hays talent solutions - dublin 2015

COMPLIANCE HOW TO MITIGATE RISK IN YOUR CONTINGENT WORKFORCE STRATEGY

AGENDA

8:00 Registration, breakfast, coffee & tea

8:30 Introductions (Richard Eardley - MD Hays Ireland)

8:35 Risk Mitigation – How To Manage A Compliant Workforce (Vince Lattimore – Global Talent Source Lead, Microsoft Corporation Ireland)

9:10 How To Build Governance – (Shelley Williams – Senior Associate, Brightfield Strategies)

9:45 Q&A

10:00 Close

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Content Welcome and About me

The process

Implementation

AOB and Thank you

Governance

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Contingent staff levels

Risk Transfers

Need for objective Measures

Risk premium is added

Financial Certainty

BPO – measurement by outputs

Time & Materials

e.g. Errors, Rework,

Resources

Managed Service /

SOW

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What are Contractors?

Is this person

going to be paid on Time & Materials?

YES YES YES

Will Microsoft be identifying

and selecting the individual?

Will the work be Microsoft FTE-Driven?

Contractors

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Local issues HR / the business were

the central point of contact for Hiring Managers

Lack of competitive process in the acquisition

of CS

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Managed Service Provider Model

One-to-One Relationship, Standardized Across the Enterprise

MSP 1

Country A

- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4

Country B

- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4

MSP 2

Country C

- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4

Country D

- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4

Microsoft Country B

Supplier 1 Supplier 2

Supplier 3 Supplier 4

Supplier 5 Supplier 6

Microsoft Country C

Supplier 1 Supplier 2

Supplier 3 Supplier 4

Supplier 5 Supplier 6

Microsoft Country A

Supplier 1 Supplier 2

Supplier 3 Supplier 4

Supplier 5 Supplier 6

Microsoft Country D

Supplier 1 Supplier 2

Supplier 3 Supplier 4

Supplier 5 Supplier 6

Managing External Staff Current State Future State

No Managed Service Provider Model

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A Problem Statement: The contractor sourcing process

Single Sourcing

§  Lack of competition results in defaulting to the max rates or budget ceiling §  Limited (or no) visibility to multiple candidates and suppliers results in lower quality

resources §  Limited supply channel effects quality of applicants

Inaccurate Levelling

§  Suppliers often determine resource level based on candidate availability and budget rather than job scope

§  Suppliers designate resource level, pricing the Resource to the budget

Poor User Experience

§  Suppliers can influence a stakeholder’s decision regarding engagement (Temp v Contractor) §  Confusing and time-consuming process to initiate a request, choose a supplier and release request

with no Procurement guidance §  Limits ability to comply with new and changing business requirements

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Contractor Hub – A Case for Change Problem Solution Benefits

Lack of consistent management around

external staff

Improved controls through common platform

Accurate resourcing Automated processes

Controls Consistent staffing process

Single tool for CS resources

Ease of use

Increased visibility Cost controls

Lack of consistency

Lack of consistency in tool use & capability

Lack of visibility into external staff worldwide

Standardization, automation and dedicated program office

support

Improved reporting, including tracking spend against budget

Flexible tool to meet business needs and local

requirements

People

Process

Technology

Planning: Reporting / Analytics

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External Staff Onboarding Process MSP/AM

completes requisition in MyOrder

MyOrder Request SAFE

approval

CHPO on-boards

resource in HTX

Is start date within 3 days

of current date?

CSO keys position and

personnel info into SAP

SAP sends email to

AccMan for Account /

Alias Setup

Is current date equal or after

start date?

MS People receives

assignment data (from

SAP)

AccMan receives feed

from SAP

SAP Receives alias from AccMan

ADFS receives alias

from SAP

Assignment & Alias

published in Feedstore

(EDS)

Key Card requested in

Lenel

ICOE pulls data from Feedstore

and Creates Domain XML

Feeds

ICOE places domain feeds on External

Share

CWT imports domain feeds from External

Share

Assignment data

published in HTX from Feedstore

ICOE Contractor Workforce

Tool Lenel

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Procurement Model: Then & Now Current State

Future State

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Contractor Hub Implementation Model

§  Microsoft Partners §  Country Stakeholders (GPG,

Finance, HR, LCA) §  GPG – Contractor Hub §  Finance Solution Delivery

§  Local Contractor Hub Program Office

§  MSP Implementation Team §  MSP Executive Leadership

§  Contractor Workforce Tool §  My Order §  HeadTrax §  MS Invoice

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Global Footprint

Private and Confidential © 2015 V. Lattimore Microsoft

CA

US

AU

UK IE

NZ SG

RU

IN

WE

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MS

MSP

Market

Metrics should be important

Objectively measureable

It is within the ‘control’/

attributable to one party

There are three constituents to the functioning of the programme in country

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Key points

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Thank you

How  to  Build  Governance  23  June  2015  

Contingent Workforce Programme Governance

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•  Ensures organisational alignment with programme•  Facilitates adoption•  Provides avenue for stakeholder input•  Escalates programme visibility and value to an

executive level•  Drives program maturity•  Promotes collaboration across divisions and

business units•  Focuses on continuous improvement and

programme success

Benefits of Governance

•  Limited visibility and value recognition•  Stagnant programme growth/maturity•  Poor programme performance•  Ineffective escalation path•  Misalignment between programme initiatives and

organizational objectives•  Challenges with adoption/rogue spend•  Lack of compliance with policies/processes•  Ineffective communication approach

Risks of Limited Governance

The function of the governance team is to drive the alignment of programme strategies, goals, and activities across all divisions within programme scope, and to ensure the

solution consistently delivers expected results.

