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Innovations and Best Practices in Global Workforce Procurement
Hays Talent Solutions
Kimball NorupSVP, Head of Growth Americas
Cori McKee – WhippleVP, Sales & Solutions
INNOVATIONS & BEST PRACTICE IN GLOBAL WORKFORCE PROCUREMENTINSIGHTS FOR PROCUREMENT PROFESSIONALS
SIG Global Executive Summit
March 2018
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
AGENDA
HAYS TALENT SOLUTIONS
BUSINESS OVERVIEWPOWERING THE WORLD OF WORK, INTELLIGENTLY
Our 10,000 expert
employees deliver
services from 250
offices across 33 markets
Global Expertise
We operate
seven integrated
international
sourcing centres
Flexible, Scalable
Investing over
£60m in CRM and
integrated tech
and owning a
multi-lingual,
multi-currency VMS
company managing
3.2billion spend
Technology
We have 24 years of experience in
providing outsourced
(RPO/MSP)
solutions to our
clients. Managing
35,000 Contractors
working in MSP
programs
Experience
Our ‘Talent Forward’ approach
delivers the right talent at the
right time at a fair price.
We offer clients:
• MSP
• RPO
• Direct Sourcing
• CMO
• SOW
• VMS
Solutions
GLOBAL MSP/RPO
CLIENTS
120+
MSP/RPO EMPLOYEES
WORLDWIDE
1,462
SUPPLIER PARTNERS
1,000+
MSP MANAGED SPEND
$3.9billion+
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
FOUR MEGA TRENDS
FOUR MEGA TRENDS SHAPING THE WORLD OF WORK
• Technology is transforming
how people work, and
impacting how clients and
candidates engage and
interact
• Digitalization of both supply
and demand creates vast
quantities of data to be
analyzed and put to use
Emergence of new, and
evolving, technologies
• 77% of global employers
reported skills shortages
• Businesses increasingly
need flexibility, which the
contingent workforce
delivers
• Want access to skilled
labor when, and where,
they need it
Skills shortages and
businesses’ demands
for flexibility
• Most professional
recruitment around the world
is still done by in-house HR
teams
• More organizations are
embracing the outsourced
specialist recruitment model
• Significant growth in
centralized procurement
Structural market
growth and evolving
client demands
Hays has identified four mega trends which are likely to influence the future shape and direction
of the world of work and therefore how we manage our business and develop our strategy.
• Many factors driving the
growth of the flexible
workforce
• ‘Job for life’ is giving way to
‘portfolio career’
• Flexible work, and
interesting project
assignments are motivators
for many
• Legislative changes
beginning to happen
More, and varied ways
of building a career
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
MSP EVOLUTION
THE TRADITIONAL MSP MODEL
Client work to
be done
Hiring
Managers
Inside Company
Program
Sponsors
HR
Procurement
Talent Acq.
‘Suppliers’
Talent
Outside Company
Staffing
SOW
Solutions
Intermediaries
MSP/RPO
VMS
IC/Payroll
EVOLUTION OF MSP1st GENERATION PROGRAMS
1
Set suppliers list
2
Define mandatory
compliance
3
Implement VMS
4
Get visibility over
recruited workforce
5
Control & approve all
net new temp hiring
6
Payroll provider
7
Watch and review
the data
EVOLUTION OF MSP 2nd GENERATION PROGRAMS
1
Supplier reduction
2
Tiered suppliers
3
Implement rate card
4
Max margins
5
Rebates & tenure
discounts
EVOLUTION OF MSP 3.0
1
Workforce planning
2
SOW
3
Self-sourcing
4
Direct sourcing
5
Alumni programs
6
Extended Talent
Supply Chain
Contingent workforce as a
strategic competitive advantage
7
Total Talent
Management
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TALENT FORWARD STRATEGY
WE BELIEVE
MSP clients want the best talent, at the right place, at the
right time, for a fair price, regardless of worker classification,
or source.
