start people large account services
DESCRIPTION
start people large account servicesTRANSCRIPT
Start PeopleLarge AccountServices
Table of contents
1 Introduction
2 Market Conditions
2.1 Total cost of ownership
3 Methodology
4 Business Model
5 Organizational Model
6 Service Process
6.1 Process Analysis
6.2 Planning
6.3 Recruitment
6.4 Selection
6.5 Pool Management
6.6 Additional Services
6.7 Business Administration
6.8 Account Management
7 International Recruitment
8 Unique Selling Points
9 References
Appendix
4
6
9
10
12
16
20
22
24
25
28
30
33
34
35
39
41
42
44
1.0 Introduction
5
Start People is a front runner when it comes to
providing services to large accounts with process
service requirements, that often also operate
internationally. These clients are constantly looking
for ways to decrease their cost structure and
increase their returns without making concessions
to the quality of products and services and staff.
This means that increasingly high demands
are set for Start People’s services. Continuous
improvement of the service requires a great deal
of flexibility and innovativeness on Start People’s
part, but is necessary to secure the loyalty of our
clients. This way Start People assists its clients in
further improving their business.
Properly, efficiently and adequately meeting our
clients’ demands requires a uniform approach to
the provision of services to large accounts. The
increasing pressure on margins, both for clients
and for Start People, make this a mutual interest.
The various countries and operating companies
provide different services to large accounts. In
many locations this is extremely efficient and to
the full satisfaction of our clients.
Often one operating company uses the same
approach to service the large accounts, but we
see great differences among the various operating
companies and countries. This manual is based
on the experiences of Start People in the various
countries.
This manual for the provision of services to large
accounts will lead to further harmonization and
standardization of our services. This will result in
greater client satisfaction, larger client shares,
and higher returns. The possibility to use a uniform
cross-border approach will greatly contribute to
Start People’s distinctiveness in Europe.
The guidelines in this manual will be normative for
the provision of services to our clients. Of course,
local and client-specific aspects will not be forgotten.
Eric de Jong
COO General & Specialist Staffing
ACTIVE IN TEN COUNTRIES, USG PEOPLE IS ONE OF
THE TOP 4 STAFFING COMPANIES IN EUROPE.
EVERY DAY MANY THOUSANDS OF LARGE
AND SMALL BUSINESSES AND INSTITUTIONS USE OUR
EXCELLENT SERVICES.
2.0 Market Conditions
7
The demand of our clients is constantly changing.
Reducing the TCO (Total Cost of Ownership) is often
key. By extension, clients require far-reaching
forms of flexibilization. Start People constantly has
to innovate its services in order to comply with the
changing client demand, while at the same time
continuing to surprise our clients with new insights
and proposals for improvement of returns.
The traditional staffing model is no longer always
sufficient. If we look at the client demand in terms
of making life easier, a spectrum arises with the
traditional staffing solution on the one hand and
the outsourcing solution on the other.
The traditional staffing model is on one end of
the spectrum. In this model Start People recruits
and selects candidates and is paid based on an
hourly rate. On the other end of the spectrum is
the outsourcing solution. This solution focuses on
management of the flex population and payment
based on unit prices.
This manual will focus on large account services.
In this model Start People assumes responsibility
for planning, introduction, training, and pool
management of candidates. This is done efficiently,
keeping costs as low as possible, and on the level
of quality required by the client.
Conditions
The large account services are best profiled
for client’s with:
• anannualflexvolumeof40,000hours;
• amaximumof5standardprofiles;
• arequestbasedon80%standardprofiles;
• aclientworkingbasedonaforecast;
• greaterfluctuationsinstaffingdemand;
• StartPeopledirectingallorpartoftheprocess;
• StartPeople’sservicesbeingclosetothe
client’s process.
Figure 1: Various stages of service
Hourly rate
+ =
Hourly rate Hourly rate
STAFFING
LARGE ACCOUNT SERVICES
Pool Management
Management of staffing
Output responsibility
Process optimization
Rate per unit
Training/Retention
Introduction
Planning of staff
Payroll Payroll Payroll
Selection/Testing Selection/Testing Selection/Testing
Recruitment of candidates Recruitment of candidates Recruitment of candidates
Pool Management
Training/Retention
Introduction
Planning of staff
OUTSOURCING
9
2.1 Total cost of ownership
When hiring temporary workers, most organizations
focus on (reducing) the direct costs related to these
activities for example:
• Direct wage costs (price per hour) including
surcharges for irregularity, overtime, shift
allowanceetc.;
• Outofpocketexpensesfortravel,supplies,etc.
However, a significant share of the costs related to
hiring and managing temporary workers are indirect
by nature and include the costs related to all the
activities required to:
• Managetemporaryworkers;
• Manage thesuppliers (‘Vendors’) of temporary
workers.
Evaluating, managing and reducing the costs
related to hiring and managing temporary workers
should focus on the Total Cost of Ownership (TCO)
consisting not only of direct costs but also of
indirect costs. Start People aims to help its
clients to manage and reduce the TCO related to
hiring and managing temporary workers. In order
to do so, Start People has developed a tailor made
and practical approach to help clients to:
• Gain insight in all the activities carried out to
managetheflexiblelabourbase;
• Gain insight in true costs related to these activities
andtheelementsthatdrivethesecosts;
• Identifyandprioritizemeasures to reduce the
TCO of managing the flexible labour base.
