Staffing Lifecycle Management

Transcription

1 Staffing Lifecycle Management A New Framework for the Talent Economy Strategy. Execution. Results.

2 EXECUTIVE OVERVIEW The world of talent recruitment, acquisition and management is one of constant change and increasing complexity. Facing a hyper-competitive business environment, organizations are presented with the challenge of scaling their workforces at speed, while also maintaining a high level of quality and productivity. Furthermore, businesses are also expected to adopt new technology and adapt in real-time to global business conditions by hiring top-level technology talent to lead the charge. But sourcing, acquiring, and retaining talent has never been more challenging. With approximately 75 million baby boomers on the cusp of retirement, and a new wave of highly diverse employees with vastly different definitions and expectations of employment rising through the workforce, companies are turning to experts to help navigate these difficult waters. As an industry leader working to provide top-level talent to some of the most cutting-edge organizations and technology companies on the planet, CorSource faces these challenges on a daily basis. In response, we are introducing a new and practical approach that will help technology-driven organizations benefit from the emerging Talent Economy. This paper introduces Staffing Lifecycle Management a guiding framework for a holistic approach to talent acquisition and staffing through integrated assessment, planning and deployment of diverse and talented resources. It is based on our philosophy that connected teams, and aligned processes and strategies, lead to better use of human capital to achieve business objectives. 2 Staffing Lifecycle Management: A New Framework for the Talent Economy

3 STAFFING LIFECYCLE MANAGEMENT: SUPPORTING THE EMERGING TALENT ECONOMY STAFFING LIFECYCLE MANAGEMENT (SLM) HELPS TECHNOLOGY-DRIVEN ORGANIZATIONS EMBRACE AND BENEFIT FROM THE EMERGING TALENT ECONOMY where a mix of contract, direct hire and outside resources are increasingly used to meet modern, highly fluid business requirements. It aims to support the newer models that organizations are now using to leverage technology staffing, recruiting and contract services to manage change and seize market opportunity. Fundamentally, the objectives of Staffing Lifecycle Management include: An interconnected process for acquiring talent through a lifecycle approach that removes operational silos and connects all stakeholders using an agile approach. Ensure all external service providers and staffing resources are aligned to boost business performance and meet top-line goals. A new, much-needed approach to traditional technology staffing, through integrated planning, talent management, visibility and empowerment of both internal teams and external workers. By addressing these objectives, SLM helps create a unified technology staffing strategy that elevates the delivery and consumption of outside services to a mission-critical and cross-functional business process. 3 Staffing Lifecycle Management: A New Framework for the Talent Economy

4 TALENT ECONOMY The Talent Economy is fundamentally connected to Staffing Lifecycle Management in that SLM is a practical methodology for not only managing talent acquisition in a rapidly changing business environment, but leveraging the possibilities the Talent Economy offers to gain more competitive advantage and win in the market. Conversely, the Talent Economy is connected to the equally disruptive Gig Economy, as it embraces the fastchanging dynamics that have forever changed how people work and chart career paths. Both mega-trends fuel the growing shortage and high cost of technical talent. These shifts also lead to an increasingly mobile, diverse and independent workforce, aligned with a maturing digital age where freelancers and employees alike can opt for shorter-term jobs and projects where and when they want to accept them. The Talent Economy directly impacts how organizations staff and scale their workforce, with direct hire employees, contract workers and technical services to meet increasing technology demands. Not surprisingly, the Talent Economy also has changed the way traditional staffing firms think and operate. As an industry, we need to move from just FILLING POSITIONS, TO BECOMING STRATEGIC BUSINESS PARTNERS THAT HELP CHART TECHNICAL TALENT According to an Intuit Study, by % of workers will be contractors We also have the opportunity to nurture and bring more diversity and inclusion to the technology workforce, and to help ensure equal pay for all that we employ either directly or as contractors. All of this is the reason CorSource developed the Staffing Lifecycle Management framework to help organizations better manage and benefit from the Gig and Talent Economies, and to contribute new thinking within the staffing industry. STRATEGIES THAT ARE AGILE AND TIGHTLY ALIGNED WITH SPECIFIC BUSINESS INITIATIVE AND GOALS. 4 Staffing Lifecycle Management: A New Framework for the Talent Economy

