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Presented by Kevin Wheeler
Recruiting Contingent and Other Non-Traditional Talent
What Recruiting Leaders Need to Know
ERE EXPO - San Diego - April 2013
Two Worlds Colliding
• Choice• Flexibilit
y• Opportuni
ty• Pay for
performance
Free Agent• Security
• Career path
• Predictable income
• Camaraderie
Traditionalist
Source: UN Population Forecast, 2001 revision
0
1000
2000
3000
4000
5000
2000 2010 2020
Urban
Rural
Millions
Urban Population will Grow
5
6
Basic Priorities Have Changed
Money Meaning
Routine Innovation
Control Choice
Permanent Project
7
8
Careers are
ObsoleteGain skills through PROJECTS–
not seniority or tenure
Do what motivates/excites
Few
er &
few
er L
ifetim
e C
are
ers
The only enduring skill will be to learn.
Ask: Will this make a difference, help someone?
9
Over 40% of U.S. Workers are contingent.
Over 55% of EMEA Workers are contingent.
Everyone an EntrepreneurUrban, Healthier, Older, better educated
Automation & Robotizing of many traditional jobs.
Work?
Sustainability
Just enoughValues
Simplicity
FunOpenness
Rise of Career Mosaics
Firms specializing in
management,
scientific and
technology fields
will grow 83% by
2020.
Home Healthcare +46%
Elderly care +76%
by 2020.
Fewer marriages, Fewer kids
Less home ownership
Work/Life/Play intertwinedMore free time
GUIDING PRINCIPLE: Deliberate CHOICE rather than social pressure.
11
Traditional Jobs in Decline
© 2013, Future of Talent Institute
. . .Workers Need Major UPSKILLING
POLICE
AUTO WORKERS
WAREHOUSE
DRIVERS
SOLDIERS
PILOTS
ELDER CARE
© 2013, Future of Talent Institute 12
Characteristics of New Jobs
Outcome-Focused
Self-organizing
Multi-disciplinary
Project-Based
Customer-
Centric
Global
13
REAL Stability/security comes from -broad education - many diverse skills - flexibility - change competence
“. . the new job security is alive and well and centered in you, not in a company.” -The New Job Security, Pam Lassiter
Awareness: Job Security is YOU
“Collarless,” Contingent Workers Reign
14
COREEMPLOYE
ES
PARTNERS
Flatter orgs: smaller, global, Networked
TEMPSCONSULTANTS
CUSTOMERS
SUPPLIERS
“Employees will work in more decentralized, specialized firms, and employer-employee relationships will become less standardized and more individualized.” -Rand Report, Future Work Trends, 2004
15
The HR ChallengeIncorporate all types of workers into the workplace – temps, permanent, contractors, consultants, suppliers.
Do it legallyManage costs
Figure out the right mix to provide maximum flexibility
Provide fast, cost-effective training
ID, attract, engage and keep the core worker
16
Distribution
Quality
Reasons to GO Contingent
Global InfluencesCompetition
CostsDegrees of Freedom
Generational Trends & Demographics
Shrinking workforce
Attitudes
TechnologyRobotics
Software
InnovationNew ideas
© 2012, Future of Talent Institute 17
5 Key Steps to Success1.Understand the need – why are contingent
being hired? Short or long term? In-house or outsourced? Global or domestic?2. Determine which positions will be contingent
How many? When needed?
3. Assess your capabilities? Can you source & hire effectively?
4. Learn about suppliers? Assess capabilities, quality, cost
5. How will you assess success? Metrics, feedback
18
Contingent Worker Strategy
Level 2Process Based:
Attributes
• Attributes of Level 1
• Selection logistics • Resource consultation
• Use of expert suppliers; • Consistent pay ranges
• Performance based• Consistent recruitment
process Single invoice
Asset management Contractor induction
• Risks minimised
Outcomes• Payroll savings
• Increased productivity• Greater predictability
• Higher level of partnership
Level 1Cost Saving Based:
AttributesPreferred supplier arrangements
Categories of supply Agreed SLA
Reporting on SLA Contractor care
Base level assistance to Hiring Managers & HR
Standardised margins &admin fees
Outcomes Margin costs savings
Lacks consistency Has leakage to non suppliers
Reduces some risk Reactive-open role based
Transactional service Efficiency & cost based
reporting
Level 3Quality Based:
Attributes• Attributes of Level 2
• Benchmarked contractor • profiles & assessment• Performance measured• Tracking & workflow
• eTimesheeting • Contractors and temps re-cycled• Resource utilisation measured
• Integration of workforce Planning
• Contingent talent pool• Integration with perm recruitment
• Outcomes• High ROI
• Increased high performers• Better mix of workers
• Increased retention of key contractors & skills transfer
• Transfers to & from perm workforce
Source: HCMS, Australia
19
Managing Contingent Workers
Sophistication ofProcesses & Technology
Value Created
X Preferred Supplier
X Managing Vendor
X RPO
X Client Profit Centre
Source: HCMS, Australia
Recruiting becomes a
DYNAMIC, Realtime, all-the-
time, process Of scanning,
analyzing, and assessing
for. . .
KEY TOOLS -Games -Job Previews -Analytics -Crowdsourcing -Crowd Assessment
Jobs that are DYNAMIC, evolving, global and highyVaried.