Understanding and reducing the indirect costs of
managing the flexible labour base requires insight in:
• The processes & activities of hiring and managing
flexiblelabour;
• Theprocessesandactivitiesofmanagingthe
agenciesthatprovideflexiblelabour;
• Thecostsrelatedtotheseprocessesandactivities;
• Thedriversbehindthosecosts.
3.0 Methodology
11
It all starts with the client and its client needs.
During the negotiations the client needs are
discussed. At a later stage the client needs are
described by way of a partnership agreement. As
soon as the client needs are clearly identified,
an answer can be offered to the key question:
“What decisions need to be made, for purposes
of drawing up a strategy, optimally to meet these
client needs?” For this purpose a methodology is
used based on answering questions relating to the
business model, the organizational model, and
the service process.
Questions relating to the business model:
1. Whom to address? What client needs and
requirements will be met by Start People?
2. What will be offered? What characteristics
should the services satisfy in order to add
value for the client?
3. How will this value be offered?
Questions relating to the organizational model:
4. Whatresourceswillbeused?
5. Howwilltheresourcesbeorganized?
6. What system of measures will be permitted
by management in order to assess whether
the resources perform in the structure as they
should, and what resources management will
use to warrant appropriate performance of
the resources?
Questions relating to the service process:
7. How will the service process be organized in
order to realize the services?
METHODOLOGY:OURCONCEPT
CORE PROCESSES
Planning
Recruitment
Selection
Business Administration
SUPPORTING PROCESS
Resources
Structure Monitoring What How
Target group - Client
Start PeopleOrganizational
Model
Start PeopleBusiness
Model
Figure 2: Our concept
4.0 Business Model
13
When recording the business model three questions
need to be answered:
1. Whom to address? What client needs and
requirements will be met by Start People?
In this respect it is useful for all key people to
be clearly identified with their individual needs
and requirements. Interviews with key people
at the client’s provide an insight into the client’s
expectations as to the services, possible
bottlenecks, etc.
Start People always starts the provision of services
to a new client with an extensive client analysis.
The client analysis provides an insight into a number
of essential points:
• labourmarketdevelopmentandtheindustryin
whichtheclientisactive;
• the client’s organization, departments and
associated competencies and consultative
structure, and the client’s expectations as to
therequiredservices;
• (joint)workingprocesses.
Labour Market and Industry Analysis
The local labour market is mapped to identify where
the available flexworkers are found and whether
sufficient potential is available to continue to
meet the client’s demand. In this context also the
number of employers in the immediate vicinity
with similar profiles is considered.
An insight into the industry in which the client is
active gives a good idea of the field of forces in
which the client operates. This way, Start People
can be a full-fledged discussion partner and
swiftly anticipate changes.
Client’s Structure and Expectations
A good understanding of the client’s structure
helps create a good connection between the
client and Start People. Based on a structured
client analysis form consultative structures, the
DMU,contacts,andallotherrelevantaspectsfor
optimum services are made transparent.
2. What will be offered? What characteristics
should the services satisfy in order to add value
for the client?
The client analysis and interviews will make clear
what primary services are of value to the client
and what additional services may have added
value. It is crucial to test these findings together
with the client?
3. How will this value be offered?
To answer this question, two choices will have to
be made: what partnership model is preferred and
how will we facilitate it?
Partnership Model
In the large account services we are confronted
with high volumes and specific and demanding
client expectations. This may make it necessary or
advisable to work together with other temporary
employment agencies, either within or outside
USG People. There are several partnership models,
each with its own specific working method.
Dependingonthecomplexityoftheclientandits
requirements in respect of making the deployment
of flexworkers easier, various types of partnerships
are distinguished.
Regular Hiring is the “classic” type of service,
typically decentralized with multiple suppliers.
In this model the processes are mainly managed
internally. There is a direct relationship between
the client and the various suppliers.
Multi Vendor & Preferred supplier: In this type
of partnership there is a limited set of suppliers.
These suppliers have been selected by the
client. The client can determine a kind of order
of preference and indicate who the preferred
supplier is. For this type of partnership contracts
and SLAs are usually drawn up.
Master Vendor or Master Supplier: In this
construction there is a single service provider that
centrally assumes coordination, so that the client
has a single point of contact. Usually, in this type,
also second and third tier suppliers are designated.
In a Master Vendor relationship, all orders will
usually go first to the Master Vendor to either be
filled or distributed to secondary vendors. This type
gives more possibilities for direct cost savings on
the billing rate. Here, too, there is a contract, but the
SLAs and processes are usually more customized.
A Managed Service Provider (MSP) is a service
provider that manages suppliers, as well as all
processes relating to the flexible workforce, on
behalf of the client. This way the MSP can measure
the effectiveness of the suppliers against the
client’s requirements. The MSP controls all acts
within the flexible workforce from beginning to
end. Business efficiency is increased as a result
of better monitoring, more information, and more
transparency. Usually a Vendor Management
System (i.e. an integrated e-tool for the total
process) is used in this type of service. This
type offers possibilities, not only for direct cost
savings on the billing rate but also for Total Cost of
Ownership savings.