Each participant is given a specific role and each role has defined responsibilities

Participants Responsibilities

Operational Execution (meetings, communications, tools)

Governance Team Structure

The Governance Team structure is designed to promote collaboration. A governance model includes the following key components:

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RolesExecutive Sponsor

Steering CommitteeCW Programme Owner

Divisional Programme OwnersProvider Relationship Owners

Programme Operations

Governance Team Functions

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•  Escalation path internally and for providers (VMS/MSP)

•  Compliance management of SLAs, KPIs, savings targets

•  Adherence to company policies and legislative changes

•  Risk and issue management

•  Supplier optimisation strategy

•  Operational efficiency

Operational Oversight

•  Organisational alignment with programme initiatives and roadmap

•  Programme expansion strategy

•  Programme improvement initiative planning – cost, quality, efficiency, risk

•  Policy design and modification

•  Legislative/industry change management

Strategy and Planning

•  Top down communication from executive sponsor(s)

•  Stakeholder input – BU, functional, providers (VMS/MSP)

•  Program communications strategy

•  Visibility into programme success and realised value

Change Management

Draft Governance Model

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FInanceHRProcurementIT

VMS  Support

VMS  Owner MSP  Owner

HR  Exec

Audit Security APLegal

Executive  Sponsor

Has  authority  and  accountability  to  make  decision  on  behalf  of  corporation  regarding  policies,  processes,  activities;  serves  as  program  champion;  ultimate  

decision  maker

SteeringCommittee

Functional  SMEs  and  other  key  stakeholders  who  are  responsible  for  ensuring  alignment  with  business  strategy  and  organizational  goals;  influence  program  strategy  and  

direction  of  the  programme

Programme  Owner

HRProcurement

Responsible  for  overall  programme  execution  and  operations  globally;  manages  VMS/MSP  relationships

VMS/MSPAccount  Manager

Responsible  for  overall  programme  execution  and  operations  globally;  

manages  client  relationships

MSP  Director MSP  Support MSP  Support

VMS  Support

Provides  advance  technical  support  and  

issue  resolution  to  client  and  MSP

PMO/MSPOperations

Manages  all  day-­‐to-­‐data  programme  activity;  interacts  with/supports  all  end  users;  executes  programme  initiatives

DivisionalOwners  

Responsible  for  division-­‐specific  execution  of  operations;  provide  input  from  divisional  

stakeholders;  divisional  SME  

Div4Div3Div2Div1 Div5 Div6

Prog

ramme  Ope

ratio

nsProg

ramme  Oversight

Establishing a Governance Structure

Design Model Based on Programme Characteristics•  MSP, VMS

involvement•  Programme scope•  Org structure•  Programme complexity

Identify Participants•  Divisional

representation•  Functional

representation•  Appropriate level

Define Responsibilities•  RACI•  Descriptions

Operational Planning•  Meeting cadence•  Programme charter•  Communications plan•  Governance tools

Execution•  Stakeholder

engagement•  Program planning•  Performance

assessment

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Governance - Operational Planning

1.  Establish meetings – frequency (regular, ad hoc guidelines), format, content and attendees

2.  Define reporting metrics (activity, KPI and SLA measures), frequency and format

3.  Define meeting documentation and issue tracking approach and owner

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4.  Document escalation path – criteria for escalation, communication process and people involved

5.  Agree upon programme improvement framework – forward looking framework that allows for planning, expansion, performance improvement and proactive change; focus on org alignment to program

6.  Create a Contingent Workforce Governance Charter – outlines objectives of governance team, roles and responsibilities/RACI, operational guidelines and model; living document to be updated as changes occur

Governance Tools

§  Governance Charter

§  Program Strategy Roadmap (expansions, improvement initiatives)

§  Actions and Issues Log

§  Quarterly Business Review Template

§  Reporting Template

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CW Governance Recommendations

§  Establish governance model at an early stage, prior to vendor selection if possible, and ensure participation throughout provider selection and implementation

§  Identify and engage executive sponsorship

§  Ensure programme value is well articulated

§  Engage the right level individuals and ensure stakeholder representation from critical functions or areas of the business

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§  Address poor group behaviors early (power struggles, group think, lack of engagement/participation)

THANK YOU Q & A

Q & A

•  Vince Lattimore – (Global Talent Source Lead, Microsoft Corporation Ireland)

•  Shelley Williams – (Senior Associate, Brightfield Strategies)

•  Mike McNally – (Solutions Director MSP/RPO, Hays Talent Solutions)

•  James Milligan – (Director, Hays Talent Solutions - Ireland)

•  Steve Jenkins – (Sales Director, PeopleFluent)

•  Joe Slater – (EMEA Marketing Director, PeopleFluent)

CONTACT DETAILS

Todays  Speakers:  

Vince  La)more:  Vincent.la)more@microso3.com    

Shelley  Williams:  swilliams@brigh;ieldstrategies.com      

For  any  further  informa<on  on  MSP  or  Outsourced  programmes  from  Hays  Talent  Solu<ons:  

Mike  McNally:  mike.mcnally@hays.com    M:  +44  7958  033203  

James  Milligan:  james.milligan@hays.com    M:  +353  85  8031198    

For  any  further  informa<on  on  VMS  technology  solu<ons  from  Peoplefluent:  

Joe  Slater:  joe.slater@peoplefluent.com    M:  07810  873444  

Steve  Jenkins:  steve.jenkins@peoplefluent.com    M:  07972  357953