tips and tricks for winning the war for talent -...
TRANSCRIPT
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Tips and Tricks for Winning
the War for Talent
IQNavigator
Matt KatzVP Strategic Solutions
www.sig.org/eval
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Tips and Tricks for Winning theWar for Talent
Matt Katz, VP Strategic Solutions
SIG Summit, Huntington Beach
October 28, 2015
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IQN is the leading independent technology provider of vendor management system (VMS) software for Global 2000 companies. Our cloud-based software enables enterprises to
intelligently manage and optimize complex contingent workforce programs.
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Matt KatzVP, Strategic Solution
CCWP
@beergeek90
CWM Strategy
VMS Optimization
• Optimization Services / Configuration Review
• Value Realization Workshop
• Develop best practices in utilizing IQN platform
• Analyze and recommend changes to program
• Integration service:
o Optimize system integrations
• CW Strategy Workshop
• Services Spend Analysis
• Supplier Management Strategy
• Advise on and develop client policies and business rules, including taxes, localizations, and regulations
Thought Leadership
• IQN Community and Industry Events
• Partner Ecosystem Events
• CCWP Certified
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Winning the War for Talent
Goal #1: Get the right people in the door, for the right:
o Time
o Price
o Quality
Goal #2: Architect yourNon-Employee Workforce Program to grow andcontinue to ‘win’ in this economy.
ArchitectingYour Non-Employee Program
The Non-EmployeeWorkforce
IndustryBenchmarks
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A few questions to get us started…
1. Does your company have a Non-employee WorkforceManagement (Contingent Worker) Program today?
2. For those that have a program, when was this program established?
a) Within the past 2 yearsb) Between 2 and 4 years agoc) Between 5 and 9 years agod) More than 10 years ago
3. For those that have a program, do your original program goals match your current business need?
a) Yesb) Noc) Maybe, but not entire sure
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WHO IS IN THE NON-EMPLOYEE WORKFORCE?
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Employees vs. External Workers
8
• Someone else has employer relationship• Budget controls• Outcome management• External skillset market• Assignment management• Invoices
EXTERNAL WORKERS
• You have employer relationship• Headcount controls• Talent management• Internal talent market• Ongoing relationship• Payroll
EMPLOYEES
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Where is Your Hidden Workforce?
9
By Deliverable
• SOW & Projects• Consultants• Deliverable-based Services
By Hour
• Temporary Workers• Industrial Labor• Independent Contractors (IC)
Full and Part Time Employee
• Find and develop talent• Predictable payroll costs• Processes and software are Fairly mature• HR owns the processes
By Unit
• Outsourcers• Unit-Based Services• Catalog Services
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Types of Workers
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Temporary• Information Technology• Administrative & Clerical• Independent Contractors• Light Industrial
Outsourced• IT Outsourcing• Back-Office BPO• Call-Center
Outsourcing• Field Services
Task-Based
• One-off small projects (e.g., Elance)
• Task-based work (e.g., TaskRabbit, Mechanical Turk)
Consulting• IT Consulting• Finance & Audit• Legal Services• Other project-based
SOW services• Outsourcing• Field Services
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Complexity requires decision
guiding predictive
analytics at the user level
Mounting compliance and
security concerns: ACA penalties; Snowden effect
Escalating war for talent drives the need for new
sourcing strategies
Convergence of permanent and non-employee workforces
requires total workforce planning
and analytics
Increased spend (and complexity) requires companies to better
manage SOW spend in their workforce program
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Seamless mobilityexperience required for tech-savvy users
Non-Employee Workforce Trends
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The Rise of the Contingent Worker
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30% 34% 45% 83% 92%
Procurement spend goes toward
non-employees
Global workforce did freelance work
in 2014
Global workforce will be contingent workers by 2017
Executives use contingent workers on an ongoing basis
Enterprises say non-employees are important to
their overall business strategy
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MANAGE M&A FLUCTUATIONS
INCREASE AGILITY
WIN THE WAR FOR TALENT
GAIN COMPETITIVE EDGE
GENERATE REVENUE FASTER
MANAGE PROCUREMENT GLOBALLY
ACCELERATE WITH MOBILITY
Benefits of a Well-Managed Non-Employee Workforce
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ENHANCE VISIBILITY & CONTROL
INCREASE EFFICIENCY & AUTOMATE PROCESSES
ONBOARD AND OFFBOARD QUICKLY AND EFFECTIVELY
CONTROL COSTS
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ARCHITECTING YOUR NON-EMPLOYEE PROGRAM FOR RESULTS
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Future State Design of a Non-Employee Workforce Program
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Future State Design of a Non-Employee Workforce Program
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• Measurable goals• Defined objectives
• Implementation • Accurate Scoping
Spend and Process
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Future State Design of a Non-Employee Workforce Program
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Program Strategy• Operations• Compliance
• Business Process• Change Mgmt.