15
Distribution Model
In addition to the partnership model the distribution
model should also be reviewed: how will we offer
our services to the client? This can be facilitated
in various ways:
• fromoneofouroffices:optingforadedicated
team,andasinglepointofcontact;
• basedonathouseorexhouse:thisisalocation
established close to the client location. The exact
details will depend on the requirements of
the client.
• in-house:anin-housesolutionisthesolution
where the Start People office is integrated with
the client location.
• oracombinationoftheforegoing.Ifclientsdo
not want to have applicants visiting their office,
an at-house or a hybrid form, in which recruit
ment and selection are done at-house, and
planning is done in-house, is more suitable.
In the large account services concept in-house
service is preferred, since good client contacts are
always essential to proper provision of services.
Supply management
Monitoring
Issue management
InformationManagement
Pricing
Operational service delivery
Vacancy filling guarantee
Quality of service delivery
IT support
Entrepreneurship
Scalability
Payroll & billing
Demandmanagement
The extent to which the vendor has a standardized method for management of the entire process vis-à-vis its suppliers
The extent to which the vendor controls the process and the performance of its suppliers
The extent to which problems are resolved structurally and implemented in the client’s total value chain
The extent to which the client is informed of the quality of the overall service
The level of transparency for all parties involved
The extent to which the vendor assures operational service level agreements in the total value chain
The extent to which the vendor guarantees a100%vacancyfillingrate
The extent to which the vendor is able to maketheclientneeds100%cleartothesuppliers
The extent to which the IT infrastructure integrally supports the processes for all the parties
The extent to which the vendor is able to provide cost savings, improvements, and innovations
The extent to which the vendor is able to grow with increased applications/service expectations
The extent to which payrolling and billing are aligned with the client’s processes
The extent to which the vendor has a standardized method for management of the entire application process
Characteristics Description = not applicable= fully applicable
Regular hiring
Multi-vendor
Preferred supplier
Master/neu-tral vendor
MSP
Figure 3: The differences between the various types of partnerships.
5.0 Organizational Model
17
THE ORGANIZATIONAL MODEL REFERS TO ALL THAT IS NECESSARY TO REALIZE THE BUSINESS MODEL. THE BUSINESS MODEL IS A THEORY ON
THE VALUE THAT WE WISH TO CREATE FOR THE CLIENT; THE ORGANIZATIONAL MODEL IS A THEORY ON HOW WE WILL CREATE THAT VALUE.
4. What resources will be used?
We use tangible resources, such as offices, computers,
desk materials, ICT applications, recruitment tools,
etc. to carry out the service processes.
But we also use resources in the form of the
knowledge, skills, and attitude of our own staff. In this
respect the culture of the Start People employees
who successfully carry out the service process plays
an important role. This is characterized by a number
of key themes:
• Aproactiveattitudeandtakingresponsibility;
• Workingbasedonratioratherthanemotion;
• Commitmenttothefirsttimerightprinciple;
• Hands-onandresult-oriented;
• Solution-oriented.
Start People’s own employees are managed
and deployed in the same way as this is done
at the client’s. This means that the employees
are deployed based on their competencies. In
addition, the employees are further developed
by means of training and education, so that they
are multi-deployable.
5. How will the resources be organized?
The success of the service process is particularly
found in a close relationship with the client: more
or less forming part of the client’s process and
culture. This requires an organizational structure
in which elementary business is usually conducted
on site at the client’s. All other activities not
directly affiliated with the basic services, such as
marketing and sales, should be centralized.
Possible partnerships with external partners,
such as other temporary employment agencies,
training centres, schools, benefits agencies,
municipalities, etc., are clearly described.
The organizational model comprises three elements:
19
Roles
The roles can be divided into operational
and management roles.
Operational roles:
• Accounting;
• Recruitmentandselection;
• Planning;
• Poolmanagement;
• Accountmanagement.
Anofficercanholdoneormoreroles.Depending
on the exact wish and scope of the client demand,
the roles are combined or carried out separately.
The roles are shaped depending, inter alia, on the
distribution model chosen.
6. What system of measures will be permitted
by management in order to assess whether the
resources perform in the structure as they
should, and what resources management will
use to warrant appropriate performance of
the resources?
There are different monitoring methods:
• Periodicalverificationoftheadequate
application of Start People’s processes,
procedures, and standardized working method.
This is done by way of a quality audit or self-
assessment. A Self-Assessment is an audit
of a Start People office that is carried out
by the person responsible for that office. The
purpose of a Self-Assessment is: to control
the commercial, financial, strategic, operational,
andcompliancerisks;togainaninsightintothe
existingriskstatusoftheoffice;toidentifyand
initiate improvementactions for theseoffices;
to increase the risk awareness on the part of all
employees in the organization; optimally to
align the self-assessments with existing
Internal Audit processes, if any.
• Verification of the extent towhich the targets
are met. For this purpose the “TAC” (Target-
Analysis-Countermeasure) method can be used.
• Aclientsatisfactionsurvey.
• As adjustment based on KPIs at clients is so
important, this principle is also used for Start
People’s own employees. Virtually the same
KPIsasagreedwiththeclient,suchasvacancy
filling ratio, sickness absenteeism, staff turnover,
andduration,arealsousedasinternalKPIs.
