concurrent session: opportunities the staffing singularity ...€¦ · hire, rpo managed by: hr ......

March 16‐19, 2015Orlando, FL

THURSDAY 11:45 AM PACIFICA 11, 12

Concurrent Session: Threats and Opportunities in a Brave New World: Future StateTowards the Staffing Singularity—The Evolution of Total Talent Management

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media


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Towards the Staffing Singularity—The Evolution ofTotal Talent Management

March 16‐19, 2015Orlando, FL©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.©2015 by Crain Communications Inc. and ERE Media, Inc. All rights reserved.

Agenda

Total Talent Management OverviewThe Current State of Play Into the Future

Talent strategy and business alignment

Metrics and Analytics

Workforce Planning

• Learning and Development• Career and performance management

Compensation/Benefits

Traditional Talent Management Viewpoint

Traditional employees

Talent Acquisition Modes

Recruiters, Direct Hire, RPO

Managed By: HR

Outsourced services

ContingentTemps, IC, SOW & Internal stretch

Agencies, MSP/VMS, Direct IC

Consulting & Outsourcing Firms

Managed By: HR and Procurement Managed By: Procurement

Talent strategy and business alignment

Metrics and Analytics

Workforce Planning

• Learning and Development• Career and performance management

Compensation/Benefits

Total Talent Management Integrates Flex Work, Non Employee Labor and Traditional Employees

Traditional employees

Talent Acquisition Modes

Recruiters, Direct Hire, RPO

Managed By: HR

Outsourced services

ContingentTemps, IC, SOW & Internal stretch

Agencies, MSP/VMS, Direct IC

Consulting & Outsourcing Firms

Managed By: HR and Procurement Managed By: Procurement


SIA and ERE Definition of Total Talent ManagementWhat is Total Talent Management (TTM)?

If “Talent” refers to the expertise, skill, experience, knowledge, hard work, capability, etc. that can be applied to do a certain task, project, or job, then “Total Talent” refers to the idea of including the FULL RANGE for sources of “talent”, both human and automated/robotic. On the human side that includes employees, independent contractors, temporaries, part‐time workers, seasonal workers, offshore workers, SOW workers, professional services, outsourced services, or freelancers you find online and pay “per task completed”. On the “automated/robotic” side it includes robots, bots, software, automation in manufacturing plants, etc.

Total Talent Management (TTM) refers to an employer’s practice of routinely considering TOTAL TALENT when it comes to talent acquisition or management. For example, when there is a job to “fill”, an employer that practices TTM will consider various options such as hiring an employee, using a contingent worker, acquiring a robot, etc. And when thinking about “engaging” talent, an employer that practices TTM will design programs/approaches that engage ALL Talent, not just employee talent.


One Application of Total Talent Management: Which Resource to Use and in What Ratio?

Source: Staffing Industry Analysts


For Employers Contingent Labor Addresses Variability in Demand



A Sample of Other Questions Ideally Answered by Total Talent Management Who is doing work on behalf of my company and what reputational and legal

risks does that expose me to? What is the real cost of these various workers and what are the optimal pay

and benefits? Which type of workers do I need and in what ratio in order to maximize

productivity/cost‐effectiveness? How can I best integrate contingent and other non‐employed workers with

my employed workforce? What training and career paths do I need to develop for workers of all types? How can I motivate and engage all those doing work on behalf of my

company (employed and non‐employed)? How can I best address skills shortages?


Examples of Total Talent Approach in the Market

Kelly Workforce Solutions- Kelly OCG Business Service line- “A Total Talent Approach”- “A holistic approach to talent acquisition and management”

Randstad Integrated Talent Management Group- Launched in January 2015- “A holistic capability offering…”

Volt Consulting Group- Total Talent Management Solutions- Blending recruiting of both contingent and perm workers

Decentralized• Several suppliers• Procurement done on an ad‐hoc basis

• Management done internally

Master Vendor• One supplier (possibly managing 2nd and 3rd tier suppliers)

• One point of contact

• Direct cost savings on bill rate and usage

• Customized SLA’s and process

Managed Service Provider (MSP)• Contingent workforce spend under management

• One contact point • Direct cost savings on bill rate/usage


• Non‐compliant spend elimination

• Total cost of ownership savings

Total Talent Management • Total workforce spend under management

• Complete workforce visibility

• Direct cost savings on bill rate and usage


• Non‐compliant spend elimination

• Increased total cost of ownership savings

• Additional productivity and process savings

• High degree of value added services

CW as a Strategic Competitive Advantage• CW talent as business differentiator

• Management strategies move beyond tactical considerations into strategic ones

• Combination of multiple CW models to solve complex business problems.

• Technology crosses multiple platforms in the enterprise

• Risks managed on a total enterprise basis with big picture focus on risks of action and inaction

Preferred suppliers• Selective set of suppliers selected

• Contracts in place• Service level agreements (SLA’s) in place

An Evolution in ContingentWorkforce Management

Time

Value



Total Talent Management Evolution

Proactive Talent

Integration

EmployeeOnly

EmployeeCentric

Reactive Talent Co‐Existence

Proactive Talent Co‐Existence

Reactive Talent

Integration

Suppressed Siloed Integrated

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

Total Talent Management Maturity Spectrum


It’s Your Turn – Poll of Audience/Discussion


Agenda



About SIA and ERE Joint Research on Total Talent ManagementGoal to explore the current state of Total Talent Management and understand its future directionConducted in September 2014 – March 2015

- Review of third‐party literature- Detailed interviews with a dozen experts and practitioners- Global survey of 628 suppliers and executives

Preliminary results shared todayFull report scheduled for end Q1 2015


Total Talent Management IS the Wave of the Future. Right?

