Hays Talent Solutions. Kimball Norup SVP, Head of Growth Americas. Cori McKee Whipple VP, Sales & Solutions

Transcription

1 Innovations and Best Practices in Global Workforce Procurement Hays Talent Solutions Kimball Norup SVP, Head of Growth Americas Cori McKee Whipple VP, Sales & Solutions

2 INNOVATIONS & BEST PRACTICE IN GLOBAL WORKFORCE PROCUREMENT INSIGHTS FOR PROCUREMENT PROFESSIONALS SIG Global Executive Summit March 2018

3 AGENDA HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

4 BUSINESS OVERVIEW POWERING THE WORLD OF WORK, INTELLIGENTLY Experience Global Expertise Flexible, Scalable Technology Solutions We have 24 years of experience in providing outsourced (RPO/MSP) solutions to our clients. Managing 35,000 Contractors working in MSP programs Our 10,000 expert employees deliver services from 250 offices across 33 markets We operate seven integrated international sourcing centres Investing over 60m in CRM and integrated tech and owning a multi-lingual, multi-currency VMS company managing 3.2billion spend 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 MSP/RPO EMPLOYEES WORLDWIDE 1,462 GLOBAL MSP/RPO CLIENTS 120+ SUPPLIER PARTNERS 1,000+ MSP MANAGED SPEND $3.9billion+

5 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

6 FOUR MEGA TRENDS SHAPING THE WORLD OF WORK 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. More, and varied ways of building a career Skills shortages and businesses demands for flexibility Structural market growth and evolving client demands Emergence of new, and evolving, technologies 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 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 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 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 Legislative changes beginning to happen

7 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

8 THE TRADITIONAL MSP MODEL Hiring Managers Program Sponsors Intermediaries Suppliers Client work to be done HR MSP/RPO Staffing Talent Procurement VMS SOW Talent Acq. IC/Payroll Solutions Inside Company Outside Company

9 EVOLUTION OF MSP 1 st GENERATION PROGRAMS Set suppliers list Implement VMS Control & approve all net new temp hiring Watch and review the data Define mandatory compliance Get visibility over recruited workforce Payroll provider

10 EVOLUTION OF MSP 2 nd GENERATION PROGRAMS Supplier reduction Implement rate card Rebates & tenure discounts Tiered suppliers Max margins

11 EVOLUTION OF MSP 3.0 Workforce planning Self-sourcing Alumni programs Total Talent Management SOW Direct sourcing Extended Talent Supply Chain Contingent workforce as a strategic competitive advantage

12 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

13 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

14 TALENT FORWARD Enabling Enabling not controlling. Build strategic contingent workforce programs with a focus on talent. Open communication Helping supplier partners to be more successful. Client access. Proactive feedback. Supplier engagement Supplier partners who are informed, excited, engaged and committed to our clients. Visibility Understanding what is happening through deployment of technology and MI. Expanded supply chain Optimize mix of traditional and alternative talent suppliers. Client of choice Build and leverage client s employer brand to attract and retain talent, and enable direct sourcing.

15 OPERATING MODEL SIX STAGE FRAMEWORK Plan Attract Select Recruit Retain Depart 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 Operational Excellence

16 OPERATING MODEL SIX STAGE FRAMEWORK DETAILS Plan Attract Select Recruit Retain Depart Approval workflows Social media strategy Competency frameworks Payrollee processing Internal mobility programmes Career transition Market intelligence Market mapping Role briefings Offer and contract management Resource challenge Cost savings Budget planning and benchmarking Supply chain management Assessment Expenses and time management Worker rewards programme Redeployment Contingent workforce diagnostics Direct sourcing Self-selection Onboarding Worker rewards programme Off boarding Workforce plans Alternative suppliers Talent Pools Compliance Contractor care Feedback and exit interviews Account management MI and reporting, statements of work, VMS technology

17 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

18 DEFINITION: CONTINGENT RPO Using your brand to attract contingent talent directly to projects and assignments thereby reducing your reliance on staffing suppliers. Benefits: Reduced costs, improved engagement DIRECT SOURCING

19 Direct Sourcing can significantly reduce your costs, improve talent quality, and increase time to productivity. However, you will need to invest in the right People, Technology and Digital Attraction to realize the benefits.