Management roles
The number of management roles will depend on
the number of clients. In each location there is at
least one process manager responsible for the
day-to-day management of the team. A regional
manager manages several locations. An operational
manager manages several regions. The Managing
Directormanagestheoperationalmanagersandis
responsible for the overall management.
Figure4:Example Target-Analysis-Countermeasure
Verdeling FTE’s TT/STP
Target : Partners 20% - STP 80%
Partners
FTE’s TT/STP
100
90
80
70
60
50
40
30
20
10
0Jan Feb Mar Apr May Jun Jul Aug YTD
%
Analysis:
YTD Juli2012
-Partners 19,99% 24,89%
-StartPeople 80,01% 75,11%
ShareFTE’svgljuly2012vsYTD: To do Start People:
To do Start Client:
Counter measure:
6.0 Service Process
21
In addition to a business model and an
organizational model there are also several key
processes. Therefore, the next step is to answer
the following question:
7. How will the service process be organized in order
to realize the services?
The service process (also referred to as the key
processes) is created as the result of aligning
the business model to the organizational model.
The process aims at adding value for the client to
enable the client to realize its business targets.
Start People helps by providing efficient and
effective services.
In addition to its basic services, Start People:
• continuousimprovementofthejointprocesses;
• flexibleservicesaccordingtotheclient’s
requirements;
• supporttotheclientstoenablethemtoprovide
betterservicestotheircustomers;
• insightsintotheprocessesrelatingtodeployment
oflabour;
• proactiveproposalsforimprovement.
The implementation of the process is divided into
a primary and a secondary process. The starting
point for both is an extensive client analysis.
The primary process focuses on the basic services:
• planning•recruitment•selection
Pool management plays a crucial role in connecting
the processes. The account management between
the client and Start People is the connecting
element. This basic process should always be in
orderfor100%.
The primary process can be supplemented both
prior to and during the provision of the services with
value-added services. One may think of planning
permanent staff.
The secondary process focuses on administrative
support of the process and comprises contracting
flexworkers, invoicing, payment of wages, and
reporting.
The various steps in the process are described below.
Account Management
Account Management
Client A
nalysis
Business Administration
Feedback
Continuous Improvement
Planning Recruitment Selection
Pool Management
Basic Services
Expanding Scope
Broadening Scope
•Reporting•Invoicing•PaymentofWages•Contracting
Additional Services
Figure5: Service delivery process
Aprocessanalysisiscarriedouttogainaninsightintothe(joint)workingprocesses.Thethreecornerstonesof
process analysis are interviews, analysis of the data, and the Business Improvement Scan. This approach makes
it possible to gather all the relevant information, to gain an understanding of your business, and to organize the
working processes. In this phase the client’s full cooperation is required to gather all the information.
6.1 Process Analysis
Current process
Total analysis
Analysis of the data
Drawingupanewcontingency plan
Business Improvement Scan
Implementation
Interview
Inventory
Designofnewprocess
Determiningthekeypeople
Submission to, and approval by, the client
Evaluation
Step-by-step plan for process analysis
Start People has developed the Business Improvement Scan (BIS) to obtain an understanding of
the processes relating to the hiring of flexible staff. The BIS focuses on the twelve processes taking
place between the client and the supplier, and identifies the client satisfaction and potential for
improvementforeachprocess.BasedontheresultsoftheBIS,concreteimprovementprojectscan
be set up or savings realized. The BIS is carried out upon commencement of the partnership with the
client. Subsequently, it is carried out on a periodical basis.
Figure 6: Step-by-step plan for process analysis
23
PROCESS 1: Forecast & Planning
• Expected
production volume
• Expectedstaffing
needs
• Reportingand
information
• Supporting
resources
• Satisfaction
PROCESS 2: Request
• Procedurefor
submitting
requests
• Communication
of requests
• Supporting
resources
• Satisfaction
PROCESS 3: Recruitment & Selection
• Jobprofiles
• Selectionmethod
• Selectiontools
• Introduction
procedure
• Leadtime
selection
procedure
• Supporting
resources
• Satisfaction
PROCESS4:Deploymentofstaff
•Matching
competencies
to work
• Aligningstaff
supply
• Poolmanagement
• Exchangingstaff
• Targetgroups
• Satisfaction
PROCESS5:Planning/ Rostering
• Aligning
deployment of
staff to workload
• Communication
• Procedurefor
planning (tools)
PROCESS 6: Placement procedure
• Inflowprocedure
• Contracttypes
• Arrangingcorrect
information
• Assigning
workplace
• Induction
• Satisfaction
Figure 7: Business Improvement Scan (BIS)
PROCESS 7:
HR activities
•Paymentofwages
•Absenteeism
• Reintegration
• Careerandfurther
training
• Assesmentsystem
• Coaching
• Outflow
• Outplacement
• Satisfaction
PROCESS8:Administrative process
• Timerecording
• Paymentofsalary
• Invoicing
• Monitoring
• Satisfaction
PROCESS 9: Management information
• Procedure
for collecting
information
• Monitoring
performance
• Contractual
agreements(KPI
and SLA)
• Supporting
resources
PROCESS10:Savings
• Optimalization
PROCESS 11: Vendor Management
• Clients
• Suppliers
• Agreement
• Satisfaction
PROCESS 12: Communication
• Understandingof
each other’s
working method
• Clear
communication
(structures)
• Satisfaction
The new processes and procedures are coordinated with the client and fine-tuned. All the information
required for good cooperation will be recorded in a contingency plan. The employees involved can refer to
this contingency plan at any time to find the correct information. If necessary, the contingency plan will
also be used for efficient knowledge transfer (backup staff).
