setting the bar: standards to drive cw program success ......management • total workforce spend...

Setting the Bar: Standards to Drive CW Program Success

Presented by:

Dawn McCartney, CCWP, Director, Contingent Workforce Strategies & Research, Staffing Industry Analysts

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

Bryan Peña, CCWP, SVP, Contingent Workforce Strategies & Research, Staffing Industry Analysts

September 8, 2016 10 am PDT

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This webinar is broadcast through your computer speakers via the audio broadcasting icon on your screen. You may adjust the sound volume by using the slide bar on the audio broadcasting icon. You may dial into the call by dialing 1-650-479-3208 and using access code 663 877 759 Need other assistance? Please contact SIA customer service at 800-950-9496 or memberservices@staffingindustry.com. The presentation will be available 48 hours after the webinar.

Who We AreStaffing Industry Analysts is the global advisor on staffing and workforce solutions

• Our staffing firm membership is composed of many of the largest regional, U.S. and global staffing firms in addition to representatives from all parts of the contingent workforce industry.

• Our CWS Council membership represents over $100 billion in annual contingent workforce spend.

• We are a trusted advisor providing objective research within the contingent workforce ecosystem.

Founded in 1989

• Acquired by Crain Communications ($200M media conglomerate) in 2008, headquarters in Mountain View, California and London, England

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

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AGENDA

• Why You Should Set the Bar

• Where’s the Bar

• Ways to Set the Bar

• Tools of the Trade to Set the Bar

Why You Should Set the Bar

Decentralized• Several suppliers• Procurement done on an ad-hoc

basis• Management done internally

Master Vendor• One supplier (possibly

managing 2nd and 3rd tier suppliers)

• One point of contact• Direct cost savings on bill

rate and usage• Customized SLA’s and

process

Managed Service Provider (MSP)• Contingent workforce spend

under management• One contact point • Direct cost savings on bill

rate/usage• Customized SLA’s and process• Non-compliant spend

elimination• Total cost of ownership savings

Total Talent Management • Total workforce spend under

management• Complete workforce visibility• Direct cost savings on bill rate

and usage• Customized SLA’s and process• Non-compliant spend

elimination• Increased total

cost of ownership savings• Additional productivity and

process savings• High degree of

value added services

CW as a Strategic Competitive Advantage• CW talent as business

differentiator• Management strategies

move beyond tactical considerations into strategic ones

• Combination of multiple CW models to solve complex business problems.

• Technology crosses multiple platforms in the enterprise

• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction

Preferred suppliers• Selective set of suppliers

selected• Contracts in place• Service level agreements

(SLA’s) in place

Evolution of a Program

Procurement and HR

process

(SLA’s) in place

Procurement and HR

process

(SLA’s) in place

Procurement and HR

process

(SLA’s) in place

Procurement and HR

process

(SLA’s) in place

Procurement and HR

Where’s the Bar- Where to start?• What are we paying for our contingent workforce (CW) and is it the

right amount?

• Are my internal customers satisfied with contingent worker talent,

output and fit?

• Is our CW program able to scale to handle future growth and/or

contraction?

• Who are the contingent workers on the premises and how long have

they been here?

Where’s the Bar- Where to start?1. What purpose does the program have in your organization?

2. How does talent/human capital increase your competitive advantage?

3. How does the talent in the program effect the customer experience?

4. How does the talent in the program, increase or decrease

profitability?

5. Who supplies the talent and what is our legal relationship with those

companies?

6. What might someone sue us for and what are we doing to protect

ourselves?

Where’s the Bar- What are the obstacles?

• What are the most common pain points in my program?

• Why does your phone ring?

• How has the program customer experience changed over

• What are the future corporate priorities that may effect the

program?

• How does my cost approach effect the program?

Which Bar?

