Top Client HR Priorities

Transcription

1 Communication. Collaboration. Community. Top Client HR Priorities Melinda Figeley, VP NFP HR Services Erin Peterson, VP NFP Talent Management March 10, 2015

2 YOU KNOW YOU WORK IN CORPORATE AMERICA IF You think lunch is just another meeting to which you drive. It's dark when you drive to and from work. Free food left over from meetings is your main staple. Being sick is defined as can't walk or you're in the hospital. You're already late on the assignment you just got. Your boss' favorite lines are, "When you get a few minutes " or "When you're freed up Your boss' second favorite line is, This isn't exactly what we need. It may be what we asked for, but things have changed. 2

3 TOP CLIENT REQUESTS FOR HR CONSULTING Compensation Compensation Benchmarking HR Outsourcing HR Outsourcing (partial or complete) HR Service and Support Center 3

4 WHY ARE CLIENTS REQUESTING COMPENSATION BENCHMARKING? Economic improvement Labor market movement Wages Difficulty finding talent Cost-cutting 4

5 WHAT ARE WE DELIVERING TO CLIENTS? Competitive analysis of pay for each position, compared to relevant labor marketplace Size of company (revenue and # of employees) Industry Geographic location(s) Purposes Provides data for strategic decision-making Competitive pay for each position Compensation structure and design (pay grades, pay ranges) 5

6 WHY IS THIS IMPORTANT TO CLIENTS? Wages stagnant from 2008 late 2013 Labor market pricing changes often Hot industries (software development, technology, consumer electronics, healthcare) Hot jobs (programmers, data architects, electrical engineers, physician s assistants) Competitive advantage in war for talent Employer-of-choice for candidates 6

7 THE CLIENT EXPERIENCE COMPENSATION BENCHMARKING Service company with 500+ retail locations throughout US High turnover; many unskilled & entry-level jobs Performed competitive benchmarking for 194 job titles, consistent with market Government contractor with 3,500 employees in software engineering Performed compensation benchmarking Simplified highly complex pay structure Eliminated 100+ job titles 7

8 WHAT ARE THE OTHER TOP PRIORITIES FOR CLIENTS? HR Outsourcing Advisory Services Service and Support Center 8

9 WHAT IS HR OUTSOURCING? Assignment of some or all human resources functions to NFP HR Services We become HR department; people remain client s employees Purposes: Saves money; reduces operating costs Allows access to HR expertise Streamlines HR functions Allows client to focus on core business 9

10 WHICH HR FUNCTIONS DO CLIENTS OUTSOURCE? Functions most often outsourced Onboarding Employee / Labor Relations Compliance / Administration Talent Acquisition Compensation Safety / Security Legally-mandated Training Payroll 10

11 WHAT IS THE COST OF HR OUTSOURCING? HR Outsourcing $40-$80 per employee per month (PEPM) Includes: Client s selected HR Functions HR Service and Support (Call) Center Advisory Services Price point depends on services selected, number of employees, and complexity 11

12 THE CLIENT EXPERIENCE HR OUTSOURCING Six clients with employees UK Specialty Insurance company No US HR presence Outsourcing all US-based HR functions Internal HR team can focus on larger global markets 12

13 HR ADVISORY SERVICES Allows clients to access HR expertise for a variety of HRrelated matters.* Why are clients interested? Quick, easy connection to HR guidance and advice Reduced hourly rates by purchasing in bundled package Access to HR expertise not available in-house * NFP HR Services does not provide legal advice 13

14 WHAT IS THE COST? WHAT DO CLIENTS RECEIVE? Advisory Services 10, 20 or 30-hour packages available; $950, $1850 and $2650 Toll-free number for HR Service and Support (Call) Center Support provided by seasoned HR professionals Can use hours as needed throughout 12-month rolling contract period Apply some hours toward project work or employee handbook review: 20-hour package: 2 hours 30-hour package: 4 hours 14

15 THE CLIENT EXPERIENCE HR ADVISORY SERVICES Technology company Employee on leave for 18 months; no communication Employee on group benefits; paid for much of time on leave Assisted in notifying employee of rights and responsibilities Employer fulfilled FMLA and other obligations; employee moved on Healthcare company Paying for all sick time upon termination Advised client to discontinue practice; wrote new policy Saved $ thousands for client each year 15

16 HR SERVICE AND SUPPORT CENTER (HRSSC) HR advice and guidance available by toll-free number Seasoned HR professionals provide support on: HR and employment questions Issues in the workplace Guidance on HR problems or concerns Available for managers and/or all employees Also functions as Ethics Hotline and/or Code of Conduct hotline 16

17 WHAT IS THE COST OF THE HRSSC? WHAT ARE THE BENEFITS TO CLIENTS? Priced at $ $2.25 / PEPM Hours of operation: 7 am 7 pm CT, Monday - Friday For clients with no HR Provides quick, easy connection to HR guidance and advice For clients with HR Reduces volume of internal calls and s Reduces staff costs Allows internal HR to focus on value-added activities 17