Potential assessment and advancement
Flex staff, zero hours contract, qualified and motivated
Stand-by Poolqualified and rapidly deployable
Client permanent internal staff
clientinternal employees
Figure8:Example of a Layered Model
This process is the pivot between Start People’s
services and the client’s process. Unclear
agreements and incorrect or delayed forecasting
can lead to overstaffing or understaffing.
Overstaffing leads to lost returns for Start People.
Undercapacity leads to lost production and, thus,
unhappy clients. Overall, inefficient planning leads
to unnecessary cost increases for both parties. So,
good forecasting is a great mutual interest.
Duringtheclientanalysisthedemandisanalyzed
so as to result in a layered model of various target
groups, competencies, and contract types required
to keep the pool of available flexworkers and active
staff up to date. The layers within the scope of
the service are a precondition for the setup of the
pool. Planning is based on competencies. The
competencies required in the various departments
have been determined during the client analysis.
The competencies of the flexworkers are identified
during the recruitment and selection process.
A planning tool is often required to support the
planning process. The eventual package depends
on the complexity of planning, the client’s wishes,
and the available software packages.
6.2 Planning
25
6.3 RecruitmentA well-organized recruitment procedure is
necessary to keep the scope of the pool, both
quantitatively and qualitatively, up to date. For
a proper composition of the pool means that
sufficient capacity will be available even for ad hoc
requests. The basic forecast, in numbers and on
competencies, supplemented by the contingency, is
leading for the composition of the pool.
Recruitment refers to the process of recruiting
candidates for a certain position. Important in
this respect is the exact definition of a target
group, knowledge of the local labour market,
and a target group-oriented action plan. Topic is
that the recruitment is the selling of the client’s
distinctiveness!
Before commencement of the recruitment process,
it is determined whether the existing pool is aligned
to the client’s wishes, both in terms of quantity
and competencies. If not, the recruitment process
is started.
Target Group
The first step in the recruitment process is the
definition of the target group. The target group
is a group of potential candidates with common
characteristics. One may think of: age, stage of life,
gender, and training level.Defining a target group
is important, because it helps deploying concrete
recruitment campaigns. The message is to reach
the target group. Every target group requires a
customized approach.
The target group is defined as follows:
• Lookatthecompetenciesrequired;
• Translatethecompetenciesintocharacteristics
basedonwhichcandidatescanbeselected;
• Deployfocusedcampaignsforthesetargetgroups.
A good starting point is to analyze the characteristics
of flexworkers and employees currently holding
these positions.
Recruitment Text
The second step is to draw up an appropriate
text that appeals to the target group, clearly and
concretely formulating what exactly is expected
of the flexworker. A clear text makes sure that
potential candidates can send in focused job
applications, which will make the selection
process easier for Start People.
Input for a good text can be obtained as follows:
• Inquire with the existing flexworkers about
whatmakesworkingfortheclientsogreat;
• Analyzetheclient’sfringebenefitsand
explicitly state those in the recruitment text.
Recruitment texts should be written so as
to make clear what this job will mean to the
flexworker (i.e.: we offer, rather than we require).
In this respect it is highly important to give a good
description of the client’s distinctiveness.
Recruitment is preferably carried out together
with the client, because of the attractiveness of
the client’s image and possible cost savings.
Recruitment Channel
The third step is to determine the channels for
the recruitment campaigns. Take a critical look
at the target group. The Internet and the use of
social media are highly suitable for a younger
target group. When approaching housewives,
distributing flyers at schools or supermarkets
may be a more suitable method.
A few examples of recruitment channels:
• Mailingtotheformeremployedstaff;
• Linkontheclient’swebsite;
• Contactingemployedstaff(word-of-mouth
advertising);
• Puttingupanddistributingflyers;
• Advertisementintheclient’sstaff
journal/Intranet;
• Useofsocialmedia;
• UseofadwordcampaignsonGoogle.
Here, too, an inquiry with the existing flexworkers
will offer leads for the choice of channel.
27
Job and Profile Analysis
Recruitment Campaigns
(Telephone) Pre-selection
+ verification of documents
In-depth Interview
(biography + STAR)
Testing
Informing
and Training
Measuring
The last step in the recruitment process is to measure the results. For future campaigns it is highly
important to know the effect of the campaigns and channels used. Based on these ratios even more
focused recruitment channels can be used in the future.
Figure 9: Example of the recruitment funnel
6.4 Selection
Pre-Selection
The candidate is screened for a number of hard
criteria, such as education, experience, salary
wishes, accessibility, willingness to work in shifts.
Pre-selection can be done by telephone, face-to-
face, or on the Internet, based on a form.
