161208 BuyerWebinar FINAL · More(openings(than(hires 0 1,000 2,000 3,000 4,000 5,000 6,000 Aug h 01 Dec h 01 Apr h 02 Aug h 02 Dec h 02 Apr h 03 Aug h 03 Dec h 03 Apr h 04 Aug h

Leveraging the Flexible Workforce: Buyer Perspectives on the Promise of Total Talent Management

©2016 by Crain Communications Inc. All rights reserved.

.

Presented by:Stephen Clancy, CCWP, Director , Contingent Workforce Strategies, Knowledge and Research, Staffing Industry Analysts

Elizabeth Rennie, CCWP, Global Research DirectorStaffing Industry Analysts

Moderator: Adrianne Nelson, CCWP, Director, Global Services Staffing Industry Analysts

Thursday, December 8, 201610 am PT/ 1 pm ET

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staffing firms in addition to representatives from all parts of the workforce industry.

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• Comprehensive and vast industry and advisory service experience among executive, advisory and research team


Today’s speakers…

Stephen M. Clancy, CCWP, Director , Contingent Workforce Strategies, Knowledge and Research, Staffing Industry Analysts

Elizabeth Rennie, CCWP, Global Research DirectorStaffing Industry Analysts

Moderator: Adrianne Nelson, CCWP, Director, Global Services Staffing Industry Analysts


AGENDA

1. What is the main driver of Total Talent solutions?

2. What continues to drive Total Talent solutions?3. What does a Total Talent solution look like?

4. Recommendations on how to start….5. Questions


What is the main driver ofTotal Talent Solutions?


72% of Global CEO’s Concerned About Availability

of Key Skills

Source: PwC 2016 US CEO Survey


The Traditional Answer: Hire a Full Time Employee


Labor Demand Varies Over Time

Time

Payroll $

Demand Level


Traditional Workforce

Time

Payroll $

Idle/Layoffs

Idle/Layoffs

Demand Level


The Historical Answer



Time

Payroll $

Idle/Layoffs

Idle/LayoffsDemand Level

Contingent

Contingent


The More Typical Recent Answer



Time

Payroll $ Contingent

Demand Level

Contingent


A Minimal Traditional Workforce Answer


Your Workforce

22%

Source: Staffing Industry Analysts: Workforce Solutions Buyers Survey 2016 – Consolidated Average

Employed Workforce Contingent Workforce

78%


Contingent Workforce Growth

Source: Workforce Solutions Buyers Survey 2016 – North America -‐ Contingent share of workforce 2016


The New Answer is Not So Clear

Traditional Employee?

Gig Worker?

Independent Contractor?

Offshore or Onshore?

Consultant?Contractor?

Temporary Worker?

Freelancer?

Consultant?

Outsourced Service?

Contingent Worker?

Intern?


Degree of attachment to the client organization

Traditional employment

Internal Temp Workers/ Interns/ Seasonal Workers

Agency Temporary Workers

Independent Contractor

SOW Consultant

Outsourced Service

Traditional Employment with an indefinite employment relationship

More attached Less attached

A Continuum of Work Arrangements


Evolution of Procurement Models Supporting Talent Outcomes: A natural convergence….

MSP/PMO

Maturity towards outcomes Maturity towards outcomes

Decentralised

Preferred supplier

Master Vendor

TotalTalent

ACCQUSITION

Decentralised

Agencypreferredor in-‐house

RPO/TA

FLEXIBILITY v STABILITY

Contingent Evolution Permanent Placement Evolution


Talent Management Decisions Made in Workforce Solution Silos

Traditional Employees

Recruiters, Direct Hire, RPO

Managed By: HR

Outsourced ServicesContingentTemps, IC & SOW

Agencies, MSP/ VMS, Direct IC’s

Consulting & Outsourcing Firms

Managed By: HR and/or Procurement

Managed By: Procurement

Other Non-‐Employed Workers

Online Staffing, Offshore Providers

Managed By: Various Departments

Strategic Workforce Planning: Minimal Workforce Mix Optimization


What continues to drive Total Talent Solutions?


