concurrent session programme design and workforce decision ... · concurrent session programme...
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ConcurrentSessionProgrammeDesignandWorkforceDecisionBasics:WheretoStartandWhatYouShouldKnow
Moderator:§ ElizabethRennie,GlobalWorkforceSolutionsResearchDirector,CCWP,StaffingIndustryAnalysts
Panellists:§WendyPerson,Director,GlobalWorkerGovernance,TheCoca-ColaCompany
§NigelSmith,SVP,TotalTalentSolutions,PontoonSolutions
SpeakerSpotlight
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Therearemanyworkforcemodels
MSP/PMO
Maturitytowardsoutcomes Maturitytowardsoutcomes
Decentralised
Preferredsupplier
MasterVendor
TotalTalent
ACQUISITION
Decentralised
Agencypreferredorin-house
RPO/TA
FLEXIBILITYvSTABILITY
ContingentEvolution PermanentPlacementEvolution
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Howdidyoudefinetheoriginalscopeofyourprogramme?
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BusinessGoals
ITCapability
UserNeeds
People
Technology
HolisticWorkforceSolutions
Process
Keypillarsofaprogrammes:
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Technology Process People
ITBUYIN EXECUTIVEBUYIN CORPORATEBUYIN
UnderstandingtheStakeholders:
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PontoonOptimisationRoadmap
STAGE 1 | STAGE 2 | STAGE 3 |
• Supplier alignment and optimization
• Cost control and oversight• Consistent process mechanics• Baseline program performance• Cultural adaptation• Full resource and spend visibility
• Trends and analytics• Proactive consultation• Operational model
optimization • Program road-mapping• Savings & efficiency gains• Ongoing supplier
optimization
• Cultural Entrenchment• Operational excellence• Strategic business partner• Prescriptive analytics• Expansion of services • Innovation roadmap
DurationofRelationship
ProgramValue
OPTIMIZATIONROADMAPDesignedtoaccelerate:
• Adoptionrateacrossstakeholders• Businessneedchanges• Variationofresourceneeds• Mergerandacquisitionactivity
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Whatarethekeyconsiderationsyouneededto
putinplacetosupportprogrammegrowth?
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Howcanaprogrammesupportallstakeholdersandbest
managestakeholderchanges?
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Whatdoyouneedinaprogrammetosupport
significantvolumechanges?
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What’s happening ?
How does it affect my
business ?
OK, It will help
Where canI learn more ?
I have to support. How do
I support?
Awareness
Understanding
Acceptance
Involvement
TIME / EFFORT
OBJECTIVES
Buildingengagementovertime:
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Howdidyouengagewiththebusinessandwhatwasthefeedbackmechanismonyour
programmetoensurecontinuousimprovementand
satisfaction?
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EXPECTATION &PREPARATION
LIMBO – CONFUSION &UNCERTAINTY
ENGAGEMENT &INTEGRATION
Acceptance
Apprehension
Disappointment
Depression
Return to Old Ways
AnticipationExploring
Incumber
Realisation
Doubt
Denial
Elation
Perpetuate Limbo
Letting GoTesting
KEYAspirationTypical change curvePoor change Management
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Hasyourprogrammemandatedanyspecificprogrammeelements?Ifso,whatandwhy?
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Whatsortofguidelinesandpoliciesdoestheprogramme
setregardingtheuseofcontingent/permanentwhen
lookingforaresource?
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Howdidyoudefineyourreportingneedsacrossthe
business?
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Isthereanyvalueinincludingsmaller“tail”countriesandhowwouldyouincorporate
them?
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Whatsortofsupportcan/shouldanMSPofferfor
incorporatingSOWagreementsintothe
programme?
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OptimalSolution
MandateCulture&ExceptionControls
SavingTimelineTolerance
In-HouseCompetencyStrengths
ExistingProcessControls
ComplianceUrgency
SelfServicevs.WhiteGloveCulture
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Model Benefits SuccessFactors&ChallengesWorkerTrackingMgmt.