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Future State Design of a Non-Employee Workforce Program
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Technology• Integration• Implementation
• Globalization• Roadmap
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Future State Design of a Non-Employee Workforce Program
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Legal Infrastructure • Subscription vs
transactional• Direct vs Indirect
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Future State Design of a Non-Employee Workforce Program
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Sourcing and Supply Chain• Vendor on premise• MSP’s program
office
• Self-managed• Multiple MSP’s
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Future State Design of a Non-Employee Workforce Program
21
Risk and Compliance• Worker
classification• Co-employment
• Security and access• Affordable Care Act
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Future State Design of a Non-Employee Workforce Program
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Supply Management• Optimization• Supplier mix• Non-traditional sources
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Future State Design of a Non-Employee Workforce Program
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Workforce Analytics• Bill rates• Worker type mix• Growth planning
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Proprietary and Confidential to IQNavigator Inc.
Future State Design of a Non-Employee Workforce Program
24
Workforce Analytics• Bill rates• Worker type mix• Growth planning
Supply Management• Optimization• Supplier mix• Non-traditional sources
Program Strategy• Operations• Compliance
• Business Process• Change Mgmt.
Technology• Integration• Implementation
• Globalization• Roadmap
Legal Infrastructure • Subscription vs.
transactional• Direct vs Indirect
Risk and Compliance• Worker
classification• Co-employment
• Security and access• Affordable Care Act
Sourcing and Supply Chain• Vendor on premise• MSP’s program
office
• Self-managed• Multiple MSP’s
• Measurable goals• Defined objectives
• Implementation • Accurate Scoping
Spend and Process
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INDUSTRY BENCHMARKS FOR SUCCESSFULNON-EMPLOYEE WORKFORCE PROGRAMS
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Re
q.
T.O
.
Oth
er
Financial ServicesCWM Program Comparisons
Industry2014 Spend
(US Only)Assignments
Job Titles
Suppliers Sourcing Method:% CW complete
assignment
North AmericaFinSvcs
$390MM 4,500 206 115
Global FinSvcs(multiple MSP’s)
$685MM5,400 226 44
Large Investment Co(evolving program)
$145MM 2,900 181 14
Global FS(Early stages of deployment)
$80MM 1,100 79 53
8416 0
31 1059
490
51
17 27 56
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Telco and Tech ServicesCWM Program Comparisons
Industry2014 Spend
(US Only)Assignments
Job Titles
Suppliers% Sourcing
Method% CW complete
assignment
Telco – Regional $124 MM 1,300 150 76
Telco – National $182 MM 2,300 200 41
Technology –Product and Retail
$361 MM 8,300 725 29
Technology –Services only
$1.2+ B 28,100 6,800 1,350 83%
8218 0
48 520
70 300
27 730
Re
q.
T.O
.
Oth
er
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Re
q.
T.O
.
Oth
er
Oil Gas IndustryCWM Program Comparisons
Industry2014 Spend
(US Only)Assignments
Job Titles
Suppliers Sourcing Method:% CW complete
assignment
Global, multi-national program; fully matureprogram
$2+ B 12,625 1,597 205
Multi-national program, highlysegmented job assignments, not fully matured program
$120MM 71,866 156 16
Multi-national program, European HQ
$240MM 10,234 1,321 203
33 661
0 0100
1249 39
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Tips you can take with you…
29
1. Do you have policies to mitigate risk?• On-boarding / Documentation / Training policies
• Off-boarding / Renewal / Evaluation policies
• Tenure policies
2. Do you have policies to drive best value?• Conversion policies
• Supplier engagement
• Supplier performance management
3. Have you established Program Office roles?• Key role(s) in Hiring Manager education and Reporting
• Supplier Education and On-boarding
• Rate Card Optimization
• Contracting and Procurement Operations
• Talent pool development and curation
4. Program analytics and insight generation
5. Anticipate Program Expansion / Integration of other Corporate Hiring programs
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Thank You
@IQNavigator303-513-8600
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• 16 YEARS OLD
• GTCR OWNED
• 5.2m GLOBAL USERS
• 40% TOTAL SPEND IN SOW
• 750,000+ DAILY PLATFORM USERS
• 25,000+ SUPPLIERS
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Trusted Advisor To The World's Leading Brands
32
Financial Services Manufacturing Technology
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CPG & Retail Professional ServicesEnergy & Utilities
Healthcare & Pharma
Trusted Advisor To The World's Leading Brands
33
Aerospace/Transportation
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Tips and Tricks for Winning the War for Talent
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Matt Katz
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