5 TODAY S STAFFING INDUSTRY LANDSCAPE Mega trends and industry dynamics are impacting organizations of all types and are vital to understand within the context of Staffing Lifecycle Management. Relevant industry trends occurring today include: ECONOMIC UNCERTAINTY: TECHNOLOGY HAS EATEN THE WORLD: Technology has permeated nearly every facet of business, institutions and even daily life falling technically behind is not an option and can have devastating consequences. TALENT SHORTAGE: In a hyper-competitive environment, the war for talent acquisition has become increasingly competitive as the pool of qualified technical talent cannot keep up with growing business demands. In turn, the importance of expanding the traditional recruitment pool, staffing, contracting, outsourcing and retainment has grown. Unsettled domestic and global political climates have made it even more difficult to plan for long term success especially in hiring. 5 Staffing Lifecycle Management: A New Framework for the Talent Economy

6 STAFFING AUTOMATION: TRADITIONAL CAREERS ARE FADING: THE GIG ECONOMY: It is estimated that by 2020, more than 40 percent of workers will be independent contractors, and more and more businesses are turning toward temporary or contract labor to quickly scale and meet workforce demands. 6 Post great recession, millions of employees are rethinking the definition of employment, becoming more opportunistic and entrepreneurial. In turn, companies have to rethink the dynamic value of employees, including the cost of recruiting and turnover, and the largescale impact of good hires versus bad hires. Staffing Lifecycle Management: A New Framework for the Talent Economy The process of acquiring and retaining technology talent has become increasingly automated. Whether it be Chatbots for initial prescreening questions, or leveraging machine learning to help prioritizing candidates that are most likely to engage and are the best fit for open and future roles, the way candidates and organizations engage is changing and evolving. This said the need for human touch within the process is here to stay.

7 THE CORSOURCE INDUSTRY PERSPECTIVE Based on our collective experience working across a wide range of industries and staffing needs, we see the following dynamics unfolding within our industry: Flexibility Mandate: Empowered Talent: At both an organizational and individual level, new emphasis is placed on a more agile approach to technology staffing and work-life balance. Traditional motivational priorities -- title, status, salary -- are taking a backseat to personal priorities like meaningful work and relationships. Today s workforce is increasingly turning off by automation in career choice and work assignments. Mixed Talent Usage: Distributed Cost Controls: Organizations are moving toward a blended technology staffing approach hiring, contracting and outsourcing to meet business objectives. Contracted resources are increasingly used for a number of mission critical business functions and work alongside permanent resources. As the cost of high-caliber talent rises, organizations adopt a distributed, right-shoring approach to meet strategic and tactical goals cost effectively. Talent Disconnect: Basics Still Matter: Despite the critical role technical talent plays in business success, human capital management remains disconnected from hiring, HR and business stakeholders, and continues to be fragmented across the enterprise. Even with automation innovation, personal relationships and understanding the business remains the bedrock of a successful IT staffing strategy and practice. 7 Staffing Lifecycle Management: A New Framework for the Talent Economy

8 OFFERING A SHARED STAFFING INDUSTRY VISION As we collectively work to ensure talent delivers value across the enterprise, it is vital to gain a common, shared vision for our industry and community. We offer the following insights into future approaches as we all move forward: OUR VISION NEW THINKING With disruption rippling through all facets of business and talent management, we must develop new approaches that address constant change and emerging mega-trends. Change must be embraced and leveraged for success. SOLVE PROBLEMS With technical talent central to business success, we need to address the underlying objectives of both organizations and the talent that serves them then offer a pathway to success. CONNECT ALL PARTIES We must provide new approaches that connect the staffing management lifecycle from business stakeholders and hiring managers to HR and executive management. ASSESS AND FIND GAPS We must assess current technology needs, and implement a more diverse approach to staff sourcing and retention practices to fill opportunity gaps that can deliver more value and bottom-line results. TAKE A HOLISTIC APPROACH We must create a more comprehensive approach that helps re-define the role and value staffing agencies deliver to both organizations and the valuable talent they serve. 8 Staffing Lifecycle Management: A New Framework for the Talent Economy

9 STAFFING LIFECYCLE MANAGEMENT: CORE TENETS The following tenets are designed to help you adopt the SLM approach into your organization. These steps provide a guide for improving operational efficiencies, empowering better decision making, promoting collaboration and innovation, and delivering more value to the organization. The central theme of the SLM approach is connecting all stakeholders and processes to business value. Like Lean and other operational processes, SLM requires executive support and leadership to achieve sustainable success as change and breaking with entrenched norms requires support at all levels. Staffing Lifecycle Management tenets: DECISION- MAKING TEAMS PARTNER ECOSYSTEM STAFFING TO BUSINESS OBJECTIVES STAFFING LIFECYCLE MANAGEMENT RESOURCE MATRIX DIVERSITY, INCLUSION & PAY EQUALITY MANAGEMENT TRANSPARENCY 9 Staffing Lifecycle Management: A New Framework for the Talent Economy

