21‐22 April 2015Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.
Concurrent Session: IntegrationStrategic Workforce Planning — Putting itAll Together —Workshop
Speakers: Stephen Clancy, Director, Contingent Workforce Strategies & Research, CCWP, Staffing Industry Analysts Adam Pode, Director, International Research & Analysis, Europe, Staffing Industry Analysts
WEDNESDAY 13:30‐14:30 HEIAN
21‐22 April 2015Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.
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Strategic Workforce Planning — Putting it All Together —Workshop
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What does SIA stand for?
Staffing Industry Analysts Staffing Industry Analyst
Staffing Industry Analysis Staffing Industry Averages
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What does SIA stand for?
Staffing Industry Analysts Staffing Industry Analyst
Staffing Industry Analysis Staffing Industry Averages
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What was the employment rate for the age group 20 to 64 in Europe in 2013?
68.4% 70.3%
72.5% 75.0%
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What was the employment rate for the age group 20 to 64 in Europe in 2013?
68.4% 70.3%
72.5% 75.0%
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What is the latest estimate of the size of the global contingent market?
€1.6 trillion €2.4 trillion
€266.6 billion €794.6 billion
21‐22 APRIL 2015 Hotel Okura, Amsterdam
What is the latest estimate of the size of the global contingent market?
€1.6 trillion €2.4 trillion
€266.6 billion €794.6 billion
21‐22 APRIL 2015 Hotel Okura, Amsterdam
How much is the worldwide labour force projected to increase by 2030?
2.9 billion
4.0 billion
2.0 billion
3.5 billion
21‐22 APRIL 2015 Hotel Okura, Amsterdam
How much is the worldwide labour force projected to increase by 2030?
2.9 billion
4.0 billion
2.0 billion
3.5 billion
21‐22 APRIL 2015 Hotel Okura, Amsterdam21‐22 APRIL 2015 Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.
Workforce Landscape – Shortages & Surpluses 2020
Source: McKinsey Global Institute, 2012
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Source: 2014 Contingent Workforce Buyers Survey
Projected average share in
2016 is 30%
Companies Using More Contingent Work ‐ Update
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What is Workforce Planning (WP)?How is it becoming more
“strategic” (SWP)?
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SWP – Multiple Dimensions
Business Objectives
Workforce: StrategicSkills
Workforce: Demographics
Workforce: Size, Shape,
Flow
Environment: Business Strategy Alignment
Environment: The Two
Workforces
Deployment: Recruit & Retain
Deployment: Align with
Budget Cycle
Workforce Plan
Workforce Planning Continuous analytical process to
determine what organization needs in terms of size, type, experience, knowledge, skills and quality of workforce to achieve its goals
Aligned with business planning and budget cycles
Strategic 3‐5 year alignment with business
objectives Considers products, operating
sites, M&A, market conditions and more
Tactical 12‐18 months with quarterly
updates Available headcount and $$s
rolled out to operating units via budget process
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Our experience in the market place indicates that “workforce planning” is usually more tactical and short term than strategic and long term. It is most often described as “an approved headcount and the possible number to hire in the near term (week, month, quarter, or year).” This process generally focuses on full time employee hires with little or no attention on other sources of talent.
Workforce Planning (SWP) – Yesterday
Integrating Contingent Workforce Management with Strategic Workforce Planning: A Broader View of the Workforce, Kay Colson and Jim Haling, 2012
21‐22 APRIL 2015 Hotel Okura, Amsterdam21‐22 APRIL 2015 Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.
Recognizing for a Changing Workforce
Oil and Water becomes . . . . . . a “Blended” Workforce Milkshake
Prediction: 50% of an average company’s workforce becomes non‐employees When? Some prognosticators say by 2020…others are more aggressive…by 2016
Companies of 1000+ workforce…smaller companies engage contingent workers too
New Workforce “Mix”
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Workforce Planning (SWP) – Change Demands
2014 Contingent Buyers Survey: Trends in supplier management strategiesResults are based on findings of our 2014 Contingent Buyers Survey, conducted in April 2014, and reflect the opinions of buyer respondents from 174 large (1000+ employee) companies with operations in North America.
21‐22 APRIL 2015 Hotel Okura, Amsterdam21‐22 APRIL 2015 Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.
CW Program Management – Key Role in Meeting New Demands
CW Management Program
Internal Departments
CW Suppliers
Line Managers
CW Workforce
Executive Management
Working Relationship with Multiple Stakeholder Groups
Unique View & Data Access• “Extended workforce”• Across markets• Data not housed in HRIS system• Extended view through supplier capacity and strengths
Evolving Role• Managing global needs• Frequently called upon to open CW
program in new markets• Positioned to provide executives
greater perspective
21‐22 APRIL 2015 Hotel Okura, Amsterdam
Workshop Exercise: Data and Market Support for Change in Requirements
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Working as a team, define: What are the top three things you need to do as the CW Program Manager to meet this EVP’s requests? What resources do you need? What staffing partners can help with what? What are your limitations in this contribution?
Activity Scenario #1Offshore Support Centre Workforce (currently in operation under HTT ownership)
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Activity Scenario #2Onshore Support Workforce (under consideration for opening)
Working as a team, define: What are the top three things you need to do as the CW Program Manager to meet this EVP’s requests? What research will be required? What staffing partners and/or consultants will be needed to assist? What are your limitations and risk in this contribution?
21‐22 APRIL 2015 Hotel Okura, Amsterdam
CW Program Manager becomes critical subject matter expert (SME) …
How will your role change?
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• What is the power of being a Contingent Work Strategic Workforce Management subject matter expert?
• What are the strategic alignment benefits of becoming a Contingent Work Strategic Workforce Management subject matter expert?
Pair Exercise
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CW SWP Contributions ‐ Strategic Alignment Benefits
Benefits to Organization Data transformed to business intelligence More informed decision making Greater staffing flexibility Improved leverage of available talent
Benefit to CW Program Manager Corporate Visibility Professional Credibility Enhanced Program Support Program Adoption!
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CW SWP Contributions – Inventing the Future
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Strategic Workforce Planning — Putting it All Together —Workshop