centralise your contingent workforce model and avoid maverick spend and cowboy activity
TRANSCRIPT
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Dean Tulloch 22nd Sept 2015
CONTINGENT WORKFORCE
TRANSFORMATION IN A LARGE CORPORATE
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HBR: Rise of the supertemp
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$300 billion
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Maverick Spend
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Cowboy Activity
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The Boss
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Comrades
Comfort
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Contingent Labour
What is it?Who owns it?
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Labour
Perms Temps Contract SOW’s / ProfServices
OutsourceConsulting Total
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Three things to look at1. Drivers of Labour2. Strategy3. Technology
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Drivers of Labour1. Population – 3m jobs by 20302. Technology – robotics3. Unemployment rate4. Appetite for Outsourcing
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Strategy – Procurement must Influence
CONTINGENT LABOUR STRATEGY
TABLE
Human ResourcesTechnology
C-suite Sponsor
Procurement
seat
seat
seat
seat
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Strategy – Category PlanContingent Labour Category Plan
• Background
• Stakeholder Engagement• Initiatives (body of work)• Benefits – $ and non-$
• Spend / Market
• Signed Off
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Technology
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TechnologyCentral Management
Technology
BI and ANALYTICSSWP
Blended WorkforceOptimised Model
TotalTalent
Management
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The Challenge
vs
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Execution and Levers
Pay Rate SOW Direc
ts
Hour v
DayMark Ups Tech
Value
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Key Takeaways1. Procurement & HR: Harmony2. Strategic Workforce Planning3. Technology investment
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(Future of Talent in the Contingent Workforce – Zenith Talent)
1. Talent will be mobile – always connected and online. Immediately deployable, delivering services globally from a virtual office.
2. The talent of tomorrow will not be enticed to jobs that demand office presences or static schedules.
3. Hiring Managers will no longer have the time to conduct thorough interviews and review CV’s.
4. There will be a need to build a virtual bench of all-stars to fill critical needs as they arise
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