20 Impact of hires Most suited to Vendor Hire High impact/unique roles Who Management Where emerging markets/multi site Attraction specialist vendors Most suited to Direct Hire High impact/repeat roles Who Sales, Engineers, R&D Where Single/limited site(s) Attraction Networking and direct approach Lower impact/unique roles Who Personal assistant Where Disparate/multiple locations Attraction Local vendor network Lower impact/repeat roles Who Representatives/Agents and Admin Where Single/limited site(s) Attraction Integrated marketing campaign Frequency of hire type

21 THE PASSIVE JOB SEEKER A RECRUITING CHALLENGE 89% of candidates are open to new job opportunities 80% would accept a contract position 13% Actively looking

22 THE PASSIVE JOB SEEKER A RECRUITMENT DILEMNA 89% of candidates are open to new job opportunities 76% direct sourcing programs gives you access to 76% more candidates 13% Actively looking

23 WHAT GOOD LOOKS LIKE REDUCING AGENCY RELIANCE OVER TIME Being selective will allow you to demonstrate success to justify further investment. Retain vendors for niche or specialist roles only. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 66% 40% 17% Agency Agency Agency 27% Direct 50% Direct 33% 33% 33% Payrollee Payrollee Payrollee Yr0 End of Yr1 End of Yr2

24 WHAT GOOD LOOKS LIKE POTENTIAL COST SAVINGS 100% 90% 80% 500 Contractors 70% 60% 50% 40% Incremental Agency Markup of $50/hour $12,500,000 in Agency markup 30% 20% 10% 0% 25% Yr0 Dir ect Assumptions: 2,000 hours/year % = incremental markup, above worker burden (pay rate and statutory costs)

25 WHAT GOOD LOOKS LIKE POTENTIAL COST SAVINGS 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 60% agency spend 25% incremental markup 40% Direct Source 12.5% Incremental markup Yr1 500 Contractors $50/hour $7,500,000 Agency $2,500,000 Direct Source Total Savings of $2,500,000 [20%]

26 SOURCING STRATEGY AWARENESS, ENGAGEMENT & ACQUISITION BRANDING/ AWARENESS FIND ENGAGE ACQUIRE

27 AWARENESS, ENGAGEMENT & ACQUISITION SOURCING CHANNELS Awareness Find Engage Acquire EVP/Employer Branding Client of Choice Elastic/Boolean/ X-ray searching Social Media Offline Professional Associations and Bodies Market Mapping Talent Communities Job Boards PR and Editorial Strategy AI Shortlisting Content based marketing Corporate Career Sites Universities and Schools Data Mining Networking Internal/Referral

28 ENGAGEMENT, AWARENESS & ACQUISITION WHAT DOES BEST IN CLASS LOOK LIKE 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Traditional Awareness Engagement Acquisition Best in Class

29 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

30 STRATEGIC WORKFORCE ENGAGEMENT CURRENT STATE Permanent FTC Temporary Contract Staff Aug T&M SOW Services SOW Consulting Capital Projects Talent Acquisition MSP Vendor Tactical Vendors Solutions Vendors Strategic Vendors 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

31 TOTAL TALENT MANAGEMENT VISION FOR THE FUTURE? Permanent FTC Temporary Contract Staff Aug T&M SOW Services SOW Consulting Capital Projects 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

32 SOW PROGRAM MANAGEMENT THE FIVE STAGES OF OUR SOW MANAGEMENT LIFECYCLE SOW Engagement

33 NON-PERMANENT WORKFORCE TECHNOLOGY STACK FUNCTIONALITY Evaluate Manage deliverables Invoice Operational entry point RFX Contract Payment request Project reviews measure & improve Operational entry point

