Dean Tulloch 22nd Sept 2015

CONTINGENT WORKFORCE

TRANSFORMATION IN A LARGE CORPORATE

HBR: Rise of the supertemp

$300 billion

Maverick Spend

Cowboy Activity

The Boss

Comrades

Comfort

Contingent Labour

What is it?Who owns it?

Labour

Perms Temps Contract SOW’s / ProfServices

OutsourceConsulting Total

Three things to look at1. Drivers of Labour2. Strategy3. Technology

Drivers of Labour1. Population – 3m jobs by 20302. Technology – robotics3. Unemployment rate4. Appetite for Outsourcing

Strategy – Procurement must Influence

CONTINGENT LABOUR STRATEGY

TABLE

Human ResourcesTechnology

C-suite Sponsor

Procurement

seat

seat

seat

seat

Strategy – Category PlanContingent Labour Category Plan

• Background

• Stakeholder Engagement• Initiatives (body of work)• Benefits – $ and non-$

• Spend / Market

• Signed Off

Technology

TechnologyCentral Management

Technology

BI and ANALYTICSSWP

Blended WorkforceOptimised Model

TotalTalent

Management

The Challenge

vs

Execution and Levers

Pay Rate SOW Direc

ts

Hour v

DayMark Ups Tech

Value

Key Takeaways1. Procurement & HR: Harmony2. Strategic Workforce Planning3. Technology investment

(Future of Talent in the Contingent Workforce – Zenith Talent)

1. Talent will be mobile – always connected and online. Immediately deployable, delivering services globally from a virtual office.

2. The talent of tomorrow will not be enticed to jobs that demand office presences or static schedules.

3. Hiring Managers will no longer have the time to conduct thorough interviews and review CV’s.

4. There will be a need to build a virtual bench of all-stars to fill critical needs as they arise

dtulloch@au1.ibm.com – 0417 073 100

DEAN TULLOCH