the art & science of flexible staffing
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The Art and Science of Flexible Staffing
THE WEBINAR WILL BE BEGINNING SHORTLYThe Art & Science of Flexible Staffing
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About Our PresenterSian DawsonRegional Manager Eastern Canada
20 years of global HR Experience Strong focus on flexible staffing Strategic advisor to HR Managers on flexible staffing
Types of Flexible Staffing
Traditionally, short-term workers were brought in to meet an immediate staffing need such as vacations, illness, maternity coverage etc.
Contingent StaffingHiring of staff for longer durations and to meet more strategic business needs Includes consultants, contractors, freelancers, or temporary staff
Contingent Workers fall into 3 Categories:The Traditional Temporary Workers The Transitional WorkersThe Long-Term Workers
Flexible StaffingStaffing is a strategic business concept Having analyzed workload to workforce Allowing Just in Time labor and business staffing flexibility
Order more or less raw materials than you needed for production?
So why do we do this with our workforce?
How do you ensure your flexible staffing will meet your staffing and business needs?
Consider the FollowingAre you forced to let go of top performing employees during slow periods?Do you know the real cost of employing and training contingency staffing at each peak period?Does the introduction of new contingency staffing during peak periods distract managers and existing employees?
Adopt the 3-Step Approach to Achieving True Flexible StaffingUnderstand who are the core pivotal workers in your current workforce.
Measure and record your workload and your staff hours.
Staff to achieve an optimal headcount. Manage your workforce to align with your workload.
Step 1 Understand your WorkforceWho are Your Pivotal Permanent Workers?
Step 1 Understand your WorkforceWho are Your Valued Performers?
Step 1 Understand your WorkforceEvaluating Individual Productivity
Step 2 Workload to WorkforceMeasure the Workload and Staff HoursWorkloads:Use the basic labor productivity ratio to measure workloads in labor hours:
Productivity Output e.g. claims / labour hour Input loads / labour hour payments / labour hour widgets produced / labour hour
For example if the workload out put requirement is 1000 claims @ 5 claims per hour(anticipated productivity) then staff hours required is 200 hours.
Step 2 Workload to WorkforceMeasure the Workload and Staff Hours
Step 3 Staff for Optimal HeadcountOver and under staffing directly affects your bottom line
Workload fluctuations cause poor productivity:Over worked low productivityUnder worked low productivity
How do you achieve the Optimal Headcount?
Workload to Workforce
Step 3 Staff for Optimal Headcount
Step 3 Staff for Optimal Headcount
Strategically plan your flexible staffingCost SavingMarket FlexibilityInfusion of specific expertise on an interim basisA method of trying out potential new employees
Strategically plan your flexible staffingMeasure Your ROI:Cost of rapidly staffing upSchedulingFlexibility of Business CommitmentsProductivity SavingsStatutory compliance costs
The Benefits of a True Flexible Staffing Approach:Increased return on investment in staff achieved by aligning staff numbers to workloadIncreased flexibility to respond to changes in the marketplace achieved by quick access to specific expertise for defined periods of time.Informed decision making capability to changes staff levels based on financial impact.The decision to adopt this approach can also be assessed on the most likely net benefit before any significant investment is made.
In SummaryUnderstand who your core pivotal workers are.Measure your workload in hours using an achievable productivity rate.Determine the optimal perm staff level and make appropriate changes to permanent staff levels also considering qualitative factors.Staff up to the workload peaks with flexible staff.Identify and eliminate the causes that led to staffing above your workload in the past.Measure and start again continuously improve the productivity rate.
Contact InformationSian DawsonRegional Manager Eastern CanadaDrake Internationalsdawson@na.drakeintl.com613.938.4777
Jay RosalesDrake Internationaljrosales@na.drakeintl.com416.216.1070 (Direct)
Special Offer We are pleased to offer you a FREE consultation on your organizations workforce level.No ObligationStrictly ConfidentialContact Sian to take advantage of this exclusive offer!
March 8th, 2012, 12:00 pm EDT to 12:30 pm EDTLMS Selection and Implementation for Associations >> Presented by David Dineen, Manager, Talent Management Solutions, Drake InternationalRegister at http://drake-webinars.comUpcoming EventsNext Webinar
Thank You Connect with Drake International: Web: www.drakeintl.com Webinars: www.drake-webinars.com Blog: www.drakepulse.com Facebook: www.facebook.com/drakeinternational Twitter: @drakeintl
*-Introduction description of selfBeen in flexible staffing for over 20 years as both a strategically using and laterally directly providing and advising on levels etc.-*The labels of temporary staffing, contingency staffing and flexible staffing are frequently used interchangeable by the general business community. People think that these 3 concepts mean pretty much the same thing, but in fact there are differences to the practical application and the business impact of these 3 types of staffing services.
While temporary staffing and contingency staffing generally are often used by companies to meet their staffing needs, it is the concept of flexible Staffing that holds the key to delivering measurable results.Temporary staffing is traditionally**Contingency staffing 3 categories
The Traditional Temporary Worker Millions of students, Teachers, retirees and parents with young children choose temporary work because they are either unable or unable to make a permanent commitment to a single employer they work on a short term basis, generally a few weeks or months, primarily to supplement their income It is estimated that 20% of staffing firm employees are made of these type of workers
The Transitional Workers It is estimated that 55% of a staffing firms employees are made up of these type of workers using temporary work as a bridge or a means to permanent employment, maybe re-entering the work force after being laid off, transitions from welfare to employment or simply having quit their previous employment with the expectation of finding something better. Transitional workers use temporary work as a way of gaining more experience or to get their foot into an organization
The Long Term Workers make up about 25% of a staffing firms employees and are those employees that are out on long term assignments they tend to be higher level and more skilled positions and are staffed by individuals who have been previously contractors or slef employed and enjoy the flexibility of these types of assignments.
*Many large organizations today deliberately plan to have a reasonable amount of their workforce staffed with contingent workers. Having a number of long-term contingent workers, but dont truly understand why or whether those amounts are needed or in line with the workload requirements.
Flexible staffing wraps the concept of temporary help and Contingency Staffing in a strategic parcel.
The concept of flexible staffing conveys that contingency staffing is most valuable when used strategically as a supplement to the permanent workforce and not simply as a quick fix for absent employees or to help during downsizing or when we have restricted budgets.
*The concept of flexible staffing should be compared to just in time concept of inventory control or delivery in the manufacturing and warehouse businesses, with the use of flexible staffing arrangements to provide just in time labor giving employers the flexibility to adjust labor requirements to meet product and service demands - giving a competitive edge over those companies with a less flexible workforce and therefore higher operating and productivity costs.
***A company must identify its base permanent workforce. The base workforce is made up of workers that are pivotal to the companies success. But how do you decide who is really pivotal? You need to start by understanding that in most businesses not all employees are created equal. Certain employees play a disproportionate role in creating value. Value is based on both the role that the employee plays and their contribution in that role to the business start by:Identifying the Job families that you have within your organization here is an example of a front of House job family chartThen identify the value of those job families based on the impact they have on the business and ROI that they bring continually. *Once you have determined the value that each of these job families play in the organization - you then need to drill down to determine the value impact each individual has within that job familyGrade the employees by grouping them based on the value they bring:A = Top performers within the job family highest quality and highest productivityB = Mid-level performers with a job familyC = Bottom level performers within a job familyLooking at bo