FIS Global Allegis Global Solutions Compass Rose Advisory

FIS Global David Hackney Allegis Global Solutions Bruce Morton Compass Rose Advisory Jay Lash sig.org/summit

The Charter or Purpose of this Working Group is: To bring together SIG Members that are interested in collaborating and sharing best practices in ; To provide a professional networking and relationship-development environment; This council will serve as a means for both the providers and buyers of these services to share their experiences and exchange best practices; and Through a series of discussions and working groups, educational whitepapers, research and webinars, as well as in-person events, this council will become the go-to resource for the best information specifically for procurement professionals sourcing talent.

Working Council Participation and Leadership SIG Working Councils are comprised of SIG Members from all of SIG s Membership Communities: Buyer, Supplier/Service Provider, Advisor, Academic, Government and Others. SIG Working Councils are led by a Working Council Leadership Team that consists of a subset of the Members from the Working Council. The Leadership Team will consist of the Chair, at least one Co-Chair from each of SIG s Membership Communities and a SIG Ambassador Liaison. SIG may set a limit on Co-Chairs. Jay Lash, Bruce Morton and David Hackney are our Inaugural Working Council Leaders. The role of Co-Chairs in the Working Council Leadership Team are: Support the WC Chair in addressing the Charter and WC Objectives Attends all WC Leadership Team Meetings (monthly/quarterly) Take co-leadership responsibility to develop/deliver WC programming All Working Council Members are asked to participate in quarterly WebEx meetings and on-site at our semi-annual Global Executive Summits, All Working Council Members are required to complete an annual Survey that assists the Council in identifying topical/functional areas of interests, concerns and job-related issues that our Sourcing Professional Working Council Members are most interested in addressing through the Working Council.

Bruce Morton Allegis Global Solutions SIG Sell-side Co-chair bmorton@allegisglobalsolutions.com Jay Lash Compass Rose Advisory SIG Ambassador jlash@compassroseadvisory.com David Hackney FIS Global SIG Buy-side Co-chair David.Hackney@fisglobal.com

October 9th 2017 - Today s Agenda Time Topic Responsible 9:10am Program Lifecycle Elements: Building a Business Case Jay Lash, David Hackney, Bruce Morton 9:40am Open discussion Jay Lash, David Hackney 9:50am Research Topics Jay Lash

Program Lifecycle Elements 1. Strategy and Scope 2. Due Diligence and Data Collection Methods 3. Business Case 4. Supplier Selection (Single and Multi-Source) 5. Contracting 6. Implementation 7. Operation and Governance (Program Office) 8. Continual Service Improvement and Optimization

Building the Business Case Procurement Procurement is often a key player when it comes to the contingent workforce and an MSP program ticks all of the boxes it looks for in a talent management solution. The use of multiple suppliers provides access to a wider talent pool, which reduces risk and increases competition. Improved pricing brings down cost, but not to the detriment of quality. HR A good MSP provider embeds itself in the culture of the organizations it works alongside and serves as a strategic partner for HR. This allows it to deliver on the profession's key priorities such as sourcing high-quality candidates with a good cultural fit, mitigating risk and providing effective visibility and metrics for measurement. Hiring Managers While hiring managers may resist an internal influence in recruitment, they too benefit from MSP. An MSP provides in-depth knowledge of the contingent labor market, access to a wide talent pool and a guaranteed quality of supplier. Finance Finance's top priority is naturally cost and MSP more than delivers on this front. The strong level of visibility provided allows for effective cost, compliance and risk management, while tight management of bill rates provides consistency. C-suite There are numerous advantages to MSP that will secure the backing of the boardroom. It is proven to provide access to highquality talent and in-demand skills, while its visibility makes its success and impact on the bottom line easy to quantify.

The Case for Procurement Key concerns Cost Reducing unnecessary spend Risk and compliance Recruitment supply chain management Why MSP is the right choice Increased cost control and price transparency Strong management of bill rates Use of multiple suppliers encourages competition, reduces risk and expands candidate pool Access to real-time data Visibility allows for effective management Unbiased neutral service

The Case for HR Key concerns Finding quality candidates who represent the right fit Effective measurement metrics Process effectiveness Cost Consistency Employment risk Compliance Why MSP is the right choice Aligned with company culture and goals Wide supplier base ensures quality and reduced risk Cost savings Visibility simplifies effective measurement Ensures compliance Provides favorable terms (lower cost and risk) for contractor to FTE conversion.

