The Rise of the Blended Workforce

Presented by

Kelly QuirkChief Executive Officer

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Changing Global Context • Structural change and

shorter economic cycles• Rapid globalisation and

evolution of business models

• Limited balances between available resources & workload

• Fewer barriers to entry for start-up businesses

• Adoption of mature procurement models

• Rationalisation and standardisation of service provision & delivery

• Desire for country, regional & global data & insight

• Complex global staffing market

• Multi jurisdiction employment legislation, industrial relations, Tax and OHS requirements

• Changing work culture• Global sourcing and

employer branding

• Cloud based IT empowering the virtual workforce

• The rise of the social network changing the way people access and share information

• Global platforms which foster greater collaboration

• Ease of communication and travel

Work ethic Hard-working Live to work Work to live Seek flexibility

Loyalty Highly loyal Loyal Limited loyalty Reciprocal loyalty

Work environment Office only Long hours – office only

Office + home Office + home

Attitudes to authority

Deference Respect authority Non-hierarchical Respect must be earned

Motivators Self - worth Salary Security Personal life

Retention Loyalty Salary Security Relationships

Career goals Build a legacy Build a perfect careerBuild a transferable career

Build several parallel careers

Team orientation Team players ‘Individuals’ in teams Team or solo Seek collaboration

Communication Personal Contact Telephone E-mail IM/Text/Social Media

Technology Least tech savvyAdapted to technology

Embrace technology Digital natives - 24/7

The Australian Landscape

53% Cost of labour

27% Attrition

51 of 52 Productivity levels 29%

Contingent workers

5.4%Unemployment

In 2015 people aged 50 and over will outnumber

children under the age of 5 in the developed

world.

Traditional Staff Models• Reactive, transactional &

tactical

• 71% of organisations are made up of functional silos

• Contingent workers seen as a ‘stop gap’ to fill non business critical roles

• Limited visibility on workforce planning, cost, time and quality of hire

• 91% of ASX 200 have ATS but only 19% believe they use the system effectively94% of CEO’s state people are their key business

asset

WORKFORCE

PLANNING

EMPLOYER BRANDING

PERMANENT HIRING

CONTINGENT WORKER

SUPPLY CHAIN

ONBOARDING

OHS TECHNOLOGY

HR ANALYTICS

Challenges• Limited scalability and flexibility

• Limited holistic workforce planning embracing all worker categories

• Limited promotion of internal mobility

• Over reliance on 457’s & EMA’s

• Costs per hire disproportionate

• Limited visibility of organisations true talent capability

• Loss of IP

Risks• Immigration status & right to work

• Tax classification of worker

• National OHS harmonisation laws

• Fair Work Act

• Reputation and employer brand 

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Are you ready?

Total Talent ManagementCreating a single integrated and complementary strategy for the talent acquisition of both permanent and contingent workers to achieve a blended workforce.

This includes contractors, freelancers, labour hire and consultants working alongside the permanent workforce.

Employerof

Choice

Total Talent Management

How

Engagement & Collaboration• C-suite primary business objective is to deliver

organisational and shareholder outcomes at the lowest cost possible whilst maintaining excellence in quality and execution

• Engage simultaneously with HR, Procurement and Business operations

• Shared objectives both qualitative and quantitative

• 54% organisations identify collaboration as the top strategy in enhancing organisational talent management

Strategy & Planning• In-house v Outsource

• Align current and future talent goals with business strategic initiatives

• Establish a project team which is adequately resourced

• Separate from BAU so not to disrupt day to day talent management

• Pick key projects to build the business case, proof of concept and establish credibility

• Map all current processes

• An integrated approach must incorporate visibility of total recruitment costs

CommunicationsTell them what you’re going

to tell them.

Tell them.

Tell them what you told

them.

Technology• 33% of Australian businesses do not

use data in HRM

• Analytics is essential in building engagement and collaboration

• 43% of organisations automate key processes in managing a blended workforce

• Technology is an enabler but not the solution

Change Process

Benefits• Supplement core and stable permanent team

• Provide visibility and control of employee compliance

• Improve cost, quality and time to hire

• Improve Learning & Development outcomes

• Greater flexibility

• Improved diversity

• Enhanced internal mobility

• Boost productivity

• Launch pad into sustainable workforce

Final Thought

“When it comes to the future there are three kinds of people: thosewho let it happen, those who make it happen and those who wonder what happened..?!”

Steve Jobs

Are You Ready?