concurrent session strategy it popular contingent workforce their pros, cons · 2020-03-17 ·...

October 8‐9, 2014 | The Mirage Hotel & Casino | Las Vegas

Concurrent Session – StrategyDesign it Right: Popular Contingent Workforce Program Models, their Pros, Cons

Moderator: Subadhra Sriram, Editor & Publisher, Media Products,Staffing Industry Analysts

Panelists: Peggy O’Neill, Director, Staffing ‐ Contingent Workforce, Disney Matthew Rodger, Managing Director, Contingent Workforce Solutions, Alexander Mann Solutions Carolyn Volovsek, Manager, HR Programs Corporate Human Resources, Fiserv

WED, OCT 8 4:30 PM MIRAGE EVENTS CENTER C1

Sponsored by:


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Design it Right: Popular Contingent Workforce Program Models, their Pros, Cons


Designing A Program

Caveat: One Size DoesNot Fit All


Master SupplierHybrid Vendor Neutral

Most‐Used Terms When It Comes to CW Program Models


Managed Service Program

A Managed Service Program is the coordinated management of a company’s contingent workforce and associated suppliers for the betterment of the company’s operations across four key dimensions: quality, efficiency, cost and risk.


A Managed Service Program can be administered by either a client’s employees or outsourced to a third‐party provider (or both). When outsourced to a third party, the company is often referred to as a Managed Service Provider.

Managed Service Provider


Master supplier – focus is recruiting services Vendor‐neutral, competitive bidding MSP – focus is supply‐chain management services Hybrid programs – focus is recruiting services and supply chain management services

Common Managed Service Program Models


A master supplier assumes overall responsibility for providing a client with temporary workers. All requisitions/orders usually go first to the master supplier either to be filled or distributed to sub‐contract suppliers. Scope of service typically includes program office, on‐site/ “vendor on premise,” rate intelligence, invoicing and accounting, electronic requisitioning and time keeping, back‐office support, on/offboarding, headcount and accrual reporting, sub‐tier/associate vendor management, and recruitment services.

Master Supplier


Vendor‐Neutral, Competitive Bidding Managed Service Program All staffing suppliers are given an equal opportunity to fill each order without the MSP giving preference to a specific supplier. Suppliers are selected for each order based on the same criteria as defined by client policy. If the managed service program is administered by a third‐party provider, that provider often is restricted from filling its own orders or deciding which orders are routed to any supplier


The Vendor‐Neutral MSP


Hybrid Program

A hybrid MSP is the blending of different sourcing model attributes to manage a contingent workforce program. This model may differ by skill or geography. For example, one provider may act as the master supplier for light industrial positions while suppliers may compete for IT positions using a vendor‐neutral model across a number of different vendors. (Given that a vendor‐neutral solution has the ability to cast a wide net for critical skills, we see a higher prevalence of vendor‐neutral in IT.)


Sourcing Model Traits to Consider When Designing a Managed Service Program Rate elasticity ‐ how rates vary per requisition/order Competitiveness ‐ number of suppliers and the distribution of requisitions/orders Vendor integration ‐ degree to which external resources are used to administer the program


Different sourcing models for different skills (e.g. master supplier for clerical) Different sourcing models for different locations (e.g. master supplier in U.K.) Situational flexibility (e.g. urgent bulk staffing) Hybrid teams (e.g. third‐party managed service provider and internal client recruiters)

Sourcing Model Decisions Should Be Evaluated Per Skill and Location


OverviewContingent Workforce Management (CWM)

Center of Expertise (COE)

14

15

Total Workforce Accounted For

Total Workforce

Management

Total Workforce

Management

EmployeesStaffing

EmployeesStaffing

ContingentWorkforce*CWM / S&P

ContingentWorkforce*CWM / S&P

*Agency Temps, IC’s,SOW/Professional Services& Outsourced Vendors

Issues regarding process, standards and support

16

Independent Contractors

(ICs)


(ICs)

SOW / Professional

Services

SOW / Professional

Services

Outsourced Vendors

Outsourced Vendors

Staff Augmentation/Agency Temps


Streamlined process eliminates confusion

17


(ICs)


(ICs)