• Visibilityintoworkerroles,rates,location,&tenure• Complianceviaon/offboardadminoversight&screeningassurance
• Dataupkeepcanstrugglew/outlinkagetoinvoicing~tyingtosystems/facilitiesaccessprovidesincentive
• Oftenagatewaysteptobroadersolutionmodels
SOWTransaction
Admin
• Visibilityofprogramspend&supplierperformance• Savingsenforcementofratecards&budgetcontrols• Complianceviae-approvalofbudget,deliverables,invoicing,&SOWamendments
• Promotesuserexperiencebyautomatingburdensomeback-officeadmin
• Minimizesengagementdisruptionassourcing/contractingprocess,templates,&systemsremain
• Exceptionvisibility&clientendorsementneededfortraction
SOWProcureto
Pay
• Additionalsavingspromotion&recordinginelectronicRFxbidforum
• Expedited&controlledelectroniccontracting• Strategicvisibilityintosourcingeffectiveness,cycletimes,&negotiatedsavings
• RFxuserequiresclientandMSPpromotion;notinherentlyseenasbeneficialatstartup
• RFxstrengthtiedtosupplierenrollmentmandates;faltersifsegmentsof“peer”suppliersoperateoutsideprogram
• Contractingworkflowcanintroduceperceivedbureaucracy;maydiscourageprogramusew/outsupportingcompliancegroupbacking
SOWSourcetoPay
• AdditionoffocusedMSPsavingspursuitresourcestosupplementclient’ssourcingstaff
• Frontlineaudit&pre-negotiationofagreements• Advancedsupplierperformanceassessments,marketinsights,etc.
• Benefitspossiblewhenclientstakeholderscomfortableabdicatingsomedegreeofsourcingownership
• Sustainedsourcingproficiencyrequirestime&experiencew/inclient’buyingenvironment
• Projectbuyeracceptanceconcerns
Program Mandate & Savings Timeline Expectations are Major Drivers…Mandate enables aggressive start up models & earlier savings attainmentNon-mandate succeeds with initial program foothold based on user benefits with savings strategies follow
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Howareindependentcontractorsmanaged
(wheretheyarenotsuppliedbystaffingfirms)?
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Howdidyoumanagetheimplementation/rolloutacrossthebusinessandacrossthe
suppliers?
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Risk Outcomes MitigatingStrategy
Access toData Discovery processdelayed,impactstotimeline Provide clientwithchecklistofdatarequirementspriortoKickOff
ScopeCreep Longertimelineandunplanned costs Outlinefuturestateearlyand documentinMSA/DescriptionofServices
Access toclientSMEsDiscoveryresultswon’tyieldfullviewofcurrentstateandrequirements.Buy-intofuturestatecompromised
Identify &communicatewithSMEspriortoKick-offMeeting&encourageparticipationonprojectteam
Vague BusinessRequirements
Scope creep,gapsinprocessandpotentialchanges/delayinimplementation
Ensure representativeSMEsparticipateinrequirementsgathering&validationpriortofinal review&signoff
DelayinMSA Execution Supplier onboardingdelayedincreasingtimeline,introducescopecreep
Executecontractwithin2weeks ofkick-offmeetingbeingconducted
ImplementationTimelineprojectedprior tocompletionofDiscovery
Commitmentsnotmet,multipleGoLivedates,negative projectperceptionbystakeholders
PartnerwithVMS provider&outlineimplementationtimelineaftertheAssesstollgate
LackofProjectChampions
Unableto navigatecompanyhierarchyforkeyinformation,globalstakeholders&changemanagement
Nameresource(s) onorbeforeprojectkick-off
Limitedengagementfromoutgoingincumbent
Unableto understandservicingdetails;potentialincumbentlossoftalentimpactingservice/supportuntilgolive
Define &set transitionactivityexpectations, roles&responsibilitieswithincumbentMSP/VMS
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Whatsortofimprovementplansareongoingforthe
business?
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CorporateGuidelinesforContingent/Perm:
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Whatwouldyoudodifferentlywhensettingupthe
programme?
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TwoEasyWaystoGiveFeedback
RatesessionsontheConferenceCommunity (allsessions)
FillouttheEvaluationCardonyourchair(concurrentsessions)
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§ NetworkingLunchandExhibitsOpen13:15-14:15|RubinRoom
Comingup…
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AfterLunch…
§ ConcurrentSessions|14:15PM
-TalentfortheFuture:DevelopingaWorkforceStrategy|SaphirRoom
-ComplianceandRisk– LatestDevelopmentsAffectingtheContingentWorkforceinEurope|AmethystRoom
-WhatDefinesSuccessinaGlobalRPOProgrammeandHowtoGetThere|OnyxRoom
-BenchmarkingAgainsttheBest|BernsteinRoom