Reference Check
A reference check is to avoid surprises down
the road. Furthermore, it gives a professional
impression to the organization where references
are checked.
Business Information
In information sessions potential candidates are
given an introduction to the company, the rules, the
culture,andthejob.Subsequently,thecandidates
may be given a tour of the client’s business by a
Start People employee, possibly in groups, to give
candidates the opportunity to see their possible
future workplace. During the tour the candidate’s
motivation and attitude are specifically monitored.
Individual Interview
In the individual interview the candidate is screened
for the competencies required for the position.
Dependingontheagreementsmadewiththeclient,
at the end of this step the candidate is introduced
to the client.
A thorough interview is to give the recruiter an idea
of who the candidate is. First, the CV, personal
data, education, language skills, computer skills,
professional and technical knowledge, and working
experience are discussed in detail.
Subsequently, the criterion-oriented or competency
-oriented interview will be conducted. The recruiter
verifies whether the candidate has the necessary
competencies and is sufficiently motivated.
Furthermore, the candidate’s personality is
reviewed more closely.
Selection assures that the right candidates are
selected, matching the required competencies.
Carrying out the selection process efficiently
leads to high productivity on the part of employees.
The recruitment and selection processes are
closely intertwined.
The selection process consists of a number of
steps. These steps do not necessarily have to be
carried out in the same order.
29
Testing
Specific additional tests may be used for the client, to test, for example, attitude, competencies, and
skills. Focused testing increases the chance of “first time right”. The test also provides an insight in skills
to be taught, if any.
Registration
Following the individual interview and the test, the candidate is finally and completely registered. This is
necessary for purposes of payment of wages to the flexworker, and is in line with the applicable statutory
requirements. All forms relating to the employee, such as resume, diploma, test results, and other
statements required for the client, are included in the personnel file (preferably digitally).
Situation The situation with which the candidate was confronted.
“Explain a situation in which you had to ...”
Task The candidate’s duties and responsibilities.
“What were your specific duties in that situation?”
Action The action taken by the candidate “What action did you take?”
Result The results achieved by the candidate. “What was the result?”, “
What have you learned?”
S
T
A
R
An example of a competency-oriented interview used for candidates is the STAR method.
Figure10:STAR-method
Pool management assures that competent staff is
available to the client when needed. Proper pool
management is an important precondition for
efficient planning, recruitment, and selection.
Pool management means aligning the composition
and size of the pool based on the client’s forecast,
the availability, and the inflow and outflow of
candidates. Good employment practices are a
crucial link for optimum setup of pool management.
Pool management has three aspects:
• Poolstructure
• Poolmanagement
• Poolretention
Pool structure
The pool is structured by way of drawing up a
selection procedure tailored to the client. This is
based on a pool structuring model to identify and
follow up on the needs and realization.
6.5 Pool Management
Figure 11: Example of Pool Structuring Model
Process step wk1 wk2 wk3 wk4 wk5 wk6 wk7 wk8 wk9 wk10
Portal 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
Start People selection day 200 200 200 200 200 200 200 200 200
Interview 120 120 120 120 120 120 120 120
Inclusion in pool 60 60 60 60 60 60 60 60
Pool after dropout 30 30 30 30 45 45 45 45
Start training programme 24 24 24 24 36 36 36 36
Forecast
Process step wk1 wk2 wk3 wk4 wk5 wk6 wk7 wk8 wk9 wk10
Portal 900 800 700 500 1250 600 1200 1100 1200 0
Start People selection day 175 150 250 175 540 250 220 300 0
Interview 80 60 50 120 90 110 150 0
Inclusion in pool 57 80 45 35 78 80 70 0
Pool after dropout 40 65 35 20 60 55 60 0
Actual Start 36 29 29 15 60 50 50 0training programme
Actuals
31
Pool management
Pool management mainly comprises management
of the pool tailored to the client. A link is created
between the pool and the active flexworkers. In
concrete terms this means that a pool is created
of available flexworkers in addition to the active
flexworkers. This pool is updated on a weekly basis.
The total number of flexworkers in the pool may
vary according to the number of active flexworkers.
The most important elements of pool management
include training and assessment of the flexworkers.
Figure 12: Diagrammatical
Representation of Pool Management
Inflow through recruitment and selection
Outflow through desired andundesirable staff turnover or advancement to other positions or to the client
Non-active without working experience at the client
Active flexworkers
Non-active flexworkers with working experience at the client
Figure 13: Coaching Flexworkers
• Providing,explaining,andsigninginstructions,providing
information book
•checkingshow-up
•contactwithsuperiorabouttheoverallimpressionofthe
flexworker
•contactwithflexworkerabouttheimpressionofthework
at the client’s
•flexworker’sperformance
•flexworker’ssatisfaction
•evaluationandprogressmeetingsabouttheflexworker’s
performance
•exitinterviewaboutreasonsforleavingand/or
opportunities for advancement
•trainingneedsinterview
Before commencement
of work
1st day
1st four weeks
4thweek
Quarterly
Last working week
Throughout the
working period
Start people employees
Flexworker
Start People employees
Start People employees
Superior Start People
employees
Superior Start People
employees Flexworker
Superior Start People
employees Flexworker
Start people employees
Flexworker
When What Who
Training
For the client it is important that the flexworker’s
induction period is limited to a minimum. After all,
induction training takes time and money. Training is
sometimes necessary to ensure that the candidates
have the right basic qualifications.
