2011 workforce trends study
DESCRIPTION
An Annual Workforce Trends Study commissioned by Yoh reveals a fundamental transformation in the way business leaders build and manage their workforce.TRANSCRIPT
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How the recession has changed today’s workforce
Workforce Composition Transformation
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Contents
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Respondent Profile
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Proudct Manufacturing
Other
Health Care
Banking/Financial Services
Consumer Products
High Tech
Professional Services
Aerospace & Defense
TelecommunicationsLife Science Media/Entertainment Federal Government
Respondent Profile
Annual Revenue: > $750M
Disciplines: Business LeadershipProcurement Human Resources
Nonemployees: 5% to 20%
Industries: High TechConsumer ProductsFinancial ServicesHealth CareLife SciencesProduct ManufacturingTelecomProfessional ServicesMedia / EntertainmentPublic Sector
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Increased Contract Labor Dependency
Greater Investment Post Recovery Poor
Alignment
Increased Risk & Poor
Collaboration
80%Levels
Remain or Increase
85%Report
Increased Use
2011 Workforce Trends StudyWorkforce Composition and Management Transformation
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Increased Dependency on Contract Labor
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Remained the same
Increased by a small percentage
Increased by over 5%
Decreased by a small percentage
Decreased by over 5%
Dramatic Dependency on Non-Employees
88.5%
Since September of 2008 88.5% report the size of their non-employee workforce has either stayed the same or INCREASED
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Utilization of ‘non-employees’ either decreases or introduces NO management complexity
Benefits of Non-employee Workforce
0% 20% 40% 60% 80% 100%
No changeDecreases labor related expense
Increases labor related expense
0% 25% 50% 75% 100%
No ChangeDecreases Mgt.
ComplexityIncreases Mgt.
Complexity
88.5% Overall labor related expense decreases or remains consistent with increased use of ‘non-employees’
83.5%
DECREASED management COMPLEXITY and labor
related EXPENSES create incentive to expand the ‘non-
employee’ segment of the workforce
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Post Recovery Forecast & Investments
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Recovery Yields Transformed Workforce
Reported Non-employee use stays the same or increases Reported decrease dependency on non-employees0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Strong economic recovery will see continued use and INCREASES in the non-employee workforce
80%
Stays at current level
Small increase
Increase > 5%
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Increased Focus on ‘Non-employees’
Investments in non-employee Processes No investment in non-employee processes0%
10%
20%
30%
40%
50%
60%
70%
Increased Employee Engagement
Vendor Consolidation
Improved Employee Communication
Include ‘Non-employees’ on All
Teams
Significant INVESTMENTS are being made to improve the management and effectiveness of the ‘non-employee’ segment of the workforce.
63%
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Contract Labor Decision Criteria
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Consumer: Non-employee Decision Priorities
Posses
s ab
ove a
vera
ge sk
ill o
r a s
pecifi
c an
d uniq
ue sk
ill s
et
Can a
gree
upon spec
ific
serv
ice
leve
l req
uirem
ents
Afford
abili
ty
Potentia
l to b
ecom
e an
indis
pensi
ble c
ontributo
r to th
e te
am
Flexi
bility
to e
nd the
rela
tionsh
ip a
s busi
ness
conditi
ons ch
ange
Previ
ous w
orkin
g rel
atio
nship
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Most Important Average Importance Least Important
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Organization: Non-employee Decision Priorities
Posses
s ab
ove a
vera
ge sk
ill o
r a s
pecifi
c an
d uniq
ue sk
ill s
et
Afford
abili
ty
Can a
gree
upon spec
ific
serv
ice
leve
l req
uirem
ents
Potentia
l to b
ecom
e an
indis
pensi
ble c
ontributo
r to th
e te
am
Flexi
bility
to e
nd the
rela
tionsh
ip a
s busi
ness
conditi
ons ch
ange
Previ
ous w
orkin
g rel
atio
nship
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Most Important Average Importance Least Important
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Misalignment
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Consumer Organization
Quality CostAvailability Availability
Cost Longevity
Longevity Flexibility
Flexibility QualityRelationship Relationship
Cost centric decision making minimizes quality, and the value, impact and integration of the non-employee segment of the workforce.