It is our job as the MSP provider to enable this by providing
the proven management structure, process, and analytics.
Benefits: Managers, stakeholders, supplier partners,
and contractors are all eager and willing participants in
the program. Client gets work done.
TALENT FORWARD
TALENT FORWARD
EnablingEnabling not controlling. Build
strategic contingent workforce
programs with a focus on talent.
Open communicationHelping supplier partners to be
more successful. Client access.
Proactive feedback.
Supplier engagementSupplier partners who are informed,
excited, engaged and committed to
our clients.
VisibilityUnderstanding what is happening
through deployment of technology
and MI.
Expanded supply chainOptimize mix of traditional and
alternative talent suppliers.
Client of choiceBuild and leverage client’s
employer brand to attract and retain
talent, and enable direct sourcing.
OPERATING MODELSIX STAGE FRAMEWORK
Operational Excellence
Predicting
your future
talent
Engaging
the best
talent
Identifying
the right
people for
your business
Deploying
talent where
and when you
need it
Progressing
your
employees
Transitioning
your
employees
Plan Attract Select Recruit Retain Depart
Plan Attract Select Recruit Retain Depart
Approval workflows
Market intelligence
Budget planning
and benchmarking
Contingent workforce
diagnostics
Workforce plans
Social media strategy
Market mapping
Supply chain
management
Direct sourcing
Alternative suppliers
Competency
frameworks
Role briefings
Assessment
Self-selection
Talent Pools
Payrollee processing
Offer and contract
management
Expenses and time
management
Onboarding
Compliance
Internal mobility
programmes
Resource challenge
Worker rewards
programme
Worker rewards
programme
Contractor care
Career transition
Cost savings
Redeployment
Off–boarding
Feedback and
exit interviews
Account management MI and reporting, statements of work, VMS technology
OPERATING MODELSIX STAGE FRAMEWORK – DETAILS
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
DIRECT SOURCING
DEFINITION: CONTINGENT RPO
Using your brand to attract contingent talent
directly to projects and assignments thereby
reducing your reliance on staffing suppliers.
Benefits: Reduced costs, improved engagement
DIRECT SOURCING
Direct Sourcing can significantly reduce your
costs, improve talent quality, and increase
“time to productivity”. However, you will need
to invest in the right People, Technology and
Digital Attraction to realize the benefits.
Most suited to Vendor Hire Most suited to Direct Hire
High impact/Unique roles
Who – Management
Where – emerging markets/multi site
Attraction – specialist vendors
High impact/Repeat roles
Who – Sales, Engineers, R&D
Where – Single/limited site(s)
Attraction – Networking and direct approach
Lower impact/Unique roles
Who – Personal assistant
Where – Disparate/multiple locations
Attraction – Local vendor network
Lower impact/Repeat roles
Who – Representatives/Agents and Admin
Where – Single/limited site(s)
Attraction – Integrated marketing campaign
Frequency of hire type
‘Im
pa
ct’
of
hir
es
THE PASSIVE JOB SEEKERA RECRUITING CHALLENGE
89% of candidates are open to new job opportunities
80% would accept a contract position
13% Actively looking
THE PASSIVE JOB SEEKERA RECRUITMENT DILEMNA
89% of candidates are open to new job opportunities
direct sourcing programs gives you
access to 76% more candidates76%
13% Actively looking
WHAT GOOD LOOKS LIKEREDUCING AGENCY RELIANCE OVER TIME
Being selective
will allow you to
demonstrate
success to justify
further investment.
Retain vendors for
niche or specialist
roles only.