10 1. ASSESS: Conduct an enterprise-wide assessment of all outside staffing and contract resources, costs, processes, needs and outcomes. To know where gaps and opportunities exist, it is imperative to know what you have. We recommend taking a broad look at the staffing, recruitment and contracting practices you have in place. The assessment should examine the strengths, weaknesses and gaps across the entire staffing lifecycle to identify areas of opportunity and improvement. 2. CONNECT TEAMS: Assemble teams from HR and hiring to managers and executives, to map effective talent strategies that deliver business value. Connect with employees and stakeholders from all levels and backgrounds, allowing collaboration and connection at every step. Use this as an opportunity to cross-pollinate effective processes, as well as to identify organizational redundancies that would otherwise not be visible in a siloed organization. The power of creating a Talent Centers of Excellence can be profound by providing a collaborative, focused and inclusive environment to share needs and processes for improving outcomes. 3. ALIGN STAFFING TO BUSINESS OBJECTIVES: Ensure all staffing resources and needs are aligned with business objectives and strategic plans. Oftentimes team s individuals KPIs can obscure or even mask higher level business objectives. This is an opportunity to achieve organizational alignment across all levels and move forward collectively and strategically. 4. PROMOTE DIVERSITY, INCLUSION AND PAY EQUALITY: Build a culture that reflects a changing world and workforce by encompassing physical, cultural and socioeconomic diversity. Promoting these shared values and attitudes leads to improved morale, performance and productivity. It also helps attract top talent, improve retention rates and lower turnover. 5. BI-DIRECTIONAL TRANSPARENCY: Agencies provide analysis of fees and differences between contracting and direct hires; client organizations reciprocate by sharing insights into business goals and objectives. 10 Staffing Lifecycle Management: A New Framework for the Talent Economy

11 6. TALENT MANAGEMENT: Implement modern recruitment, work/life alignment, development and compensation practices that attracts and engages employees. Use information collected in the previous steps to assure industry competitiveness. 7. TALENT RESOURCE MATRIX: From in-house and contract to direct development services, create a resource matrix to align each approach with a project type. This will serve as the guiding framework that will provide the ability to focus on a more detailed approach. 8. PRIORITIZED PARTNER ECOSYSTEM: Align partners around the resource matrix based on the capabilities, strengths and weaknesses of the partner ecosystem. Put your partners in the best position to achieve success. 9. INFORMED DECISION-MAKING: Create technology staffing strategies and plans that align a mix of staffing resources based on clear and concrete business objectives. 11 Staffing Lifecycle Management: A New Framework for the Talent Economy

12 WHY STAFFING LIFECYCLE MANAGEMENT? Creating a more unified and standardized approach for managing all of the dynamics and complexities of technology staffing is profound. Specifically, the benefits and rewards that Staffing Lifecycle Management delivers for the following groups include: ORGANIZATIONS Provides a holistic approach to staffing and resource usage Aligns staffing, contracting and development to business goals Streamlines staffing processes for optimum quality, speed and cost TALENT Helps top talent find meaningful work that matters to them leading to better performance and retention. Demonstrates a level of sophistication and caring for highly valued team members. Provides choice and flexibility to achieve a satisfied work/life balance. INDUSTRY Supports the Talent Economy through an integrated approach that blends staffing, talent management, outsourcing and organizational development 12 Staffing Lifecycle Management: A New Framework for the Talent Economy

13 CONCLUSION At CorSource, we believe that our collective industry is faced with great challenges, but with those challenges come great opportunities. Through SLM, we are pleased to offer our best collective thinking to help teams, organizations and our industry move forward, as we adapt to disruptive dynamics some that are apparent today and some that are unforeseen. We also feel it is vital that we explore the inefficiencies that come when holding onto legacy approaches that were once best-in-class, but need a review and refresh. While SLM is not a rigid and prescriptive process, we hope it serves to shift how you think about and manage your technology talent and staffing needs, and that this thinking and approach contribute to your business success. TO LEARN MORE ABOUT HOW OUR STAFFING LIFECYCLE MANAGEMENT FRAMEWORK CAN HELP YOU WITH YOUR TALENT ACQUISITION NEEDS, CONTACT US TODAY. CorSource Technology Group 529 SW 3rd Avenue, Suite 500 Portland, OR info@corsource.com 13 Staffing Lifecycle Management: A New Framework for the Talent Economy