The journey to a blended workforce Peter Wareham - Head of experienced and contingent recruitment November 2013

Transcription

1 The journey to a blended workforce Peter Wareham - Head of experienced and contingent recruitment

2 Blended workforce, the latest HR fad Or the greatest opportunity we have ever had to help shape and deliver company strategy 2

3 Agenda How do companies balance their traditional captive talent with contract talent? This session will share the challenges and solutions PWC experienced in their journey towards a Blended Workforce. Blended workforces are not simply about permanent and contingent workforce. A blended workforce, to me encompasses: Perm FT; Perm PT; Outsourced relationships; FTC; Contingent workers; And, SOW contractors. That is our total talent landscape 3

4 The world is changing 1/3 of employers to increase contingent headcount in next 12 months REC 71% of millenials want and expect an international experience in their career 1/3 of workers will be over 50 by 2020 Madouros average job tenure 4 years ONS 2003 December m Contingent workers TUC Contingent workers up since 2005 TUC Average graduate 1 st job tenure is 18 months The marketer s forum 2012 Millenials expect to have jobs in their lifetime Future workplace survey U.S. The new Is this: norm or a short Generational 1995 Since term 2008 aberration? change; job average job tenure Economic World Millenials Over of 50 s in the change; work tenure UK 5 has Technological Which years been came increasing! first, change the ONS 2003 chicken or Global or change? the egg? 40% of graduates surveyed left their first role due to lack of progression The marketer s forum 2012 Mobile working Average age of women having children increasing rapidly Employment stability increases with age ONS 2003 Home ownership improves job stability ONS contingent workers due to no perm work doubled since 2005 TUC Globalisation Average age of marriage increasing now early 30 s 4

5 The mind of a CEO 5

6 What does this mean for organisations A one size fits all approach to talent management & recruitment will likely not engage all talent groups Retaining talent is becoming more complex One size fits all EVP s will become less effective Impact on organisational culture Talent management and succession planning becoming more complex One lens across all organisational talent becoming increasingly critical Challenges embedded models of who does what, where and how The ability of organisations to dictate how they want to engage talent is lessening We will see cost arbitrage applied to an organisations work force, efficiency (cost cutting) in some areas and strategic investment in others A long term talent view will be essential 6

7 What does this mean in our world The organisational constructs and silos that most talent acquisition functions have will rapidly be unable to support organisational aspirations, an urgent need exists to consider: The type of functions; What else should be in our functions; The technology which supports functions; The objectives of the function; The connectivity of the function; EVP construction; And, commonality in selection processes. 7

8 - journey to a blended workforce

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10 One big challenge for 10

11 One fundamental question What does the shape of our workforce need to be in the future to deliver the needs of our clients and also deliver commercial returns? 11

12 Starting with a blank piece of paper The now Reviewing recruitment as it Getting recruitment fit for purpose today pronto The definite future Restructure recruitment to deliver business needs Look at cost efficient delivery models Build scalable and agile foundations that can be flexed / re-pointed at short notice The possible future Look at labour market & macro economic trends and weave this thinking in to the definite future We didn t get it all right, but we did spot some of the major trends and work out why we wouldn t be able to meet them 12

13 An ivory tower is no use Back to basics, we spoke to anyone and everyone! The business The Team Candidates Leadership Procurement Providers The hiring community 13

14 What we found Unable to deliver BAU recruitment Poor knowledge of business High agency reliance Fragmented outsource landscape Inefficient leverage of spend Complex risk management Multiple contact points for hiring managers Process inefficiency Underutilisation of internal market knowledge Inability to rapidly scale function to changing needs No planning or budget for contingent labour 14

15 Deficient technology led to our thinking on holistic access to talent Student ATS VMS alumni 15

16 The vision we created The business Consistent Simple Compelling Transform recruitment from a transactional, process driven service, The Team to an agile, leading edge Candidates talent acquisition capability, directly supporting the strategic goals of the business and delivering careers of real value to our Leadership people. Procurement Providers The hiring community 16

17 Why we decided to take a blended approach Because the world is changing, if we don t evolve with it we will loose the ability to attract and engage with the best talent. Organisations can no longer afford to engage with the best talent once We will need to engage with talent communities from school age to retirement During that period we will have multiple employment and contingent relationships with that person We will increasingly not recruit to fill jobs - We will recruit for skills We will be tasked with repetitively bringing these skills in and out of organisations Individuals will dictate when they want to supply labour and how

18 We are building an enabler, not a solution, a solution is only relevant to a moment in time A truly blended solution we practice what we preach! Retained in-house EH recruitment team, comprising of: Core permanent headcount; FTC headcount; Contingent headcount; And a blended RPO solution from RSR. We have become the enabler for blended workforce solutions which is now helping the board develop strategies. 18

19 The journey to a blended workforce Organisational options for enabling transformation

20 Simply there are 5 options Blended RPO Separate MSP and RPO In-house EH and MSP All in-house Don t address the challenge! 20

21 What is blended RPO Blended Workforce solutions provide a combined approach - RPO and MSP - this encompasses traditional talent acquisition for permanent employees, as well as management of contingent workforce suppliers, temporary workers and contractors. By managing these elements under one process, companies are achieving significant benefits, from better visibility into workforce supply and demand, to improvements in compliance, cost control, and talent quality. 21

22 A quick analysis of the options IH & MSP Buying a blended RPO solution, or creating a blended in-house solution will not solve the RPO & MSP challenge of the blended workforce on its own. You must create a strong internally aligned vision and have firm foundations built first. Only then can you move to build a truly agile function that can constantly and quickly evolve for the future. Blended RPO Spend Risk control Technology Candidate exp EVP consistency Strategic influence Holistic T2P MI 22

23 Blended workforce the greatest opportunity we have ever had to help shape and deliver company strategy 23

24 I am now at your mercy! This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PricewaterhouseCoopers LLP. All rights reserved. In this document, refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.