Days of abundant labour are nearing an end

Source: ManpowerGroup Talent Shortage Survey 2015


Ageing Population

Source: Ageing Societies, Steve Beales, Imperial College London

Number of People of Working Age (15-‐64) for Each Person Aged 65+

11.75 working people to one aged 65+




Countries experiencing most and least difficulty filling jobs in 2015

Percentage of employers having difficulty filling jobs in 2015

Source: ManpowerGroup Talent Shortage Survey 2015

Skills Shortages


Source: Eurostat, ‘Unemployment statistics’, August 2016

Percentage of active population unemployed


More openings than hires

0

1,000

2,000

3,000

4,000

5,000

6,000

Aug-‐01

Dec-‐01

Apr-‐0

2

Aug-‐02

Dec-‐02

Apr-‐0

3

Aug-‐03

Dec-‐03

Apr-‐0

4

Aug-‐04

Dec-‐04

Apr-‐0

5

Aug-‐05

Dec-‐05

Apr-‐0

6

Aug-‐06

Dec-‐06

Apr-‐0

7

Aug-‐07

Dec-‐07

Apr-‐0

8

Aug-‐08

Dec-‐08

Apr-‐0

9

Aug-‐09

Dec-‐09

Apr-‐1

0

Aug-‐10

Dec-‐10

Apr-‐1

1

Aug-‐11

Dec-‐11

Apr-‐1

2

Aug-‐12

Dec-‐12

Apr-‐1

3

Aug-‐13

Dec-‐13

Apr-‐1

4

Aug-‐14

Dec-‐14

Apr-‐1

5

Aug-‐15

Dec-‐15

Ope

nings/Hires

Openings Hires

Source: US Bureau of Labor Statistics & Staffing Industry Analysts



How to attract talent in this kind of market?


There is a growing shortage of highly skilled workers combined with a surplus of medium-‐skilled workers (source: Boston

Consulting Group analysis: Talent Gaps by 2020 and Beyond)


There is a growing shortage of highly skilled workers combined with a surplus of medium-‐skilled workers (source: Boston

Consulting Group analysis: Talent Gaps by 2020 and Beyond)

Strategies to address this – look to the recruitment process to drive strategic talent advantage by offering:

• Using digital leadership to drive employee attraction and engagement


Sale

s

Recr

uitin

gSales CoordinatorsLead Generation

Account Executives

Enterprise AE’sSales OpsMarketing

CRM

Recruiting Coordinators

SourcingRecruiters

Team LeadsRecruiting OpsEmployer Brand

ATS

Marketing is the backbone of a strong sales function


Look beyond the recruitment process to drive strategic talent advantage by offering:

• Using digital leadership to drive employee attraction and engagement

• Unleash hidden talent (internal moves) and better utilization of the contingent workforce (temp-‐to-‐perm conversions) to

fill gaps


Look beyond the recruitment process to drive strategic talent advantage by offering:

• Use digital leadership to drive employee engagement

• Unleash hidden talent (internal moves) and better utilization of the contingent workforce (temp-‐to-‐perm conversions) to

fill gaps

• Extend the pool: invest in a curated talent pool


What does a Total Talent solution look like?

Levels of Total Talent Solution Maturity

54321

Level of Maturity

Solutio

n Ap

proach

Strategic Total Workforce Planning (Strategic Partner)

Strategic Sourcing (Strategic Resourcing Function)

Tactical Sourcing (Partnering with Hiring Manager)

Transactional Sourcing(Leveraging Across the Supply)

Reporting Only (Enablement)

Program DProgram C

Program B

Program A

Source: Randstad Sourceright

-‐ Numerous HR and VMS products that don’t have “what if “ scenarios

-‐ Multiple VMS products that have started to enable multiple views of candidates


Already have an RPO, but it was unable to keep up with the growing needs to address both the permanent and contingent workforce in a

holistic way. Competition for top talent was fierce in its industry and its recruiting partner needed to have capable skills in managing the contingent workforce, as well as the permanent

workforce. The organization was in the midst of financial uncertainty and it wanted an agile and scalable solution to support fluctuations in its business.

Integrated end-to-end talent solution supporting ~1,000 hires/engagements per annum

for both permanent and contingent workforces

Onsite talent advisors working with hiring managers to

determine the best type of talent whether it be permanent, contingent, contractor or

freelance

Increased the % of permanent and contingent workers

directly sourced

Employment brand strategies that supported attracting all

worker types

Savings of £14.5 over three years though lower reliance on agencies and better economic

returnsIncreased client and candidate satisfaction, which neared 100%.

