concurrentsession understanding+and+exceeding customer ...€¦ ·...

©2017 by Crain Communications Inc. All rights reserved.

Concurrent SessionUnderstanding and ExceedingCustomer ExpectationsModerator: Dawn McCartney, Sr. Director, Contingent

Workforce Strategies & Research, CCWP,Staffing Industry Analysts

Panelists:§Anna Aldom, Vendor Manager, IT Strategic Sourcing, CCWP, Progressive Insurance

§Marc Carlson, Sr. Director, Global Category Leader –HR Services, Johnson & Johnson

CWS Council Members (partial public list)

VISA

Proprietary. ©2017 by Crain Communications Inc. All rights reserved.


Current and Projected Use ofSupplier Management Strategies

Source: Staffing Industry Analysts Workforce Solutions Buyer Survey 2016


Trends in Consolidation of Suppliersand Trying Out New Suppliers

Supplier consolidation and trying out new suppliers 2011-‐2016 (three-‐year moving average)

Source: Staffing Industry Analysts Workforce Solutions Buyer Survey 2016


Marc Carlson, Sr. Director, Global Category Leader – HR

The world's largest health care companyCaring for the world - one person at a time

A Market Leader Across all Segments

…for, with and through the Business

Contingent Staffing- Non-Professional- Professional- Payroll- WORKSENSE™ Platinum

Business ProcessOutsourcing (BPO)

SOW Program- Independent Contractor

(Incl. Worker Classification)- Small Consulting Firms- Project Services- Freelancers (Freelancer

Management Systems - FMS)


1-555-123-4567 [email protected]

WORKSENSE™ Experience

™ ™ ™



Anna Aldom, Vendor Manager, Progressive Insurance

Since 1937, drivers have trusted Progressive for their car insurance.

Fast. Fair. Better.

What Our Customers Expect

We seek to be an excellent, innovative, growing, and enduring business by:

• Cost-‐effectively and profitably reducing the human trauma of auto accidents and other mishaps

• Building a recognized, trusted, and admired brand

• Program’s 8th year

• T&M domestic program ~300 workerso 96% IT, 4% non IT spend

• MSP & VMS

• Supplier-‐Neutral and Supplier-‐Funded Model

• Payrate plus markup and Max Rate Card

• ~8 suppliers (National, Regional & Local)

• Internal Centralized Sourcing Team

o “Super-‐users” do all Hiring, Onboarding, Redeployso Black box service to hiring managerso Better ROI -‐ global oversight to redeploy workers from one area to another

CWM Program Overview


ANY QUESTIONS


SUPPLIER RELATIONSHIPS

Role of Suppliers in Our Credo

“We must constantly strive to reduce our costs in order to maintain reasonable prices… Our suppliers and distributors must have an opportunity to make a fair profit.”

-‐ 1st Paragraph

“We are responsible to the communities in which we live and work to the world community as well… protecting the environment .”

-‐ 3rd Paragraph

“We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched.”

-‐ 4th Paragraph


To our Suppliers

Our beliefs… Our Promises… Our expectations…

1. We want you to share our passion to meet patient and consumer needs.

2. We value long term win-‐win relationships. We will be tough, but always fair.

3. We will treat you with dignity and respect and expect you to do the same with J&J, your employees, suppliers and communities.

4. Our respective goals should be aligned. We will hold you accountable and expect you to do the same with J&J.

5. We want you to come to J&J with innovative solutions. …for, with and through the Business

What our Suppliers ExpectCore Values

IntegrityWe revere honesty, high ethical standards, and transparency.

Golden RuleWe respect all people, value the differences among them and deal with them in the way we want to be dealt with.

ObjectivesWe strive to communicate clearly Progressive's ambitious objectives and our people's personal and team objectives.

ExcellenceWe strive constantly to improve in order to meet and exceed the highest expectations of our customers, agents, shareholders, and people.

ProfitWe seek to earn a profit by offering consumers products and services they want. Profit is how the free-‐enterprise system motivates investment and rewards companies that consistently create value.

Successful Supplier Profile

• Transparency• Integrity• Willing to share feedback• Solid understanding of the talent needs• Focus on the services that are their strengths

KEY Takeaways

• Challenge the MSP/client to allow direct communication with the cliento Operationally with Hiring Managerso Strategically with Program Owners

• Offer ideas/improvement suggestions to the client

• Recruiters should focus on each clients’ values (i.e. core values)


PROGRAM CHALLENGES and

OPPORTUNITIES

What’s working well and where we are improving

Supplier Management

Organization Structure

Action Orientation

ComplianceRisk sharing

Investing in InnovationCommon G&Os

Responsiveness

Reporting & Analytics

SustainabilityProactive

Customer Satisfaction

Core Business

Innovation

Talent

Follow-‐throughKPIs & SLAs


Focus on Talent Quality, Overarching Labor Strategy

• Exec Alignment/Buy-‐in (expansion, changes)o Expand breadth of process, coverage across categories, alignment

across business units, scalability

• SOW spend Mgmto Business case/Global Sourcingo External Labor Engagement Decision Treeo SOW vs. T&M

• Self Sourcing Momentum

CWM Challenges, Next Steps


Two Easy Ways to Give FeedbackRate sessions on the Conference Community (all sessions)Fill out Evaluation Card on your chair (concurrent sessions)


Coming up …§ Transition Break | 11:30-‐11:45 AM

§ Research Live! | 11:45 AM | Grand Hall A

concurrentsession understanding+and+exceeding customer ...€¦ ·...

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