“I hear a lot of organizations talking about wanting to do this [Total Talent Management], but very little evidence that they are anywhere near achieving it. As such, I believe that there are no current exemplars (nor the subsequent reasons) that point to an advanced stage of maturity.”

HR LeaderUS Transportation Company


Survey Respondent Demographics

69%

21%

10%

Work location – all respondents

US/Canada

Europe

ROW


Survey Respondent Demographics Companies


What is the Non‐Employee Talent Pool?Contingent Workers

- Temporary workers- Independent contractors/freelancers- On‐line workers (micro tasks, crowdsourced, etc.)- Professional services /SOW consultants – (project based)

Other non employees- Outsourced services (ongoing operational work)- Partners (supply chain, partnerships, joint ventures) - Formal /Informal volunteers - Franchisees / affiliates- Robots/Drones/Artificial Intelligence


Companies Use a Wide Variety of Non‐Employee Workers

Q5. Based on what you know, which of the following TYPES of ‘workers’ did work on behalf of your company/organization during 2014?


Companies Have a Range of Their Workforce Comprised of Non‐Employees

6%

6%

16%

26%

46%

0% 10% 20% 30% 40% 50%

10th Percentile

25th Percentile

Median

75th Percentile

90th Percentile


A Variety of Talent Related Challenges with No One Challenge Dominating

Q10: Which of the following worker related challenges do you believe has been identified as the highest priority by your HR function and/or your overall company/organization in 2015? (Check the one that most closely matches)


…But Most Organizations Have Minimal Knowledge of Their Non‐Employee Workforce…

Q11: On any given month to what extent do you believe that Your company/organization has a good view of (i.e. has the ability to see and measure workforce activity?


..And let Individual Managers Make the Majority of Decisions on Worker TypeSuggesting little thought into the best solution for the organization

Q7. When there is work to be done, WHO in your company/organization typically decides on what TYPE of worker will be used to do the work? (select the one response that best (most typically describes the situation in your company/organization


Further, Most Are Making Little Effort to Motivate/Engage Any Non‐Employees

Q9: How would you characterize your company’s/organizations efforts to proactively engage and/or motivate each of the following types of workers in order that they are fully absorbed by and enthusiastic about their work?


About Half of Companies See Having a Combined Workforce View as Important..

Q12: From what you can tell how much importance does your company HR and executive leadership place on a combined understanding of employee and non employee components of your workforce? (check all that apply)

Important/ Extremely Important = 54%


..And there are a Variety of Barriers to Implementing a Total Talent View of Companies Workforce

Q13. Which of the following are barriers/constraints to your company/organizationAchieving a COMBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of your workforce? (Check all that apply)

Among companies that felt a combined view of employees and non employees was important to have


Suppliers Surveyed are Primarily Staffing Firms

Q14. Which (if any) of these PRODUCTS/SERVICES does your company/organization provide to other companies (check all that apply)


Suppliers Have a More Forward Thinking View of Total Talent Management Than Their Clients

But will face some short term difficulty in gainingacceptance for the need for a solution A need for market evangelism


Suppliers See More Barriers Than Their Clients to Obtaining a Whole Workforce View…

Q18. Which of the following are BARRIERS/CONSTRAINTS to your clients achieving a COMPBINED understanding/view of the EMPLOYEE AND NON‐EMPLOYEE components of their workforce? (check all that apply)


..and Believe that Companies Should be More Proactive in Engagement/Motivation of Non‐Employees Than the Companies Themselves

Q17. What level of effort do you believe your clients SHOULD be making to engage and/or motivate these worker types (v Q9 what level of effort companies believe that they should be making)


They Have Also Been Working on Developing Their Capability to Support Companies

Q15. Indicate WHEN you believe that your company’s products/services will address each of the following categories of workers


Agenda



Companies See The Need to Do More to Engage and Motivate Non‐Employees, But are Still Focused on Employees Much More

Current Effort Levelvs.

Effort Should Make


Companies Who Need To Improve Flexibility or Productivity Have More Interest in Obtaining a Combined Workforce View

Q12 Level of importance in obtaining a combined workforce understanding/view and Q10 Key worker‐related challenge

By Top HR Challenge


Professional Services and Software/Tech Companies Have a Stronger Interest in Visibility

Q12 Level of importance in obtaining a combined workforce understanding/view and Q22 Principal industry


Who Will Lead Total Talent Management?

“The ‘home’ that will drive TTM is one that both naturally grasps its potential and has the influence to enable the initiative to surge forward with momentum.”

President – Management Consultancy


Who Will Lead Total Talent Management?

“Within our company, it is the contingent team that is proactively leading the integration. Due to the level of complexity involved in vetting these workers, understanding how these people work/are motivated and determining the true cost of deployment, this is the best team to advise the organisation on the most appropriate resource to use.”

Director of Staffing – Technology company


Total Talent Management Evolution ‐Where Are We?

Proactive Talent

Integration

EmployeeOnly

EmployeeCentric

Reactive Talent Co‐Existence

Proactive Talent Co‐Existence

Reactive Talent

Integration

Suppressed Siloed Integrated

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

Total Talent Management Maturity Spectrum


Questions for Audience

Is this something you believe in?What will it take to move to the right on the spectrum?What questions do you have?


Towards the Staffing Singularity – The Evolution of Total Talent Management

Barry AsinPresident, Staffing Industry Analysts

Ron Mester,President and CEO, ERE Media

March 19, 2015


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concurrent session: opportunities the staffing singularity ...€¦ · hire, rpo managed by: hr ......

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