In addition, training plays an important role in the
flexworkers’ further development, increasing their
employability and satisfaction.
Periodically assess the training needs of the
flexworkers and during regular evaluation and
progress interviews. In addition, make training
a permanent item on the agenda in the consultation
with the client.
Assessment
The assessment interviews are conducted by a
permanent contact of Start People, are scheduled
in advance, and are accurately recorded.
In addition to personal interviews, Start People also
uses input from the client about the flexworkers to
evaluate them. The client’s input is gathered based
on a form, completed by the flexworker’s superior.
The flexworkers are also periodically asked about
the assessment of Start People’s services and the
client’s working conditions.
The results of the assessments may lead to
adjustments of the Start People services to the
flexworkers. Signals about the working conditions
are communicated to the client in the consultative
structure.
The assessment is recorded in the flexworker’s
personnel file.
Coaching
Proper coaching of flexworkers is essential to
limit outflow. Therefore, periodical and systematic
coaching, outside the scope of assessment, is
necessary. As the turnover is often great during the
first few weeks, a great deal of emphasis is placed
on coaching.
33
Pool retention
Pool retention is used for both active and non-
active flexworkers. The purpose is to retain the
commitment of the active, but particularly also the
non-active, flexworkers towards the client. This
will reduce the staff turnover in the pool.
Employee benefits programme
Active and non-active flexworkers can participate
in an employee benefits programme of the client’s
or set up by Start People, to benefit from discounts
on products or services, such as reduced insurance
contributions, discounts on audio equipment, etc.
Monthly call campaigns (non-active flexworkers)
Monthly (or periodical) contacts to check whether
flexworkers who worked for the client in the past
year are still available.
Activities and events
Both groups are invited to, for example, company
parties, Christmas drinks parties, community
website, sports events, performances, or participation
in workshops.
Client newsletter
All flexworkers in the pool periodically receive a
mailing with news updates and other interesting
information about the client.
Competency passport
Before commencement of work, the competencies
of the flexworkers are clearly communicated. The
employees’ competencies are followed upon during
their placement. The competency passport thus
forms the basis for possible improvement. For
the flexworkers the competency passport is an
additional trump card upon outflow.
6.6 Additional ServicesThe provision of additional services by Start People is the next step in the close cooperation with the client.
Important reasons for the provision of additional services are a higher level of client satisfaction, preventing
competitionfromenteringthefield,andahighermarginforStartPeople.Thetargetistohavea100%clientshare.
Additional services can be provided only if the basic services are entirely in order.
Additional services can roughly be divided into two categories:
1. Broadening the deployment of the basic services, e.g. by coordinating with multiple suppliers or for the
client’spermanentstaff;
2. Expanding the scope of the services (e.g. outsourcing services, outplacement, re-integration).
To shape possible additional services it is important to carry out the client analysis on a periodical basis.
Constantly maintain the dialogue with the client in order to gain an insight into possible additional services.
Figure14:Example of a Competency Passport
Business Administration is a supporting process
within the concept. The purpose of accounting is
tohave0%errormarginvis-à-vistheflexworkers,
100%error-freeinvoicingtotheclient.
Error-free accounting starts with structurally
embedding the agreements recorded in the contract
and the SLA and made during the client analysis.
The right choice from the various types of contracts,
e.g. part-time, full-time, or on-call, form the basis
for the next steps in the accounting process.
Complete and correct registration of the candidate
in the selection process, but also a good client
analysis, assure rapid and error-free payment of
wages to the flexworkers.
To facilitate error-free invoicing of the clients and
payment of wages to the flexworkers, a far-reaching
level of digitization is targeted. The organization
of these processes is governed by local legislation
and collective labour agreements, and is in line
with the applicable quality standards (e.g. ISO).
Measuring based on indicators is important to
shapecontinuousimprovement.Duringtheclient
analysistheprovisionalKPIsareidentified.These
are tightened further during the provision of the
services and reported periodically.
TheKPIsarerecordedinaformattoassistinthe
discussions with the client.
Each format includes the following items:
• KPIname;
• KPIdescription;
• WhatdoestheKPImeasure(numbers,
%completeness,%improvement)?
• HowistheKPImeasuredbytheclient?
• HowistheKPImeasuredbyStartPeople?
• Whatisthepossiblepositiveeffectofworking
withthisKPI?
• Whatisthepossibleadverseeffectofworking
withthisKPI?
6.7 Business Administration
ExamplesofthemostcommonKPIsare:
• vacancyfillingpercentage
• vacancyfillingperiod
• hygieneandsafetycertificates
• sickreports.
• averagerate
• agemix
• paymentperiod
• invoicing
• managementreports
• assessmentstructure
• averageterm
• mismatchproduction
• numberofno-shows
• percentageofnoshowreplacement
• undesirablestaffturnover
• phasingpoolstructure
35
Account management is an essential part of bringing together and guaranteeing all aspects of Start
People’s services. In this process evaluation meetings are held with the client to review the results
of the cooperation over the preceding period. Start People uses a clear communication matrix that
structures the various types of evaluation meetings. All Start People and client levels are represented in
order to evaluate and optimize the quality of the service and the cooperation. Important elements of the
communication matrix are the mutual contacts, the frequency of consultation, and the permanent items
on the agenda. Start People records all action items and decisions ensuing from the consultations.
