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Whose Job is it Anyway?
Contingent Workforce
Management:
DCR Workforce
David PuttEVP
Duff HallFormer Contingent Labor Category Manager at Microsoft
sig.org/eval
DCR Workforce at a Glance
3
• Headquartered in Boca Raton, founded in 1995, providing VMS service since 2000• Global operations across North America, South America, Europe & Asia Pac
• Minority and Woman Owned (privately owned by co-founders)• 2014 revenues of $1B+
• Smart Track – Award winning global VMS/ Services Procurement technology• 2014 Forrester Wave report highest rated for customer satisfaction
• 300+ active suppliers• True vendor neutral. DCR is not affiliated in any way with a staffing company.
4
Growing and Critical Component of Workforce
• Complex Category – Indirect Services
• Temporary Labor – Staffing companies
• ICs/Freelancers
• Consulting Firms
• Outsourced Services
5
Evolution of the Non-Employee Workforce
Yesterday
Staffing-based
Low-to-mid-level talent
Light (7% in 2006, 17% in 2009) penetration within total workforce
Contingent workforce management is a low priority for most businesses
Programs founded on procurement principles
Today
On-demand talent
All levels of talent (emphasis on top-tier skillsets)
Moderate penetration (35%)
Contingent workforce management is a strategic imperative
“Blended” programs
Tomorrow
Automated, real-timed “matching” of talent to projects
All roles and talent levels
High penetration (75%)
CWM is one of few vital programs
Total talent management as the ideal foundational program
6
Vendor Management System (VMS). SaaS cloud based or internally hosted applications that is the engine for managing and procuring indirect procurement services.
Basic Program Constructs
Managed Service Provider (MSP). A company that takes on primary responsibility for managing an organization’s indirect procurement services (Contingent Workers, SOW, Services, Freelancers). The service can be delivered at multiple levels from administrative to more strategic.
Program Management Office (PMO). Traditionally a group or department within an organization that manages corporate initiatives and standardizes policies/practices. For CW, the PMO will typically incorporate the activities of a MSP solution and the performance management of the entire CW Program.
Evolving to Meet Expanding Demands
• Integrates with ERP or HRIS
• Addresses complex on/off-boarding and security concerns
• Configures to various forms
• Accommodates multiple labor types
• Streamlines processes
• Takes advantage of technology advances
• Ports seamlessly across borders and oceans
7
Why Should Procurement Care about Non-Employees?
• It’s a business relationship
• Integral to supply chain (supply base management / optimization)
• Frequently a “global buy”
• Effective at broad based rollout
• Legal and financial risk management
8
Why Should HR Care about Non-Employees?
• Total workforce strategy and planning
• Invisible headcount
• Source for traditional FTE
• Facilities and systems access
• Focused on talent quality
• Happy talent doesn’t file claims or lawsuits
• Talent is Talent and Talent is HR’s #1 Concern
9
VMS Integration
External
• Suppliers: Staffing Firms, Project Providers, Outsources, Freelancers (IC)
• Ancillary Companies: ICES, Payrollers, Background checking, Timekeeping systems
• The Talent: Contractors, Consultants, Freelancers, Ex-Employees
Internal
• Security: Systems / Facilities access, IP• ERP: Asset management, Scheduling,
Project planning• HRIS: Rate compliance, On/off-
boarding, Future hiring• Finance: Billing/Payment, Re-billing,
Budget and PO
10
Best Practices in a Collaborative Organization
• Close partnership between Procurement and HR
• Engage other stakeholders (e.g. Legal, Finance)
• Common mission to CW users
Procurement
Manages MSP/VMS relationships
Overall program governance
Negotiates terms and contract lifecycle
Manages costs and liabilities
Manages staffing and project supplier relationships
Drives overall program optimization and operational efficiencies
Human Resources
Establishes policies
Ensures overall quality of talent
Provides guidance to managers
Identifies resources for future hiring
Provides regulatory oversight
Acts as brand ambassador
11
Governance Team
• Led by Procurement
• Partnership with HR (Talent Acquisition)
• Additional key stakeholders include Finance, Legal, Security, IT and Business leaders
• Mission:- Drive KPIs and business intelligence
to business- Source new providers- Ensure adoption- Manage risk trade offs- Ensure appropriate models are
used- Cost management
12
Microsoft: Overview
Procurement led effort• Strategic sourcing of MSP/VMS Vendors• Supply base management
- RFP entire contingent labor supplybase
- Ongoing supply base management and optimization
• Contract management and governance- QBR’s and annual strategic reviews
Why managed program?• Visibility to changing talent market dynamics • Cost savings – 10% ($40M) in first year of
program• Manage Compliance
- Joint/Co-employment- IP - Systems / site access
14
Microsoft: Program Gains
• Turned data into business intelligence - Developed close partnership with MSP- Jointly developed operations dashboard with
SLA’s and KPI’s- Created dashboards for each business unit
• Optimized Supply Base- Quarterly business review with EACH
supplier- Suppliers added/removed based on
performance and volume- MSP managed with Microsoft final approval
• Created competitive environment- Completely level playing field ensured all
suppliers had fair shot at business- All suppliers had equal access to hiring
managers
15
Microsoft: Unique Features
• Used “Influence” model, not mandate- Ensured more grass roots / organic buy-
in- Required heavier marketing effort- Leveraged individual “super users” as
advocates- Downside – Enabled users to go around
program
• Statement of Work - Deferred initially- Perceive value for future inclusion- VMS functionality critical- Incorporating SOW volume
visibility to all non-employee workers
Addresses classification / tenure issues
- Improved treasury processes- Control on / off boarding
16
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Next Generation CW Program
Complete Global Reach
Automated Candidate Selection
Platform Indepen-
dence
Intuitive User
Interface
Socially
Connected
Gamification
100% Services Spend
Artificial Intelligence
Big Data
Configure vs.
Customize
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Contingent Workforce Management:
Whose Job is it Anyway?
www.sig.org/eval
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David Putt
EVP
DCR Workforce
703-981-1360