18 WHAT VALUE DOES HRO AND HRSSC BRING TO CLIENTS? Decreases operating costs Improves service levels Frees up internal staff time Improves compliance Removes burden of HR administrative work 18

19 THE CLIENT EXPERIENCE HRO AND HRSSC Professional services company 10,000 employees throughout the US Internal HR Team received hundreds of employee phone calls and s each month HRSSC now primary source of HR support HRSSC opened 400+ cases since January 5; 97% close rate on first call Internal HR team is freed up to focus on core business and valueadded work 19

20 WHAT IS NEW WITH HR SERVICES? Regional HR Business Partners Serve both internal offices and external clients Allows HRBP s to understand the business from both perspectives Working on pricing guidelines to assist account executives in positioning services and shortening sales cycle 20

21 WHAT IS NEXT FOR HR SERVICES? Developing additional HR models that can be offered to clients: High-level and detailed HRIS implementation processing More direct Talent Management (TM) offerings Recruitment process outsourcing more robust and holistic sourcing, recruiting and onboarding offering Competency modeling to assist with total compensation decisions Career pathing alternatives to provide development and growth in flat structure organizations Building our talent internally in 2015 for HRIS full scale implementations and for TM s full suite of services. Preparing for 2016 offerings of these additional key HR needs that can add to our client value proposition 21

22 NEXT FOCUS: INTEGRATED TALENT MANAGEMENT Workforce Planning Engagement & Retention Talent Acquisition What is Talent Management? Succession Management Employee Lifecycle Performance Management Getting, growing and keeping Talent Talent Development 22

23 COST PER HIRE WORST CASE SCENARIO: $60,000 ROLE Average Total Cost Per New Employee Cost Per Hire Linked In Sourcing $350 Linked In Posting $495 CareerBuilder $175 Niche Site $500 Lost Productivity $1,925 Search Firm $15,000 Background Check/Drug Screen $150 Grand Total Cost Per Hire: $18,595 23

24 WHAT ARE TOP COMPANIES INVESTING IN? Engagement & Retention Management Development Workforce Planning Metrics Talent Acquisition Employment Brand/EVP Sourcing and Talent Pipelining Career Mapping Succession Management Performance Management Talent Development 24

25 BRANDING INVESTMENTS Ratings campaigns on Glassdoor and Indeed.com Competitive advertising on Linked In and Glassdoor Competing for workplace accolades 25

26 EVP = EMPLOYEE VALUE PROPOSITION 26

27 ADVANCED SOURCING TOOLS Employee Referrals/Social Sourcing with What is social sourcing? Identify potential candidates among employees social media connections Enable employees to extend private invitations to apply for openings Track referrals and reward employees 27

28 A GREAT PROCESS LEADS TO BETTER HIRES Interactive careers page with video and live chat Applicant Tracking System (ATS) Assessments Video interviews Automated background checks and drug tests Increased ability to measure productivity and success 28

29 METRICS AND MEASUREMENT Corporate Roles Entry/Mid-level Experienced Sourcing Channels Candidate Attraction/ Resume Review 20,050 Interview 1,800 15% 15% Employee Referrals Job Boards Offer % Search Firms Accept :1 Applicant to Hire Ratio Cost Per Hire: $3,000 to $18,

30 SAMPLE RECRUITING DASHBOARD The Big Five Delivery (Hires) Speed Satisfaction Quality Cost 30

31 DEVELOPING EMPLOYEES & LEADERS 31

32 CAREER DEVELOPMENT TOOLKIT DETAILED JOB DESCRIPTIONS CAREER PATH CHOICES Job Descriptio ns Career path Choices DETAILED COMPETENCY MODELS Resource Guide & Comp Models DEVELOPMENT RESOURCE GUIDE Career Development Plan 32

33 2015 TALENT MANAGEMENT ROADMAP Revised assessment approach rollout Interviewer training refresh CRM/Talent Community build Q Future State: top candidates clamor to work for NFP! HM & Candidate Satisfaction Surveys deployed Videos for Careers Site and YouTube Created New Sourcing Channels Engaged Candidate Experience (CandE) award application RPO effectiveness review Q Q Candidate assessment tools revised Campus strategy revised/deployed Video interview pilot CandE Award feedback received/incorporated Q Q Ultimate development project started People First Recruitment Brand development Sourcing/Channel Strategy Created Metrics scorecard created/socialized Continued progress toward April 2015 Ultimate ATS go live Job Families/Codes/Descriptions established RPO selection and pilot for limited roles HM and Candidate Sat Survey build and rollout Metrics Scorecard Implemented NFP Careers site deployed on NFP.com 33

34 SUMMARY Workforce Planning Engagement & Retention Talent Acquisition Talent Management = Succession Management Performance Management Talent Development Talking with our clients about the art/science of HR can continue to show us as a total partner in their key areas of insurance, benefits and consulting. 34

35 Q & A / WRAP-UP Contact Information: Melinda K. Figeley, SPHR Vice President, NFP HR Services Melinda.figeley@nfp.com Or your Regional HR Business Partner Contact Information: Erin M. Peterson Vice President, NFP Talent Management Erin.peterson@nfp.com Or your Regional HR Business Partner 35

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