securing talent supply chain
TRANSCRIPT
securing your talent supply chainpresented by:Vinos Samuelsenior manager - MSP
agenda•reasons for hire
•suppliers - an integral part
•MSP supplier management•case study
•technology
•why suppliers like MSP
•what’s ahead?
agenda
reasons for hire
•skills gap•seasonal workload
•adhoc projects
why hire contingent
recent client scenarioreason for hire
usage of contingent workers in the next 5 years
source: Staffing Industry Analyst
suppliers - anintegral part
talent supply management is key
MSP supplier management• objectives
• methodology
• tiering
• structured performance management
• communication
• audit
strengthening program-level governance, transparency and risk management
objectives of supplier management
alongside existing business demands
active management and development of the supplier network
enhancing the reporting, performance measurement and operational analytics
access to critical and sought-after talent
analytics
visibilitymanage change
ensuring continuity of supply
monitored continuous improvement
end-to-end process governance
open book policy
leverage spend to negotiate best rates
controlled, transparent vacancy distribution
in-house supplier partner manager
improve suppliers’ knowledge
philo
soph
yse
lect
ion
man
agem
ent
supplierperformancemanagement
biannual reviewmeeting
managementreporting
service levelagreements
quality questionnaire & survey
quality reviews
balancedscorecard
salary benchmarking
performance monitoring
supplier selection
gap analysis
identify supply chain
engagement models
MSP VMS(technology)
nichesuppliers
diversitysuppliers
MSP(optional)
externalsuppliers
MSP VMS(technology)
MSP or key supplier
niche suppliers
externalsuppliers
diversitysuppliers
vendor neutral
master vendor
MSP VMS(technology)
blended
MSP or key supplier
MSP(optional)
niche suppliers
externalsuppliers
diversitysuppliers
niche suppliers
externalsuppliers
diversitysuppliers
hybrid
supplier network
supplier networksupplier network
supplier tieringProject
Management Office (PMO)
Client
IT/Professional Admin/Clerical/ Light Industrial
Vendor neutral
IC SOW
location
category
strategy
fulfillment
SupplierSupplierSupplier
SupplierSupplier
Tiered
SupplierSupplier
Supplier Payroll Supplier
Master Vendor
Supplier
Additional geographies
considerations•labour category•location•talent availability•performance of existing supply chain•speed to production•niche requirements
governancemonthly catch-upsweekly calls
supplier forums newslettersperiodic reviews
performance management
supplierperformancemanagement
biannual reviewmeeting
managementreporting
service levelagreements
quality questionnaire & survey
quality reviews
balancedscorecard
performance managementbalanced scorecard
operational performance
relationship quality
risk
supplier scorecardQ1 - 3 2014
supplier audit process1
PMO communicates to shared service of Audit start/end date
2 PMO provides Audit Specialist w/quarter active contractor detail & supplier contact info
3Audit Specialist selects the appropriate % to audit
4 Audit Specialist creates & distributes a template letter, data to be submitted to each supplier
5Supplier submits document s to Risk Specialist for review
6 Risk audits all documentation provided by supplier
7 Risk communicates final results to Supplier Specialist
8Supplier Specialist coordinates call to review in detail with PMO
9 Supplier Specialist will communicate final corrective action plan to Risk, Risk to communicate to supplier
• insurance documents
• offer letters• NDA• background
check documents
•strong supplier engagement•coaching performance to create greater opportunity
•supplier rationalisation – right-size panel
•monitor and review SLA performance•information sharing - (business intelligence and market information)
•communication•client expectations •performance management practices
•reduce non-panel activity•tighter compliance to recruitment, on-boarding and off-boarding
•legislation requirements
outcomes of oursupplier management approach
• increased hiring manager and supplier engagement measured through satisfaction surveys
• considerable reduction in time to fill
• achieve greater than 90% compliance to Supplier Panel (best practise is typically 85%)
• risk reduction
• driving hiring efficiencies• reduction in fill time• risk reduction• increased candidate
attraction
consistency
quality
compliance
case study
IT software and services client
quality of submission
3:1HM satisfaction
87%
rate card compliance
90%panel compliance
95%
Scenario: •vendor selection and empanelment was BU/HM function•not an optimized panel•no vendor performance management in place•no visibility into rates/spend
evolution
2011●supplier partnership reviews●scorecarding
2013●satisfaction surveys●quarterly newsletters●audit
current●state of optimisation
2014●supplier summit●formalised corrective action process●tiering
2012•panel optimisation•program policy documented
scenario•no baselines on spend or SLA’s•no improvement strategy in place
technology
tools for supplier management
why suppliers like MSP
why suppliers like MSP
• forecast & analytics
• six sigma methodology
• going mobile
• integrated talent management solutions
what’s next?
• six sigma, lean or other process & quality initiatives
• workforce planning & forecasting
• predictive analytics – Talentradar
• improved scorecards
• go mobile
• independent contractor, perm, SOW
looking ahead
2
Q & A
the human intelligence advantage