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Setting the Bar: Standards to Drive CW Program Success
©2016 by Crain Communications Inc All rights reserved
.
Presented by:
Dawn McCartney, CCWP, Director, Contingent Workforce Strategies & Research, Staffing Industry Analysts
Adrianne Nelson, CCWP, Director, Global Services, Staffing Industry Analysts
Bryan Peña, CCWP, SVP, Contingent Workforce Strategies & Research, Staffing Industry Analysts
September 8, 2016 10 am PDT
This webinar is broadcast through your computer speakers via the audio broadcasting icon on your screen. You may adjust the sound volume by using the slide bar on the audio broadcasting icon. You may dial into the call by dialing 1-650-479-3208 and using access code 663 877 759 Need other assistance? Please contact SIA customer service at 800-950-9496 or [email protected]. The presentation will be available 48 hours after the webinar.
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©2016 by Crain Communications Inc. All rights reserved.
This webinar is broadcast through your computer speakers via the audio broadcasting icon on your screen. You may adjust the sound volume by using the slide bar on the audio broadcasting icon. You may dial into the call by dialing 1-650-479-3208 and using access code 663 877 759 Need other assistance? Please contact SIA customer service at 800-950-9496 or [email protected]. The presentation will be available 48 hours after the webinar.
Who We AreStaffing Industry Analysts is the global advisor on staffing and workforce solutions
• Our staffing firm membership is composed of many of the largest regional, U.S. and global staffing firms in addition to representatives from all parts of the contingent workforce industry.
• Our CWS Council membership represents over $100 billion in annual contingent workforce spend.
• We are a trusted advisor providing objective research within the contingent workforce ecosystem.
Founded in 1989
• Acquired by Crain Communications ($200M media conglomerate) in 2008, headquarters in Mountain View, California and London, England
• Comprehensive and vast industry and advisory service experience among executive, advisory and research team
©2016 by Crain Communications Inc. All rights reserved.
CCWP Continuing Education and Recertification Program Enhancement Announcement
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AGENDA
• Why You Should Set the Bar
• Where’s the Bar
• Ways to Set the Bar
• Tools of the Trade to Set the Bar
©2014 by Crain Communications Inc. All rights reserved.
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers• Procurement done on an ad-hoc
basis• Management done internally
Master Vendor• One supplier (possibly
managing 2nd and 3rd tier suppliers)
• One point of contact• Direct cost savings on bill
rate and usage• Customized SLA’s and
process
Managed Service Provider (MSP)• Contingent workforce spend
under management• One contact point • Direct cost savings on bill
rate/usage• Customized SLA’s and process• Non-compliant spend
elimination• Total cost of ownership savings
Total Talent Management • Total workforce spend under
management• Complete workforce visibility• Direct cost savings on bill rate
and usage• Customized SLA’s and process• Non-compliant spend
elimination• Increased total
cost of ownership savings• Additional productivity and
process savings• High degree of
value added services
CW as a Strategic Competitive Advantage• CW talent as business
differentiator• Management strategies
move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of suppliers
selected• Contracts in place• Service level agreements
(SLA’s) in place
Evolution of a Program
Procurement and HR
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers• Procurement done on an ad-hoc
basis• Management done internally
Master Vendor• One supplier (possibly
managing 2nd and 3rd tier suppliers)
• One point of contact• Direct cost savings on bill
rate and usage• Customized SLA’s and
process
Managed Service Provider (MSP)• Contingent workforce spend
under management• One contact point • Direct cost savings on bill
rate/usage• Customized SLA’s and process• Non-compliant spend
elimination• Total cost of ownership savings
Total Talent Management • Total workforce spend under
management• Complete workforce visibility• Direct cost savings on bill rate
and usage• Customized SLA’s and process• Non-compliant spend
elimination• Increased total
cost of ownership savings• Additional productivity and
process savings• High degree of
value added services
CW as a Strategic Competitive Advantage• CW talent as business
differentiator• Management strategies
move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of suppliers
selected• Contracts in place• Service level agreements
(SLA’s) in place
Evolution of a Program
Procurement and HR
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers• Procurement done on an ad-hoc
basis• Management done internally
Master Vendor• One supplier (possibly
managing 2nd and 3rd tier suppliers)
• One point of contact• Direct cost savings on bill
rate and usage• Customized SLA’s and
process
Managed Service Provider (MSP)• Contingent workforce spend
under management• One contact point • Direct cost savings on bill
rate/usage• Customized SLA’s and process• Non-compliant spend
elimination• Total cost of ownership savings
Total Talent Management • Total workforce spend under
management• Complete workforce visibility• Direct cost savings on bill rate
and usage• Customized SLA’s and process• Non-compliant spend
elimination• Increased total
cost of ownership savings• Additional productivity and
