ags research webcast 4.3.13
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Contingent Talent Acquisition Collaboration between HR and Procurement
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#HCIwebcast Agenda
Housekeeping
Feature Presentation
Q&A
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Alan Mellish
Today’s Moderator
@alanmellish
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Pat Gaffney
Today’s Featured Guests
Valerie Egan Lead Buyer, Indirect Services- RNA
Linde North America, Inc. Head of Resourcing
Linde North America, Inc.
Tom Evangelista Learning & Development Manager
Allegis Group Services Inc.
Jason Orsin Director of Global Procurement
Allegis Group Services Inc.
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Why Contract Talent? Why Now? A Growing Segment of the Workforce Contingent or contract talent may make up between 20% and 30% of the U.S. workforce and is predicted to continue to grow. (Bloomberg.com) Driven by Two Main Factors • Economic Uncertainty • Growing Talent Shortages
Projections for the year 2020: -38-40 million too few workers with college or post-graduate degrees - 45 million too few workers with secondary education in developing countries (McKinsey Global Institute, 2012)
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About this Research When Worlds Collide: HR and Procurement Managing Contract Talent Comparing Perspectives of HR and Procurement on: -The value of contract talent - The biggest challenges of contract talent management - Who is best suited to manage it? -How can contract talent management be improved?
Research Partners: The Human Capital Institute (HCI), Allegis Group Services, The Institute for Supply Management (ISM)
Learn More: http://bit.ly/14IqfiA
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Key Findings Summary • The Value of Contract Talent: Flexibility Is Paramount • A Conflict of Visions • What Works Best?
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The Value of Contract Talent: Flexibility Is Paramount
From these common reasons why organizations use contract talent, please indicate how important or unimportant they are to your organization (percentage responding “very important”)
Insight: HR and Procurement agree that the flexibility of contract talent is the biggest source of value for their organizations.
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A Conflict of Visions: Key Challenges to Managing Contract Talent What are the primary challenges you face in sourcing and managing contract talent? (select all that apply)
Both HR and Procurement were more likely to select challenges that aligned to their functional priorities.
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A Conflict of Visions: Who Should Manage Contract Talent?
Which function should take the lead role in managing contract talent in your organization?
Only 1/3 of Procurement professionals believe HR should take the lead in managing contract talent.
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A Conflict of Visions: Who Should Source Contract Talent Which function should take the lead role in sourcing contract talent in your organization?
Procurement professionals believe they are better suited than HR to source contract talent by nearly 20%.
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What Works Best? Collaboration.
It DOESN’T matter who takes the lead: Business leader satisfaction with contract talent did not depend on who took the lead role in managing and sourcing it. It DOES matter who is involved: Organizations where HR and Procurement had shared responsibility for certain contract talent processes were about 11% more effective than average at ensuring they had the right contractors, at the right time, in the right place, and at the right price.
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What Works Best? Standardization and Measurement
Satisfaction with the quality of contract talent driven by rigorous measurement of contractor performance and enterprise-wide standardization of contract talent tools and processes.
How satisfied are department/functional leaders with the quality of their contract talent? (Percentage responding “satisfied” or “very satisfied”)
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Pat Gaffney
Questions?
Valerie Egan Lead Buyer, Indirect Services- RNA
Linde North America, Inc. Head of Resourcing
Linde North America, Inc.
Tom Evangelista Learning & Development Manager
Allegis Group Services Inc.
Jason Orsin Director of Global Procurement
Allegis Group Services Inc.
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