34 EVOLUTION OF NON EMPLOYEE SOLUTIONS FROM CONTRACTING TO SERVICES Compliance improvements Risk/Compliance Controls Visibility & Control: 0 6 months Extend VMS controls across all nonemployee 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 Cost/Risk profile improvements Reassignment of mis-classified workers: 6 months 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 Tactical SOW spend management: 12 months + 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

35 EVOLUTION OF NON EMPLOYEE SOLUTIONS FROM CONTRACTING TO SERVICES Ongoing evolution Design phase SOW tendering/contracting services scoped: 12 months Org design around SOW tendering services Contractual amends required to consider financial/risk transfer Recruitment of procurement function initiated and completed Business processes including approvals, payables mapped and agreed Non-Employee procurement outsourced SOW tendering/contracting outsourced: 18 months Business change programme initiated Pilot business area identified, engaged and live Business processes validated Phased deployment across remaining business areas mapped out and executed 100% non-employee spend outsourced: 24 months Accountability for non-employee services (Temp/Contract/Services/Freelance/ SOW (T&M), SOW (Milestone) all provided by external supplier

36 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

37 ATS SOW VMS Onboarding CRM FMS Pre-employment screening Shortlist One Touch Hays verify Formatted file Video interviewing

38 TALENT VIEWER CONNECTIVITY SOCIAL POST DATA SCIENCE MACHINE LEARNING AI ALGORITHMS CLIENT INSIGHT HUB WiP SYSTEM REF EXCHANGE

39 App Talentlytics Skin WHAT DOES GOOD LOOK LIKE SOURCING ANALYTICS Elastic Search Where do I look for candidates? What does the job description mean? What does the job title mean? What are the most available candidates? Report Benefit More appropriate sourcing techniques to drive delivery effectiveness and productivity improvement WIP Talent Viewer HeatMap Hays JobSearch What is the average salary? Where should I advertise? What are the market demographics? How many CVs will I need to submit? Output How many interviews will the client need? What are the search strings that make sense? Benefit More sophisticated and thought provoking conversations with our customer base, coupled with an ability to provide relevant insight and demonstrable market intelligence to stakeholders AI Shortlisting What questions should I ask the client? What questions should I ask the candidates? Which competitors are recruiting? Is this a niche role? What social media platform? Benefit Able to identify and speak to the most appropriate candidates in the shortest possible time, armed with information that will improve the chance of successful fulfilment

40 WHAT DOES GOOD LOOK LIKE MACHINE LEARNING SCREENING

41 Big Data/Analytics Market Intel/Heat Map Content management and behavioral analytics Social/Web VMS/CRM integration ATS AI/Machine Learning Job registration CLIENT Chat Bots Cross system awareness intelligent searching AI/Machine Learning Shortlisting Parsing/Searching CRM DIRECT SOURCING

42 DIRECT SOURCING: TECHNOLOGY ENABLERS ENGAGING NEW FORMS OF TALENT REQUIRES DIFFERENT KIT Freelancer marketplaces Compliance services Vendor management Statement of work/services Attraction Pre-employment Screening Onboarding portal VMS functionality Talent pools, competitive bids, agile assignment Worker Classification Services Performance Management Dashboards Contracting options Temp, Contractor, Agency, T&M, Rate Cards, SOW contracts

43 HAYS TALENT SOLUTIONS FOUR MEGA TRENDS MSP EVOLUTION TALENT FORWARD STRATEGY DIRECT SOURCING TOTAL TALENT VISIBILITY AND SOW OVERSIGHT TECHNOLOGY ENABLED SERVICES CONCLUSION

44 THANK YOU haystalentsolutions.com

45 Evaluation How-to: Why? How? Your feedback drives SIG Event content By signing and submitting your evaluation, you are automatically entered into a prize drawing From the App 1. Select Sessions 2. Select Day 3. Select Session S09 4. Click on Clipboard Icon COMPLETE & SUBMIT EVAL

46 Session # 9 Innovations and Best Practices in Global Workforce Procurement Hays Talent Solutions Kimball Norup kimball.norup@hays.com Cori McKee Whipple cori.mckee@hays.com Download the App: sig.org/app Tweet: #SIGspring18

47 Thoughtonomy

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