process savings• High degree of
value added services
CW as a Strategic Competitive Advantage• CW talent as business
differentiator• Management strategies
move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of suppliers
selected• Contracts in place• Service level agreements
(SLA’s) in place
Evolution of a Program
Procurement and HR
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers• Procurement done on an ad-hoc
basis• Management done internally
Master Vendor• One supplier (possibly
managing 2nd and 3rd tier suppliers)
• One point of contact• Direct cost savings on bill
rate and usage• Customized SLA’s and
process
Managed Service Provider (MSP)• Contingent workforce spend
under management• One contact point • Direct cost savings on bill
rate/usage• Customized SLA’s and process• Non-compliant spend
elimination• Total cost of ownership savings
Total Talent Management • Total workforce spend under
management• Complete workforce visibility• Direct cost savings on bill rate
and usage• Customized SLA’s and process• Non-compliant spend
elimination• Increased total
cost of ownership savings• Additional productivity and
process savings• High degree of
value added services
CW as a Strategic Competitive Advantage• CW talent as business
differentiator• Management strategies
move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of suppliers
selected• Contracts in place• Service level agreements
(SLA’s) in place
Evolution of a Program
Procurement and HR
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Decentralized• Several suppliers• Procurement done on an ad-hoc
basis• Management done internally
Master Vendor• One supplier (possibly
managing 2nd and 3rd tier suppliers)
• One point of contact• Direct cost savings on bill
rate and usage• Customized SLA’s and
process
Managed Service Provider (MSP)• Contingent workforce spend
under management• One contact point • Direct cost savings on bill
rate/usage• Customized SLA’s and process• Non-compliant spend
elimination• Total cost of ownership savings
Total Talent Management • Total workforce spend under
management• Complete workforce visibility• Direct cost savings on bill rate
and usage• Customized SLA’s and process• Non-compliant spend
elimination• Increased total
cost of ownership savings• Additional productivity and
process savings• High degree of
value added services
CW as a Strategic Competitive Advantage• CW talent as business
differentiator• Management strategies
move beyond tactical considerations into strategic ones
• Combination of multiple CW models to solve complex business problems.
• Technology crosses multiple platforms in the enterprise
• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction
Preferred suppliers• Selective set of suppliers
selected• Contracts in place• Service level agreements
(SLA’s) in place
Evolution of a Program
Procurement and HR
Why You Should Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
Where’s the Bar- Where to start?• What are we paying for our contingent workforce (CW) and is it the
right amount?
• Are my internal customers satisfied with contingent worker talent,
output and fit?
• Is our CW program able to scale to handle future growth and/or
contraction?
• Who are the contingent workers on the premises and how long have
they been here?
©2016 by Crain Communications Inc. All rights reserved.
Where’s the Bar- Where to start?1. What purpose does the program have in your organization?
2. How does talent/human capital increase your competitive advantage?
3. How does the talent in the program effect the customer experience?
4. How does the talent in the program, increase or decrease
profitability?
5. Who supplies the talent and what is our legal relationship with those
companies?
6. What might someone sue us for and what are we doing to protect
ourselves?
©2016 by Crain Communications Inc. All rights reserved.
Where’s the Bar- What are the obstacles?
• What are the most common pain points in my program?
• Why does your phone ring?
• How has the program customer experience changed over
time?
• What are the future corporate priorities that may effect the
program?
• How does my cost approach effect the program?
©2016 by Crain Communications Inc. All rights reserved.
Which Bar?
©2014 by Crain Communications Inc. All rights reserved.
Confidential and Proprietary. ©2016 by Crain Communications Inc. All rights reserved.
Moving the Bar
©2016 by Crain Communications Inc. All rights reserved.
A
You wantto be hereYou are
here
A B
Setting the Bar - Program Improvement Focus
©2016 by Crain Communications Inc. All rights reserved.
Metrics for Program Improvement
• Quality– Talent
• Percentage of assignments that engagement managers would rehire the contingent worker as a contingent worker if able
• Percentage of assignments terminated by engagement manager prior to scheduled end date due to performance
– Supplier/Partner• Percentage of submittals resulting in engagements• Percentage of assignments onboarded after engagement manager
request date – late start
– CW Program Operation• Engagement manager NPS score of CW program services and
operations• Contingent worker NPS score of CW program services and operations
©2016 by Crain Communications Inc. All rights reserved.
Areas of Focus
• Efficiency (Process Tracking)– Candidate Submittal to interview– Timecard Submittal to approval
• Cost– Rates – rate card variation– Tools – VMS, procurement systems, etc.– Program Office Support – internal and external
• Risk– Talent (co-employment, classification)– Systems – access control and catastrophe back-up
©2013 by Crain Communications Inc. All rights reserved.