33% 33% 33%
27%
50%
66% 40% 17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yr0 End of Yr1 End of Yr2
Agency Agency Agency
Payrollee Payrollee Payrollee
Direct
Direct
WHAT GOOD LOOKS LIKEPOTENTIAL COST SAVINGS
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yr0
Incremental
Agency
Markup
of
25%Dir
ect
500 Contractors
$50/hour
$12,500,000 in Agency markup
Assumptions:
• 2,000 hours/year
• % = incremental markup, above worker burden
(pay rate and statutory costs)
WHAT GOOD LOOKS LIKEPOTENTIAL COST SAVINGS
500 Contractors
$50/hour
$7,500,000 Agency
$2,500,000
Direct Source
Total Savings of $2,500,000 [20%]0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yr1
40%
Direct Source
12.5%
Incremental markup
60%
agency spend
25%
incremental markup
BRANDING/
AWARENESSFIND
ENGAGE
SOURCING STRATEGYAWARENESS, ENGAGEMENT & ACQUISITION
ACQUIRE
AWARENESS, ENGAGEMENT & ACQUISITIONSOURCING CHANNELS
Awareness Find Engage Acquire
Content based
marketing
Universities and
Schools
PR and
Editorial Strategy
Professional
Associations
and Bodies
EVP/Employer
Branding
‘Client of Choice’
Offline
Job Boards
Networking Internal/Referral
Market Mapping
Data Mining
AI Shortlisting
Elastic/Boolean/
X-ray searching
Talent Communities
Social Media
Corporate Career
Sites
ENGAGEMENT, AWARENESS & ACQUISITIONWHAT DOES BEST IN CLASS LOOK LIKE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Traditional Best in Class
Awareness Engagement Acquisition
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
STRATEGIC WORKFORCE ENGAGEMENTCURRENT STATE
Internal
Resource engaged under the direction and control
of employees
Engaged under contracts of employment or contracts
for services
Subject to strict governance around background checks
External
Resource engaged under the direction and control
of service provider
Engaged under a Statement of Work, either T&M or outcome based
Background checks assumed completed by vendor
Permanent Temporary Staff Aug Services SOW Capital ProjectsFTC Contract T&M SOW Consulting
Talent Acquisition
MSP Vendor Tactical Vendors Solutions Vendors
Strategic Vendors
TOTAL TALENT MANAGEMENTVISION FOR THE FUTURE?
Permanent Temporary Staff Aug Services SOW Capital ProjectsFTC Contract T&M SOW Consulting
Typical scope of Total Talent Management Services
Typical scope of MSP services including services procurement
Strategic/Tactical Procurement
Internal
Centralized delivery operating within policy/guideline led risk frameworks.
Strategic Workforce Planning led approach to Total Talent Management
Scope of non-permanent resourcing extended to include services engagements to avoid ‘inflating and squeezing’ the balloon
SOW PROGRAM MANAGEMENT THE FIVE STAGES OF OUR SOW MANAGEMENT LIFECYCLE
SOW
Engagement
NON-PERMANENT WORKFORCETECHNOLOGY STACK – FUNCTIONALITY
RFX
Evaluate
Contract
Manage deliverables
Payment request
Invoice
Project reviews
measure & improve
Operational
entry point
Operational
entry point
• Extend VMS controls across all non-
employee workforce
• Onboarding services (logical/physical
access/compliance)
• Asset management services
• Extension/Off-boarding services
• Supplier/spend analysis – Phase 2
priorities jointly determined
• Contractual amends as required to
enable Phase 2
• Focus on realignment of directly
engaged services workers via MSP
• Criticality Analysis of identified
population to determine whether to
migrate at extension or to
• Increased rate controls implemented
across migrated worker population –
cost savings reported to agreed
parameters
• Business/Operations engaged around
migration of tactical spend
• Tactical suppliers identified
• Business change programme initiated
• Contractual amends as required to
enable service types to be contracted
compliantly
• Tactical suppliers migrated in small
groups (100 workers per phase)
• T&M rate card engagement via MSP
• Invoicing for tactical services via
MSP/VMS service
