managing the flexible workforce of the future [amsterdam]

© 2014 SAP AG or an SAP affiliate company. All rights reserved. 1 Public

Managing the Flexible Workforce of the Future

- Jim Brozny, Director of Account Services & Application Support, Fieldglass

2

Fundamental Shift in Composition of Workforce

30-50% of total workforce is

comprised of non-employees

© 2014 Fieldglass, Inc. All rights reserved. Proprietary and Confidential.

Temporary/Agency

Workers

SOW

Consultants

Independent

Contractors

3

External Workers Are Known By Many Names


CONTINGENT

INDEPENDENT CONTRACTOR

OUTSOURCED

EXTERNAL

NON-FULL TIME OFFSHORE

FLEXIBLE

4

External Workers Can Have Many Different Roles


JAVA PROGRAMMER

WEB DEVELOPER

ELECTRICAL TECHNICIAN

COPYWRITER ACCOUNTANT

ADMINISTRATIVE ASSISTANT

BUDGET ANALYST

PHARMACIST

DATABASE ADMINISTRATOR IT PROJECT MANAGER

CIVIL ENGINEER

REGISTERED NURSE

5

Flexible Workforce as a Strategic Initiative


Global Firms in 2020: The next decade

of change for organisations and workers

Take on more contingent workers. The proportion

of contingent to permanent workers will shift in

favour of the former.

Dispelling a myth that all temps are in low-

paid roles

Last year saw the number of people in permanent

jobs stay roughly static and the number of people in

temporary work rise month on month.

The surge in temp hiring is not a sign of a

malfunctioning economy. It is the face of the future.

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What’s the Problem?


NO VISIBILITY

QUALITY ISSUES

HIGH RATES

HIGH COSTS

INEFFICIENCIES

COMPLIANCE

ISSUES

7

How the Problem is Simplified and Solved


2-click request ––

Benchmarking ––

Mobile

Bidding ––

Approval ––

Reporting & analytics

On/offboarding ––

T&E capture ––

Auto-invoicing

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Largest customer base

- 250+ companies, Over $27B in global spend, largest data set for benchmarking

Global

- 30% of deployments outside U.S., deployed in 100+ countries, 16 languages

Culture of partnerships

- 15 years, #1 in customer satisfaction in in 2012, 2011, 2010 (Staffing Industry

Analysts survey)

Industry leader

- Leading vendor for contingent and SOW/project capabilities (Forrester Wave

2014 report)

Fieldglass Overview


9

Basic Process Flow – Contingent


Pla

n

Procure Engage Pay

Me

asu

re

Hiring Mgr

Approver

Suppliers

Worker

Interview Candidates

Shortlist Candidates

Submit Candidates

Create Work Order

Accept Work Order

Approve Time &

Expense

Submit Time &

Expense

Export Invoices to

A/P

Invoice Time &

Expense

Coordinator/ Program Office

Manage On-Boarding

Create Job Posting

Approve Job Posting

Distribute Job Posting

10

Process Overview: Services Procurement

Collaborate

Mark Work as

Complete

Approve Completed Transactions

Submit Invoice

(optional) Submit

Time Sheet

Worker

Contract Mgr

Suppliers

Role

Collaborate Collaborate

Create SOW

Approve SOW

Accept SOW

Statement of Work (SOW)

Review/ Approve Invoice Program Office

11 © 2014 Fieldglass, Inc. All rights reserved. Proprietary and Confidential.

with TARP process & the Fieldglass

platform is fully certified as secure

& compliant

in cost savings, attributable to

visibility, competitive bidding &

rate card creation

$100M+ FULL

COMPLIANCE

provided by integration with

ecommerce transaction system

SINGLE SOURCE OF ENTRY

of the company’s workers and a

consolidated view of the entire

population for upper management

CONTROLLED MANAGEMENT

gain visibility and governance

improvements

I.T. OFFSHORE INITIATIVES

in various markets by monitoring

key metrics throughout workflows

ASSESS TURNOVER & TRENDS

CUSTOMER SUCCESSES A company in the

FINANCIAL

SERVICES sector

12

Opportunity Analysis for a Generic Scenario

The SOW Opportunity

Sourcing Contract Decision Support

Engagement Delivery Invoicing & Payment

Opportunity

Focus

• Traditional focus has been on eSourcing, Contract Mgmt & eInvoicing

• New opportunities • Improve visibility into post-contract process

• Provide procurement guidance upfront

© 2014 Fieldglass, Inc. All rights reserved.

Proprietary and Confidential.

13

Examples of operational challenges

- ‘PO shifting’

- ‘Timeless’ T&M

- Invoice-deliverable time gap

- Weak contract-consultant link

- Suppliers are the ‘source of truth’

Some Challenges of SOW Management



14

Recognizing Common Engagement Patterns is Key

Common patterns are emerging in the market

Project-based Services

- Characterized by well-defined

projects or functional areas

Outsourced/Offshore

- Any combination of off-site, near-

shore, or off-shore services

Business Consulting

- High-value consulting; engaged

typically at corporate level

BPO

- Complete outsourcing of a

category from planning to

delivery

Re-billable Services

- Engaging vendors to deliver

services to end-clients

Independents

- Engaging independent

consultants or a community of

smaller suppliers




CUSTOMER SUCCESSES

in cost savings, due to

competitively bidding SOWs and

identifying commoditized SOWs

$33M+ achieved by tracking SOW

revisions, enforcing approvals

and limits, and avoidance

savings

SOFT SAVINGS

of Fieldglass data to Cisco’s

business intelligence tool for

reporting

SECURE TRANSFER

Rate reporting for all

managers to better manage

costs

REPORTING

20

Fieldglass Complements SAP’s Cloud and On-

Premise Solutions

CL

OU

D

ON

-PR

EM

HCM PROCUREMENT

SuccessFactors Ariba P2P,

Business Networks

SAP HCM

Ariba Buyer, ECC,

SRM, MM,

Plant Maintenance,

Asset Management

21

V I S I B I L I T Y E F F I C I E N C Y Q U A L I T Y

C O S T C O M P L I A N C E

Fieldglass Benefits


22

Thank you!

managing the flexible workforce of the future [amsterdam]

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