The Case for Hiring Managers Key concerns Size of candidate pool Quality of candidates Time to fill Time to productivity General speed and efficiency of the recruitment process Why MSP is the right choice In-depth understanding of contingent labour market Varied suppliers provide wide talent pool All suppliers are approved, guaranteeing a certain quality standard Reduced cost Effective performance measurement

The Case for Finance Key concerns Delivering true cost savings Ensuring quality is not compromised Compliance Why MSP is the right choice Visibility allows for effective cost, compliance and risk management Strong management of bill rates Consistent billing and invoicing for contingent labour spend Approved supplier base ensures candidates are checked and screened effectively MSP provides expertise of contingent labor laws

The Case for The C Suite Key concerns Relevant to business needs Relevant to senior leader n Impact on the bottom line The so what bottom line. Why MSP is the right choice Tailored to the organisation s unique needs Provides access to in-demand skills Visibility makes success easy to quantify Proven to reduce costs

A Few Big Questions SIG Working Council What are the big ticket talent items that are keeping you awake at night? How do you see your organization getting work done differently in the future? How do you see the contingent / employee mix changing in your organization over the next 5 years? What are you doing to better engage contingent workers and employees? What skills or gaps exist in your current organization? What are the key skills will you need to reach your organization s goals in the next few years?

Research Topics Direct Sourcing SOW for Project Management Total Talent Management and the role of Procurement Engaging Freelancers and Independent Contractors Technologies

What are our Working Council s Objectives for 2018? What other topics are we interested in? What speakers/thought leaders do we want to involve? Do we have any initiatives we would like to pursue? Other ideas, thoughts or suggestions? Schedule of Events WebEx Meeting # 3: TBD December 2017 TEKWISSEN

DIVERSE SPENDING and HR Analytic Tool Manish Senta Co-Founder TEKWISSEN Sanjeev Senta Co-Founder TEKWISSEN

Diversity Spending Composition Tool What's your Supplier Spending? Choose Supplier Choose type of Spend

Appendices

Due Diligence 'Due diligence' is an organized set of activities undertaken prior to entering into a contractual agreement. It is intended to provide a full understanding and awareness of the deliverables, timeframes, financial information, staff information, deliverables, previous contracts, assets, properties, risks and other contractual commitments. Data Collection Data Collection is the process of gathering and recording data directly or indirectly relating to variables of interest, in an organized and systematic fashion. Data quality and integrity must be maintained before, during, and after data collection. Data should be maintained with as much context as possible and in a format enabling relational modeling for the due diligence phase.

1. Validate Assumptions made in Strategy and Scope Relating to the Level of Utility and Warranty in the Business Requirements 2. How, Where and Who is The Work Currently Performed (Complete Current Lifecycle) 3. Understand Current Contractual Obligations, Impact & Restrictions 4. Fine Tuning of Scope (Is Everything Possible, What May not be? Any Red Flags? Define and Identify Options) 5. Business Case Accuracy (Current Costs Correctly Identified? Are we Comparing Apples to Apples?) 6. Workforce Planning (What Does the Future Hold and What If?) 7. Organizational Management of Change Planning 8. Risk Reduction (financial, compliance, operational and benefit realization) 9. Determination of Contractual Volume Commitments and Other Compliance Requirements

* Where is the Work Performed (Currently and Future) * Entity and Affiliate Listing * Geography/Countries/Office Locations that will have engagements * Financial * Current Spend / Volumes (By Currency FX/Taxation) * Anticipated and Possible Pent Up Demand * Internal /Entity-to-Entity Cost Accounting * Technology Requirements * Current system integrations (ERP/HCM/Project/CRM etc..) * Integrations that May be Required in New Program * Disaster Recovery and Business Continuity Requirements * Current VMS capabilities and MSP(s) in place across the globe * Taxation Structures Relating to Entities

* Compliance * Contracts (All Existing Suppliers Currently Engaged) * Contracts / Contacts / Term Sheet * Liability and Insurance Requirements * Include Currently Granted Exceptions * Current Engagements by Geography * Staff augmentation * Consultant * Project Services Through Statement of Work (SOW) * General Contractor / Resource Tracking * Identification of Existing Preferred Supplier Lists (PSL)s * Specialized Client or Regulatory Requirements * Needs Assessment (Organizational and End User Environment)

Sources of Current State Data for Collection Getting Started * Accounts Payable /Spend Reporting * Look for staffing firms, boutique and specialty vendors and SOW project providers * Caution Contracted services are often hidden in license and maintenance agreements * Contract Databases / Legal Organization * Human Resources and Organization Leaders * Security Logs (physical/badge and electronic) * Look for the self identified consultants and contractors * Internal Surveys * Ask Staffing Firms/Agencies for List of Active Contractors * Use predefined data collection templates * Include current and recent assignments * Tax Accounting Organization * Engage third party spend optimization provider Target at least the prior full year of data

David Hackney FIS Global David.Hackney@fisglobal.com Bruce Morton Allegis Global Solutions bmorton@allegisglobalsolutions.com Jay Lash Compass Rose Advisory jlash@compassroseadvisory.com Download the App: sig.org/app Tweet: #SIGfall17