Moving the Bar

You wantto be hereYou are

Setting the Bar - Program Improvement Focus

Metrics for Program Improvement

• Quality– Talent

• Percentage of assignments that engagement managers would rehire the contingent worker as a contingent worker if able

• Percentage of assignments terminated by engagement manager prior to scheduled end date due to performance

– Supplier/Partner• Percentage of submittals resulting in engagements• Percentage of assignments onboarded after engagement manager

request date – late start

– CW Program Operation• Engagement manager NPS score of CW program services and

operations• Contingent worker NPS score of CW program services and operations

Areas of Focus

• Efficiency (Process Tracking)– Candidate Submittal to interview– Timecard Submittal to approval

• Cost– Rates – rate card variation– Tools – VMS, procurement systems, etc.– Program Office Support – internal and external

• Risk– Talent (co-employment, classification)– Systems – access control and catastrophe back-up

CCWP Class Curriculum (partial list)Module 1: Designing an Effective Contingent Workforce

Strategy

Module 2: Defining and Measuring Quality and CW Program Value

Module 4: Managing Staffing Partner Performance

Module 6: Understanding Cost and Quality

Module 7: Managing Change, Implementation and Program Adoption

Ways to Set the Bar

CW Sourcing

Polling QuestionHow do you decide how many suppliers should be in your program?

CW Selection

What is your time limit for managers to interview candidates?

1) 24 hours2) 48 hours3) 1 week4) 1 month5) Infinity and beyond-we don’t have

CW Assignment Management

Polling Question

Does your program send mandatory performance surveys for contingent workers on an ongoing basis?

1) Yes2) No3) If yes how often?

Ways to Set the Bar

Tools of the Trade to Set the Bar

CWS Council Members (partial public list)

SIA Industry Forecast

VMS Market Developments 2016

How to Use This Information • Understand how a given provider is positioned in the market • Create a shortlist of prospective providers • Identify the predominant model(s) being used • Confirm veracity of supplier statements • Identify strengths and weaknesses of certain suppliers versus peers • Infer trends about the evolution of contingent workforce

management • Establish base requirements for an eventual RFx initiative • Identify providers that have an established presence in a certain

geographical market

Most Complex Markets Globally

What we look at:• Staffing market maturity• Temporary agency work regulations• Independent contractor usage• MSP/VMS maturity• Labour market efficiency• Employment regulations rigidity• Trade union influence• Enforcing contracts• Pricing environment• Political Stability• Higher Education and Training

VMS Market Developments

Global Overview of Developments in Data Protection and Privacy Laws 2016

2016 Workforce Solutions Buyers Survey: Initial InsightsVMS Market Developments

Contingent Workforce Technologies Webinar - from VMS to ATS, FMS to Online Staffing and Everything in Between

Total Talent Supplier Landscape

Most Complex Contingent Markets Globally 2016

CWS Council Research (partial list)

Lexicon of Global Workforce-Related Terms Total Talent Management Workforce Solutions Ecosystem - Report Global RPO Directory What's in the Contingent Worker Bill Rate Contingent Workforce Engagement Best Practices Capturing Contingent Worker Data Contingent Workforce VMS Integration Best Practices Global Readiness Indicator CWS 3.0

Free Resources

Time for your questions…

Where’s the bar?

CCWP Continuing Education and Recertification Program Enhancement Announcement

More ways to earn CE credits,More Third Party CE credits available,

More automation to submit CE credits earned,More affordable.

EXTEND your CCWP Certification for an Additional Three Years!

Today’s Webinar Attendance = 1 CCWP CEU Credit

CCWP- Upcoming ClassesSeptember 21-22 |Las Vegas, NVOctober 11-12|London, United KingdomNovember 9-10|Baltimore, MD

2016 Webinars10/13/2016 Developing an On-Demand Strategy for Your Evolving Workforce Needs

10/19/2016 Global SOW Trends and Strategy (APAC)

11/10/2016 VMS / MSP Landscape 2016: The State of the Art

12/08/2016 Leveraging the Flexible Workforce: Buyer Perspectives on the Promise of Total Talent Management

12/14/2016 Contingent Workforce Policies That Stick

Upcoming Webinars

• Copies of the slides and a link to the audio recording will be distributed to all attendees within 48 hours following the webinar

• A replay of the webinar will be available for CWS Council Members at www.staffingindustry.com

setting the bar: standards to drive cw program success ......management • total workforce spend...

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