Professional Services

Professional Services

Outsourced Vendors

Outsourced Vendors

Staff Augmentaiton/Agency Temps

Staff Augmentaiton/Agency Temps

HR-CWM COE

S&P COE

Legal

Internal CWM: Pros & Cons

Pros Cons•Expertise on Contingent Workforce Program

•Integrated Talent Acquisition/Staffing Strategy (FTE & CW)

•Maintain Corporate Knowledge of Contingent Talent Pool

• Cost Savings

• Responsibility of developing function requires management, time and effort

• For Meeting Program Objectives• For day-to-day Administration • For Issues Management

18

Outsource (MSP): Pros & Cons

Pros Cons

•Expertise on Contingent Workforce Program Management

• Work under a Service Level Agreement

• Loss of control of CW Resource Pool

•Added Cost (additional middle man)

19

Hybrid Model

Internal MSPStaff Augmentation/Agency Temps and IC’s

External MSPStaff Augmentation/Agency Temps

Most of Enterprise is managed by internal CWM team• Maintain corporate

knowledge of contingent worker pool

• Integrated Talent Acquisition strategy between CWM and Staffing team

• Integration between CWM and Sourcing & Procurement

• Understand the ebbs and flows of departments

• Have better internal intelligence

We utilize the external MSP for the following reasons: • Timeliness• Expertise on Contingent

Workforce Management Program

20

HR – CWMHR – CWM

Enterprise Single Point of Entry System

Single Point of

EntryVMS

21

Sourcing & Procurement Sourcing &

Procurement


(ICs)


(ICs)Professional

ServicesProfessional

Services

Outsourced Vendors

Outsourced Vendors



…results in clarity of process, improved efficiency and increased accountability

Contingent Staffing at Fiserv

Carolyn VolovsekManager, HR Programs

2014 Staffing Industry Analysts CWS Summit

© 2013 Fiserv, Inc. or its affiliates.

About Fiserv

• Leading provider of financial services technology solutions to financial institutions

and businesses worldwide

• Best-in-class solutions in five strategic competencies

• Trusted by 14,500 clients

• Named to FORTUNE® magazine's World's Most Admired Companies list in the

financial data services category


Fiserv’s Contingent Workforce Program Model

• Fully outsourced MSP and VMS Model• Internally managed within HR Operations with support and

partnership with Enterprise Strategic Sourcing• Prior to 2012, program was a Master Vendor Model• In 2012, renewed contract with MSP and refreshed program model

and transitioned to Hybrid Program• Master Vendor for Light Industrial locations (may differ by location)

• Built in secondary and tertiary support when needed• Vendor Neutral model for Clerical, IT/Technical, and Professional

categories• Business Group Specific Tiered Vendor lists


Fully Outsourced Model Serves Fiserv Well

• Fully outsourced MSP and VMS Model

• Internally managed within HR Operations with support and

partnership with Enterprise Strategic Sourcing

• Prior to 2012, program was a Master Vendor Model

• In 2012, renewed contract with MSP and refreshed program model

and transitioned to Hybrid Program


Why a Hybrid Model?

• Feedback from program stakeholders• Not a one size fits all Company• Needed to drive program compliance


Benefits of a Hybrid Model

• Increased end user satisfaction• Light Industrial businesses get the support they need from a local

supplier• Businesses with IT/Technical and Professional needs get benefit of

varied supplier base • Businesses with Group Specific or Tiered vendor structures have

ability to work with specialized suppliers


Challenges of a Hybrid Model

• For Master Vendor businesses

• Ensuring local contact within staffing agency is the right fit

• Putting in place secondary and tertiary support when needed

• Managing performance of primary supplier

• For Vendor Neutral businesses

• Supplier management-do we have the right mix in place?

• Quarterly supplier scorecards and rationalization

• Supplier participation


Key Takeaways and Lessons Learned

• Involve your key stakeholders early

• Touch base with your key users often• Be flexible


DIGITAL SURVEYS

Don’t forget to rate thissession as you exit.

Design it Right: Popular Contingent Workforce Program Models, their Pros, Cons

concurrent session strategy it popular contingent workforce their pros, cons · 2020-03-17 ·...

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