Visibility & Control: 0 – 6 months
Reassignment of mis-classified
workers: 6 months
Tactical SOW spend
management: 12 months +
EVOLUTION OF NON EMPLOYEE SOLUTIONSFROM CONTRACTING TO SERVICES
Cost/Risk profile
improvements
Compliance improvements
Risk/Compliance Controls
• Org design around SOW
tendering services
• Contractual amends required to consider
financial/risk transfer
• Recruitment of procurement function
initiated and completed
• Business processes including approvals,
payables mapped and agreed
• Business change programme initiated
• Pilot business area identified, engaged
and live
• Business processes validated
• Phased deployment across remaining
business areas
mapped out and executed
• Accountability for non-employee services
(Temp/Contract/Services/Freelance/
SOW (T&M), SOW (Milestone) all
provided by external supplierSOW tendering/contracting services
scoped: 12 months
SOW tendering/contracting
outsourced: 18 months
100% non-employee spend
outsourced: 24 months
EVOLUTION OF NON EMPLOYEE SOLUTIONSFROM CONTRACTING TO SERVICES
Non-Employee
procurement outsourced
Ongoing evolution
Design phase
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSION
TECHNOLOGY ENABLED SERVICES
ATS
VMS
CRM FMS
ShortlistOne Touch
Formatted file
SOW
Onboarding
Pre-employment screening
Hays verify
Video interviewing
CONNECTIVITY
DATA
SCIENCE
MACHINE
LEARNING
AI
ALGORITHMS
CLIENT
INSIGHT
TALENT
VIEWER
WiP
SYSTEM
SOCIAL
POST
REF
EXCHANGE
HUB
WHAT DOES GOOD LOOK LIKESOURCING ANALYTICS
Report
Elastic Search
WIP
Talent Viewer
HeatMap
Ap
p
Hays JobSearch
Where do I look for candidates?
AI Shortlisting
What does the job description mean?
What does the job title mean?
What are the most available candidates?
What is the average salary?
Where should I advertise?
What are the market demographics?
How many CVs will I need to submit?
How many interviews will the client need?
What are the search strings that make sense?
What questions should I ask the client?
What questions should I ask the candidates?
Tale
ntlyt
ics S
kin
Which competitors are recruiting?
Is this a niche role?
What social media platform?
Output
More appropriate
sourcing techniques to
drive delivery
effectiveness and
productivity
improvement
More sophisticated and
thought provoking
conversations with our
customer base, coupled
with an ability to provide
relevant insight and
demonstrable market
intelligence to
stakeholders
Able to identify and
speak to the most
appropriate candidates
in the shortest possible
time, armed with
information that will
improve the chance of
successful fulfilment
Benefit
Benefit
Benefit
WHAT DOES GOOD LOOK LIKEMACHINE LEARNING SCREENING
DIRECT SOURCING
Social/WebATS
CRM
Big Data/Analytics
Market Intel/Heat Map
AI/Machine
Learning
Shortlisting
Parsing/Searching
Chat Bots
VMS/CRM
integration
AI/Machine
Learning
Job registration
Content
management
and behavioral
analytics
Cross system awareness
intelligent searching
CLIENT
Vendor management
Onboarding portal
Performance
Management
Dashboards
Statement of work/services
VMS functionality
Contracting options
Temp, Contractor,
Agency, T&M, Rate
Cards, SOW contracts
Freelancermarketplaces
Talent pools, competitive
bids, agile assignment
Attraction
DIRECT SOURCING: TECHNOLOGY ENABLERSENGAGING NEW FORMS OF TALENT REQUIRES DIFFERENT KIT
Compliance services
Pre-employment
Screening
Worker
Classification
Services
HAYS TALENT SOLUTIONS
FOUR MEGA TRENDS
MSP EVOLUTION
TALENT FORWARD STRATEGY
DIRECT SOURCING
TOTAL TALENT VISIBILITY AND SOW OVERSIGHT
TECHNOLOGY ENABLED SERVICES
CONCLUSIONCONCLUSION
THANK YOU
haystalentsolutions.com
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Session # 9
Hays Talent Solutions
Kimball Norup
kimball.norup@hays.com
Cori McKee – Whipple
cori.mckee@hays.com
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Innovations and Best Practices in Global
Workforce Procurement
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