Future State Identity Management Independent Contractors Expanding to more international locations
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K12CW for education
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Case Study Category : Process ImprovementLexi Elliott
Sr. Director, Recruiting Services
Case Study Finalist: k12
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Who We Are
Technology-based education
Founded in 1999
Virtual public schools and hybrid schools across the United States
Provide individual course and product sales directly to families
Rapid year-over-yearemployee growth
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“What’s Pastis Prologue”
~ William Shakespeare
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0
500
1000
1500
2000
2500
3000
3500
2010 2011 2012
EEsKTRs
Employee & Contractor Growth
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So What Was Broken?
Scalability Flexibility Customer Service Efficiencies
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What We Did
I really hope this works….
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Solutions A thorough payrolling process was
developed from scratch
Focused on business requirements:- Efficiencies / Automation- Customer service - Scalability- Data quality - Visibility
Key factors included the ability to support unique requirements- Test proctors- Substitute teachers- Part-time, contingent teachers
I really hope this works….
Trust me I know about
this stuff
© 2012 Crain Communications Inc
Part-Time (Contingent) Teacher Growth
050
100150200250300350400450500
2010 2011 2012
Teachers
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VMS/MSP Hybrid Model- Suppliers to continue
contact with managers
- Vendor tiers allow for flexibility in conversion rates and placement fees
Solutions
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VMS/MSP Adoption and Growth
Preserve manager/supplier relationships Vendor tiers allow for flexibility and cost savings
© 2012 Crain Communications Inc
picture by Darcy McCarty
WINS“Victory has a thousand fathers, but defeat is an orphan.”
~ John F. Kennedy
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Turnaround time
Scalability
Transparency(cost and process)
Customer satisfaction (internal and external)
Reporting and analytics
picture by Darcy McCarty
WINS
© 2012 Crain Communications Incpicture by Darcy McCarty
picture by Darcy McCarty
picture
0
20
40
60
Pre VMS Post VMS
Average Bill Rate
Avg. Bill Rate
WINS
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Looking Ahead
Continued Growth K12 continues rapid growth in business Demand for contractors will rise Looking to expand internationally next year
More Automation SOW Processing Independent Contractors
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Thank You!
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QualcommGoing it Alone …
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Case Study Category: Staffing Systems andVendor Management
Ed HidalgoSr. Director, Staffing
Case Study Finalist
© 2012 Crain Communications Inc
Taking Risk & Challenging Assumptions
Program Overview- Self managed MSP- Team of 20
Size- 200M in spend- 3,000 temps non SOW
Complexity- Multiple Geographies- Multiple locations US
Challenges- 70% technology skill sets- Just-in-time hiring
Needs- Risk management- Speed and accuracy- Cultural relevancy
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What Makes us Unique? …working towards an end-to-end program
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Staffing Systems and Vendor Management
Previous Program State- Things were “ok”- Brand building- Managers wanted one system
Challenges- Changing direction- Relationship- Budget- Support
Stakeholders- HR- Legal- HRMS/HRIT- Finance- Managers
Needs Assessment- Access to talent- Minimize risk- Culturally relevant- International
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Staffing Systems and Vendor Management
Contingent worker button opens CW module
CW workflow buttons
Staffing button provides one click for Perm, University and Temp sourcing
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Hiring Manager Dashboard
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Req. Activity
Temps In process
Temps on assignment worldwide
Candidates preparing for onboard
Staffing Systems and Vendor Management
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Staffing Systems and Vendor Management
Outcome 95% international adoption of
Mysource+ tool after 3 months &99% adoption in US = 600 Temp Hires
> 100 Suppliers in the tool
Investment recovery in < 3 years
Supplier activity increase of 10%
© 2012 Crain Communications Inc
What’s Next? QlikView Dashboards for
CWF & Mysource+
CWF Generalists
QCM 2.0(consultant management system)
Supplier as extended family of CWF
CW engagement and satisfaction
© 2012 Crain Communications Inc
© 2012 Crain Communications Inc
Thanks to our Finalists!
John Heigl, Consultant, Global Flexible Staffing Services, Eli Lilly Roger Hendry, Head of Indirect Sourcing Switzerland, Novartis Lesa Sayer, Global Talent Acquisition Programs Manager,
Freescale Semiconductor Trey Austin, Director, Global Contingent Staffing Program,
United Parcel Service (UPS) Lexi Elliot, Sr. Director, Recruiting Services, K12 Ed Hidalgo, Sr. Director, Staffing, Qualcomm Inc.
© 2012 Crain Communications Inc
What did we learn?
TM
Introducing …
Charter Partners:© 2012 Crain Communications Inc
© 2012 Crain Communications Inc
© 2012 Crain Communications Inc
How You Vote: Where is Your Card?
© 2012 Crain Communications Inc
How to Vote: What to Consider
Innovation Difficulty/Risk Scale of Change/Result Overall Program Thought Leadership
© 2012 Crain Communications Inc
Winners Will be Announced
Closing Panel:Making the CWS Summit Stick
Friday, 2:15 pm - 3:00 pm | Room 306AB