March 16‐19, 2015 Orlando, FL THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity— The Evolution of Total Talent Management Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media
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March 16‐19, 2015Orlando, FL
THURSDAY 11:45 AM PACIFICA 11, 12
Concurrent Session: Threats and Opportunities in a Brave New World: Future StateTowards the Staffing Singularity—The Evolution of Total Talent Management
Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media
March 16‐19, 2015Orlando, FL
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Towards the Staffing Singularity—The Evolution ofTotal Talent Management
SIA and ERE Definition of Total Talent ManagementWhat is Total Talent Management (TTM)?
If “Talent” refers to the expertise, skill, experience, knowledge, hard work, capability, etc. that can be applied to do a certain task, project, or job, then “Total Talent” refers to the idea of including the FULL RANGE for sources of “talent”, both human and automated/robotic. On the human side that includes employees, independent contractors, temporaries, part‐time workers, seasonal workers, offshore workers, SOW workers, professional services, outsourced services, or freelancers you find online and pay “per task completed”. On the “automated/robotic” side it includes robots, bots, software, automation in manufacturing plants, etc.
Total Talent Management (TTM) refers to an employer’s practice of routinely considering TOTAL TALENT when it comes to talent acquisition or management. For example, when there is a job to “fill”, an employer that practices TTM will consider various options such as hiring an employee, using a contingent worker, acquiring a robot, etc. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.
A Sample of Other Questions Ideally Answered by Total Talent Management Who is doing work on behalf of my company and what reputational and legal
risks does that expose me to? What is the real cost of these various workers and what are the optimal pay
and benefits? Which type of workers do I need and in what ratio in order to maximize
productivity/cost‐effectiveness? How can I best integrate contingent and other non‐employed workers with
my employed workforce? What training and career paths do I need to develop for workers of all types? How can I motivate and engage all those doing work on behalf of my
company (employed and non‐employed)? How can I best address skills shortages?
About SIA and ERE Joint Research on Total Talent ManagementGoal to explore the current state of Total Talent Management and understand its future directionConducted in September 2014 – March 2015
- Review of third‐party literature- Detailed interviews with a dozen experts and practitioners- Global survey of 628 suppliers and executives
Preliminary results shared todayFull report scheduled for end Q1 2015
Total Talent Management IS the Wave of the Future. Right?
“I hear a lot of organizations talking about wanting to do this [Total Talent Management], but very little evidence that they are anywhere near achieving it. As such, I believe that there are no current exemplars (nor the subsequent reasons) that point to an advanced stage of maturity.”
A Variety of Talent Related Challenges with No One Challenge Dominating
Q10: Which of the following worker related challenges do you believe has been identified as the highest priority by your HR function and/or your overall company/organization in 2015? (Check the one that most closely matches)
…But Most Organizations Have Minimal Knowledge of Their Non‐Employee Workforce…
Q11: On any given month to what extent do you believe that Your company/organization has a good view of (i.e. has the ability to see and measure workforce activity?
..And let Individual Managers Make the Majority of Decisions on Worker TypeSuggesting little thought into the best solution for the organization
Q7. When there is work to be done, WHO in your company/organization typically decides on what TYPE of worker will be used to do the work? (select the one response that best (most typically describes the situation in your company/organization
Further, Most Are Making Little Effort to Motivate/Engage Any Non‐Employees
Q9: How would you characterize your company’s/organizations efforts to proactively engage and/or motivate each of the following types of workers in order that they are fully absorbed by and enthusiastic about their work?
About Half of Companies See Having a Combined Workforce View as Important..
Q12: From what you can tell how much importance does your company HR and executive leadership place on a combined understanding of employee and non employee components of your workforce? (check all that apply)
..And there are a Variety of Barriers to Implementing a Total Talent View of Companies Workforce
Q13. Which of the following are barriers/constraints to your company/organizationAchieving a COMBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of your workforce? (Check all that apply)
Among companies that felt a combined view of employees and non employees was important to have
Suppliers See More Barriers Than Their Clients to Obtaining a Whole Workforce View…
Q18. Which of the following are BARRIERS/CONSTRAINTS to your clients achieving a COMPBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of their workforce? (check all that apply)
..and Believe that Companies Should be More Proactive in Engagement/Motivation of Non‐Employees Than the Companies Themselves
Q17. What level of effort do you believe your clients SHOULD be making to engage and/or motivate these worker types (v Q9 what level of effort companies believe that they should be making)
“The ‘home’ that will drive TTM is one that both naturally grasps its potential and has the influence to enable the initiative to surge forward with momentum.”
“Within our company, it is the contingent team that is proactively leading the integration. Due to the level of complexity involved in vetting these workers, understanding how these people work/are motivated and determining the true cost of deployment, this is the best team to advise the organisation on the most appropriate resource to use.”