transforming the talent supply chain with self-sourcing · 2017-03-13 · transforming the talent...
TRANSCRIPT
Transforming the Talent Supply
Chain with Self-Sourcing
EcolabHazzen Muñoz
Director Global Talent – Contingent Workforce
MBO PartnersBob LucasSVP
sig.org/summit
Transforming the Talent Supply Chain
with Self-Sourcing
Hazzen Muñoz – Director Global Talent – Contingent Workforce, Ecolab
Bob Lucas – SVP, MBO Partners
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• Ecolab Overview
• MBO Partners Overview
• Independent Market Trends and Projections
• Transforming Your Talent Supply Chain
• Case Study - Ecolab
Agenda
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Ecolab is the global leader in water, hygiene
and energy technologies and services that
protect people and vital resources.
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Preserving the world’s
limited resources with
unlimited resourcefulness.
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Founded in
1923Headquartered in
St. Paul, MN
FORTUNE
500COMPANY
47,000+Global employees
1 million+Customer locations
Serving customers in
170+ countries
120 $13.5 billionIn 2015 sales
Manufacturingfacilities
Global Company, Global Reach
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MBO Overview
MBO Partners makes it safer and easier for independent
professionals and their clients to do business together.
Independents want:
Opportunities. Control. Value.
Enterprises want:
Compliance. Efficiency. Talent Access.
MBO Partners delivers.
Independents Enterprises
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• How does your company currently view self-sourcing?
A. As an integral part of our future talent strategy
B. We are just beginning to look into how self-sourcing can work for our organization
C. We’ve heard about self-sourcing but don’t know how it would apply to us
D. We haven’t considered self-sourcing
Polling Question
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Independent Workforce Trends
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The New Reality
The Changing American Workforce
• Today, there are nearly 40 million independents.
• The independent workforce is expanding
5x faster than general employment.
• By 2020, the majority of workers will be
independent.
16.9 million
Full-time
12.5 million
Part-time
10.5 million
Occasional
BREAKDOWN OF INDEPENDENTS
Source: MBO Partners State of Independence 2016
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The New Reality
Source: MBO Partners State of Independence 2016
Most independents
(78%) plan to stay
the course as an
independent (63%)
or build a larger
business (15%)
Six out of 10
independents say
working independently
was their choice
completely
3 million independents
earned more than
$100k, up from 2
million in 2011
The Changing American Workforce
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Forces Driving Growth
Enterprises:
• Generational impact on work
arrangements
• Access to innovative talent
• Reduced costs
• Flexibility
Independents:
• Control over career path
• High job satisfaction
• Opportunity for higher income
• Flexibility
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Source: Ernst & Young web site, https://gigeconomy.ey.com/Future-state/Key-insights, collected January 18, 2017
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Forces Driving Growth
January 2016: PwC launches its Online Talent Exchange to join the
independent workforce platform economy, powered by MBO
MBO is the integrated transaction processing engine for
the PwC Talent Exchange managing all worker
classification, onboarding, billing, and payment activity.
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Gig Economy Demand and Adoption are AcceleratingDirect sourcing/engagement of independents and their clients
• The market now recognizes independence as viable option
• Workers find more freedom, flexibility, and control working independently
• Companies embrace staffing projects without staffing/consulting markups
• Companies build pools of independents to re-engage to reduce FTEs
Innovators
Early
adopters
Early
majority
Late
majority Laggards
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Self-Sourcing
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Self-Sourcing, Circa 2000
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Emerging Marketplaces
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Evolution of Talent Sourcing
Tactical, manager level buying
Procurement driven development of preferred supplier network
Consolidation of all spend through Managed Service Programs
Advent of Talent Marketplaces
• Broader access to Talent
• Uncontrolled spend
• Lack of compliance
• Additional processes
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Transforming Your Talent Supply Chain
• How self-sourcing can benefit your organization
• Reduce costs
• Re-engage known talent at reduced rates
• Broader access of talent throughout the organization
• Direct access
• Speed of acquisition
• Control spend
• Maintain compliance
• Maintain current MSP/VMS ecosystem
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Case Study - Ecolab
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Ecolab Program
• Rolled out program May 2016
• Transitioned active contractors July – October 2016
• Highly skilled workers (on average $100/hr+)
• Currently 75 Contractors in program (multiple hiring manager/various locations)
• IT, Supply Chain, Engineering, Marketing
• 3 primary business support locations in the U.S.
• St. Paul, MN
• Houston, TX
• Chicago, IL
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Ecolab Drivers
Better utilization of ECL
IC Talent
Savings versus Preferred
Supplier Sourcing
ICs as
a talent source
ICs as
a talent strategy
Time
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• Sharing of workers (speed) and cost savings speak the loudest
• Grassroots roll-out strategy
• Utilize existing data to identify high users
• Let them take you where they take you
• Track sourcing to track savings
• Preference for MBO Connect over FMS
• Risk management
• Enrollment speed
• Over time, the organization’s talent strategy will get more sophisticated
Implementation Strategy
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Timeline
Jan 2017 Targeted HRBPs and Recruiters
Feb 2017 Inviting active ICs into Ecolab Talent Network
Mar 2017 Demos/Rollout to target managers
Mar 2017 Evaluate progress/identify next steps
Learnings to Follow; Stay Tuned
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Questions
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Transforming the Talent Supply Chain with Self-Sourcing
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Hazzen Muñoz – [email protected]
Bob Lucas – [email protected]