MisalignmentOrganizational and Business Priorities
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Cost
Inab
ility
to fi
nd the
right t
alen
t
Qual
ity o
f pro
ject
exe
cutio
n
Accounta
bility
of n
on-em
ploye
es
Indep
enden
t contra
ctor c
omplia
nce
Co-em
ploym
ent r
isk
0%
10%
20%
30%
40%
50%
60%
70%
80%
Cost is the overwhelming concern over contracted labor use
Accountability and Risk currently not given top priority
MisalignmentAccountability and Risk Exposure
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Human Resources
Hiring managers / Project managers
Sourcing / Procurement
Finance -5%
5%
15%
25%
35%
45%
55%
Influence over introducing contracted labor into the workforce rests with hiring managers and is shared with human resources
MisalignmentPoorly integrated collaboration
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Procurement Business Leadership
0%
10%
20%
30%
40%
50%
ProcurementControlsBusiness Controls
STARTLING indicator of continued lack of control over efficient acquisition of contracted labor.
MisalignmentLoose Supply Chain Control
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Human Resources Procurment
60%
65%
70%
75%
80%
85%
90%
Stays at current level
Small increase
Increase > 5%Workforce planning appears to be poorly aligned with operational planning
MisalignmentWorkforce Plans vs. Operational Plans
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0%
10%
20%
30%
40%
50%
60%
70%
Increased Employee Engagement
Vendor Consolidation
Improved Employee Communication
Include ‘Non-employees’ on All
Teams
63%
vendor consolidation
engagement
improved communications
Add more
make no changes
0% 15% 30% 45%
While investments are being made they appear to be isolated and outweighed by inaction
MisalignmentIsolated process investments
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Procurement BusinessLeadership
0%
5%
10%
15%
20%
25%
0% 20% 40% 60% 80% 100%
No changeDecreases labor related expense
Increases labor related expense
88.5% Overall labor related expense decreases or remains consistent with increased use of ‘non-employees’
The business does not have expectation of cost savings when using contacted labor – an opportunity for procurement to assist
MisalignmentPoorly Identified Expectations
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Recommendations
Respondent Profile
Increased Dependency on Contract Labor
Post Recovery Forecast & Investments
Contract Labor Decision Criteria
Misalignment
Recommendations
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Workforce Composition
Analysis
Procurement Human Resources Business LeadershipContract definition Workforce plan alignment Contract labor inventory
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration
Call CenterPMO/Resource ManagementR&D Applications Support
Procurement Human Resources Business LeadershipEffective and easy processes Suggest contract labor use ID Process Circumvention
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration
Define Shared Accountability
Call CenterPMO/Resource ManagementR&D Applications Support
Procurement Human Resources Business LeadershipCost to value metrics Job description consistency Communicate change in needs
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration
Evaluate Supply ChainDefine Shared
Accountability
Call CenterPMO/Resource ManagementR&D Applications Support
Procurement Human Resources Business LeadershipSummarize engaged suppliers Provide quality metrics Performance report history
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration
Map Out Processes
Define Shared Accountability
Call CenterPMO/Resource ManagementR&D Applications Support
Evaluate Supply Chain
Procurement Human Resources Business LeadershipID acceptable flexibility Identify ‘best-use’ scenarios Adopt process suggestions
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration Risk
MitigationStrategies
Map Out Processes
Define Shared Accountability
Call CenterPMO/Resource ManagementR&D Applications Support
Evaluate Supply Chain
Procurement Human Resources Business LeadershipIndemnity education Compliance checklist Communicate risk expectations
RecommendationsAligning Procurement, Human Resources, Business Leadership
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Workforce Composition
Analysis
Evaluate Integration
Educated and Enable
Risk MitigationStrategies
Map Out Processes
Define Shared Accountability
Call CenterPMO/Resource ManagementR&D Applications Support
Evaluate Supply Chain
Procurement Human Resources Business LeadershipQuarterly Business Reviews
RecommendationsAligning Procurement, Human Resources, Business Leadership
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How the recession has changed today’s workforce
Joel Capperellawww.twitter.com/joelcapperellawww.seamlessworkforce.com
Workforce Composition Transformation