The program outperformed SLA’s and produced high-quality talent.Ability to support growth in hiring volumes as the organization doubled in three years

Percentage of non-supplier filled roles was at 87% in 2015, above

the SLA target of 80%HR Business partner satisfaction was at 100% in 2015, above the

80% minimumTime to hire of 26 days for all of 2015, below the target of 35 days

Source: Randstad Sourceright

Challenge Solution Result


Inconsistency with technology used to help Hiring/Engagement

Managers

‒ Consolidating the supply chain

‒Lack of positive candidate experience

‒ Lack of consistency in messaging, and leveraging of

brand

Single Total Talent Acquisition delivery team supported the acquisition of

talent for all forms of candidate engagement

across permanent, temporary and contractor roles.

Providing on-site delivery with a focus on widening candidate pools, economies of scale, shared technologies and the Hiring/Engagement Manger

experience. It used an off-site direct

sourcing team to support the on-site delivery team, allowing for a more “human experience”. Dedicated direct recruiter

contact rather than automated email portal.

Savings of £300k through proactive sourcing of experienced hires.

Cost savings of £850k through the consolidated supply chain management including rate management, resulting in a

reduction of 23% in agency fees.

Agency reliance for experienced hires is now less than 10%.

90% candidate satisfaction scores across all candidate types, realizing 95% in the last quarter, 2015.

Hiring/Engagement Managers’ experience was improved

Source: Resource Solutions



Local council who offered social care service had ~80% of the production roles were

filled with contingent workers—many required

training and were susceptible to turnover.

This had a negative effect on the organization’s bottom line because it led to inefficient operations with gaps and inconsistencies in product

production.

There was a shortage of skilled children social professionals

Permanent and temporary recruitment responsibility given to one vendor.

Redefined “quality” and developed employment

brand..

Built recruitment campaigns, incl. video and social.

Performed demographic talent mapping. Initiated a temp-to-perm conversions including

microsite promoting permanent benefits, distributing literature, running workshops and

delivering bespoke assessment centers, as well as streamlining

temporary pay rates and transitioning qualified care

workers onto day rates, whilst implementing a pay reduction

Reduced hard-to-fill social care vacancies by 75% over 9 months

Recruited 137 social care permanent roles at an average of 98% direct fill over 12 months

Reduced reliance on agency staff from 40% to 15%, resulting in a reduction of 50% in staffing costs against these posts. Over six years, the contract has accumulated over £2m of

savings

Average time-to-hire of 20 days

Average time-to-clear (safeguarding) of 15 working days.

Source: Capita





Other examples….look further-‐ Org charting-‐ Succession planning-‐ Company structure, manage change


Where should I start?


Total Talent Solution Strategy Usage

Likely to be seriously explored within two years, (55%)

In place today, (18%)

Not planning to do it, (28%)


1. Understand talent/skill needs across the business

2. Understand synergy potential – what is your maturity level -‐ so that you are maximizing the value of the solution offerings across different workforce classifications

Where do I start……


3. Discuss with supply chain partners and learn what the competition for talentis doing

4. Assess if a total talent solution approach could increase your talent/skill resourcing capability in your business through engaging with stakeholders

Where do I start……


PeopleTeam

Collaboration

ProcessProcess Leverage

Technology Technology Bridge

Review all aspects of delivery


Total Talent Solutions: Meet a Strategic Need thru Tactical Initiatives

Bi-‐directional Talent Business Initiatives

§ Leverage Vetted/Known Talent Pools

§ Enhance Employment Brand

§ Conversions on Steroids

§ Enhance Sourcing Channels and TA Cost-‐Effectiveness

§ Leverage “Silver” Medalists

§ Enhance Workforce Visibility (SWP)

Primary Strategic Goal: TTM = Workforce Mix Optimization!


Download the report

Other useful documents:• Total Talent Management• Mapping the Total Talent Management Continuum• Regulatory Drivers of TTM• Webinar: May 11 2016: How to Begin the Journey towards TTM


Time for your questions…





NEW and READY TO GO This February!CCWP SOW Management Expert Certification Class

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161208 BuyerWebinar FINAL · More(openings(than(hires 0 1,000 2,000 3,000 4,000 5,000 6,000 Aug h 01 Dec h 01 Apr h 02 Aug h 02 Dec h 02 Apr h 03 Aug h 03 Dec h 03 Apr h 04 Aug h

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