CCWP Class Curriculum (partial list)Module 1: Designing an Effective Contingent Workforce
Strategy
Module 2: Defining and Measuring Quality and CW Program Value
Module 4: Managing Staffing Partner Performance
Module 6: Understanding Cost and Quality
Module 7: Managing Change, Implementation and Program Adoption
Ways to Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
CW Sourcing
©2016 by Crain Communications Inc. All rights reserved.
Polling QuestionHow do you decide how many suppliers should be in your program?
©2016 by Crain Communications Inc. All rights reserved.
CW Selection
©2016 by Crain Communications Inc. All rights reserved.
What is your time limit for managers to interview candidates?
1) 24 hours2) 48 hours3) 1 week4) 1 month5) Infinity and beyond-we don’t have
one
©2016 by Crain Communications Inc. All rights reserved.
CW Assignment Management
©2016 by Crain Communications Inc. All rights reserved.
Polling Question
Does your program send mandatory performance surveys for contingent workers on an ongoing basis?
1) Yes2) No3) If yes how often?
©2016 by Crain Communications Inc. All rights reserved.
Ways to Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
©2016 by Crain Communications Inc. All rights reserved.
©2016 by Crain Communications Inc. All rights reserved.
Tools of the Trade to Set the Bar
©2016 by Crain Communications Inc. All rights reserved.
©2016 by Crain Communications Inc. All rights reserved.
CWS Council Members (partial public list)
VISA
©2016 by Crain Communications Inc. All rights reserved.
SIA Industry Forecast
Source: SIA September 2015 Forecast©2016 by Crain Communications Inc. All rights reserved.
VMS Market Developments 2016
How to Use This Information • Understand how a given provider is positioned in the market • Create a shortlist of prospective providers • Identify the predominant model(s) being used • Confirm veracity of supplier statements • Identify strengths and weaknesses of certain suppliers versus peers • Infer trends about the evolution of contingent workforce
management • Establish base requirements for an eventual RFx initiative • Identify providers that have an established presence in a certain
geographical market
Most Complex Markets Globally
Source: SIA 2014 Pay Rate Rangefinder©2016 by Crain Communications Inc. All rights reserved.
What we look at:• Staffing market maturity• Temporary agency work regulations• Independent contractor usage• MSP/VMS maturity• Labour market efficiency• Employment regulations rigidity• Trade union influence• Enforcing contracts• Pricing environment• Political Stability• Higher Education and Training
VMS Market Developments
Global Overview of Developments in Data Protection and Privacy Laws 2016
2016 Workforce Solutions Buyers Survey: Initial InsightsVMS Market Developments
Contingent Workforce Technologies Webinar - from VMS to ATS, FMS to Online Staffing and Everything in Between
Total Talent Supplier Landscape
Most Complex Contingent Markets Globally 2016
©2016 by Crain Communications Inc. All rights reserved.
CWS Council Research (partial list)
Lexicon of Global Workforce-Related Terms Total Talent Management Workforce Solutions Ecosystem - Report Global RPO Directory What's in the Contingent Worker Bill Rate Contingent Workforce Engagement Best Practices Capturing Contingent Worker Data Contingent Workforce VMS Integration Best Practices Global Readiness Indicator CWS 3.0
Free Resources
Time for your questions…
©2016 by Crain Communications Inc. All rights reserved.
Where’s the bar?
CCWP Continuing Education and Recertification Program Enhancement Announcement
More ways to earn CE credits,More Third Party CE credits available,
More automation to submit CE credits earned,More affordable.
EXTEND your CCWP Certification for an Additional Three Years!
Today’s Webinar Attendance = 1 CCWP CEU Credit
©2016 by Crain Communications Inc. All rights reserved.
CCWP- Upcoming ClassesSeptember 21-22 |Las Vegas, NVOctober 11-12|London, United KingdomNovember 9-10|Baltimore, MD
©2016 by Crain Communications Inc. All rights reserved.
2016 Webinars10/13/2016 Developing an On-Demand Strategy for Your Evolving Workforce Needs
10/19/2016 Global SOW Trends and Strategy (APAC)
11/10/2016 VMS / MSP Landscape 2016: The State of the Art
12/08/2016 Leveraging the Flexible Workforce: Buyer Perspectives on the Promise of Total Talent Management
12/14/2016 Contingent Workforce Policies That Stick
Upcoming Webinars
• Copies of the slides and a link to the audio recording will be distributed to all attendees within 48 hours following the webinar
• A replay of the webinar will be available for CWS Council Members at www.staffingindustry.com
©2016 by Crain Communications Inc. All rights reserved.