These reports are submitted for approval by the client and form the basis for continuous improvement.
6.8 Account Management
Figure15:Communication Matrix
AGENDAITEMS
TWICEAYEARONSITE• Policyandstrategyevaluation and innovation meetings•Structureofthepartnership• Identifyingandventilating market developments
DAILY•Operationalservices• Expectedsupplyanddemand•Recruitmentcampaigns Discussingpoolmanagement•Complainthandlingand registration
SIXTIMESAYEARONSITE• Structureofthepartnership and contract monitoring• Evaluating/monitoring/ adjustingSLAandKPIs•Marketdevelopmentsand expected supply and demand• Processorganization•Managementreportsand financial developments• Performanceoftheclient’s account team
CLIENT
Strategic level:Management/Procurement
Tactical level:Operational
management of client
departments
Operational level:Local applicants/
team manager
Strategic level:ManagingDirector
Operational Manager
Tactical level:Operational ManagerRegional ManagerLocation Manager
Local process specialists
and dedicated recruiter
START PEOPLE
Management Team
Account Team
OperationalTeam
TEAMS
Innovation Meetings
Innovation meetings are an important aspect of further intensification of the relationship with the client.
Thesemeetings are organized once to twice a year. During thesemeetings future aspects of the further
cooperation are reviewed. Usually the agenda contains two items: continuous improvement and innovation.
For continuous improvement the possible improvement in the client’s end-to-end processes and in Start
People’s own processes is reviewed based on the Lean philosophy. Subsequently, innovations, trends, new
products, and/or solutions, but also experiences with other Start People clients are discussed during the
innovation part of the meeting. The Target-Analysis-Countermeasure tool (TAC) is essential in these meetings.
TheTACisnotonlytoevaluatehowStartPeopleperformsonthedifferentKPI’s,butevenwhenthetargetis
met to see how we can improve even further.
Evaluation Meetings
Innovation Meetings
Current Status
37
39
An important added value of Start People for its
clients is the supply to these companies of flex
migrants from all over Europe. Start People’s
extensive network in the various European
countries allows it to supply qualified staff. The
close cooperation with the Start People colleagues
in the various countries makes it possible to do a
good local screening of candidates.
This service is unique for the following reasons:
• StartPeoplehastheknowledgeandexperience
to recruit the required target group as a result of 12
yearsofexperiencewithanetworkin13countries;
• An established working method of pre-selection
of candidates by means of tight interviewing
techniques (Skype and using a foreign office
network)isused;
• Permanent contacts are maintained by the
native-speaking coordinators with a social and
serviceresponsibilitytotheflexmigrantpool;
• The focus is on properly arranging labour and
healthcareinsurancefortheflexmigrants;
• Accommodationandtransportareorganized;
• All flexmigrants followunique languageand
cultural programmes to help them quickly
adjusttothenewcircumstances.
7.0 International Recruitment
41
Start People’s clients opt for the large account
service for a number of reasons:
• Transparentworkingprocessesclosely
followingtheLeanmethodology;
• Extensiveknowledgeofextendedprocesses
thatcanbeadjustedtotheclient’s
expectationsbymeansofaprocessscan;
• Aclearandunambiguouscommunication
structure with all the parties, assuring proper
flow of information on all levels.
The communication lines are short, clear, and
consistentonalllevels;
• Acontinuousimprovementprocesskeepingall
the parties involved alert, and assuring that
innovationremainsapriority;
• The certainty of correct administration as a
resultofintegrationofanaccountingspecialist;
• StartPeoplehastheabilitytowork
constructively together with other partners to
optimize the inflow both quantitatively and
qualitatively, with an eye for proactive
poolmanagement;
• ProactivesupervisionbasedonKPIsandSLAs;
• Proactiveanticipationofexpectedmarket
developments;
• Proactiveuseoftrainingtoolstobeableto
continuetofillscarcepositions;
• StartPeopleisahuman-orientedorganization
developing a transparent partnership with
respectfortheclient’svalues;
• StartPeopleisastableorganizationandteamwith
a thorough knowledge of the client processes
andculture;
• StartPeopleisapartnerwithmanyideasthat
can be advantageous to the client.
8.0 Unique Selling Points
9.0 References
43
DuringitsyearsofexperienceinEuropeStartPeoplehasalreadysuccessfullyshapedthelargeaccount
services for many companies. Below is a small selection of our clients in the various countries.
FOOD NONFOOD LOGISTICS SERVICES
Appendix: Useful Tools and Templates
45
• ClientAnalysis
• TACSheet
• SelfAssessment
• BusinessImprovementScan
• StandardIntakeSet
• PreselectingForm
• CandidateReviewForm
• KPIReport
• KPITemplate
• KPIOverview
• PoolMonitor
• ActionsandDecisionsForm
These tools and templates are available at Start People
Colophon Editor: Start People Design:most remarkable
Printing: EGP Volume: 500
47
