Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12

Transcription

1 THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity The Evolution of Total Talent Management Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media

2 DIGITAL SURVEYS Don t forget to provide feedback Towards the Staffing Singularity The Evolution of Total Talent Management Rate this session by accessing the evaluation from your Conference Mobile Community OR tap the ipad screen as you exit.

3 Agenda Total Talent Management Overview The Current State of Play Into the Future

4 Traditional Talent Management Viewpoint Talent Acquisition Modes Traditional employees Managed By: HR Recruiters, Direct Hire, RPO Talent strategy and business alignment Metrics and Analytics Workforce Planning Compensation/Benefits Learning and Development Career and performance management Contingent Temps, IC, SOW & Internal stretch Agencies, MSP/VMS, Direct IC Outsourced services Consulting & Outsourcing Firms Managed By: HR and Procurement Managed By: Procurement

5 Total Talent Management Integrates Flex Work, Non Employee Labor and Traditional Employees Talent Acquisition Modes Traditional employees Managed By: HR Recruiters, Direct Hire, RPO Talent strategy and business alignment Metrics and Analytics Workforce Planning Compensation/Benefits Learning and Development Career and performance management Contingent Temps, IC, SOW & Internal stretch Agencies, MSP/VMS, Direct IC Outsourced services Consulting & Outsourcing Firms Managed By: HR and Procurement Managed By: Procurement

6 SIA and ERE Definition of Total Talent Management What 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.

7 One Application of Total Talent Management: Which Resource to Use and in What Ratio? Source: Staffing Industry Analysts

8 For Employers Contingent Labor Addresses Variability in Demand Source: Staffing Industry Analysts

9 For Employers Contingent Labor Addresses Variability in Demand Source: Staffing Industry Analysts

10 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?

11 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 A holistic capability offering Volt Consulting Group - Total Talent Management Solutions - Blending recruiting of both contingent and perm workers

12 An Evolution in Contingent Workforce Management Value Decentralized Several suppliers Procurement done on an ad hoc basis Management done internally Preferred suppliers Selective set of suppliers selected Contracts in place Service level agreements (SLA s) in place 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 Customized SLA s and process 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 Customized SLA s and process 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 Source: Staffing Industry Analysts Time

13 Total Talent Management Evolution Total Talent Management Maturity Spectrum Suppressed Siloed Integrated Employee Only Employee Centric Reactive Talent Co Existence Proactive Talent Co Existence Reactive Talent Integration Proactive Talent Integration Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

14 It s Your Turn Poll of Audience/Discussion

15 Agenda Total Talent Management Overview The Current State of Play Into the Future

16 About SIA and ERE Joint Research on Total Talent Management Goal to explore the current state of Total Talent Management and understand its future direction Conducted in September 2014 March Review of third party literature - Detailed interviews with a dozen experts and practitioners - Global survey of 628 suppliers and executives Preliminary results shared today Full report scheduled for end Q1 2015

17 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 Leader US Transportation Company

18 Survey Respondent Demographics Work location all respondents 10% 21% US/Canada Europe ROW 69%

19 Survey Respondent Demographics Companies

20 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

21 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?

22 Companies Have a Range of Their Workforce Comprised of Non Employees 90th Percentile 46% 75th Percentile 26% Median 16% 25th Percentile 6% 10th Percentile 6% 0% 10% 20% 30% 40% 50%

23 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)

24 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?

25 ..And let Individual Managers Make the Majority of Decisions on Worker Type Suggesting 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

26 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?

27 About Half of Companies See Having a Combined Workforce View as Important.. Important/ Extremely Important = 54% 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)

28 ..And there are a Variety of Barriers to Implementing a Total Talent View of Companies Workforce Among companies that felt a combined view of employees and non employees was important to have Q13. Which of the following are barriers/constraints to your company/organization Achieving a COMBINED understanding/view of the EMPLOYEE AND NON EMPLOYEE components of your workforce? (Check all that apply)

29 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)

30 Suppliers Have a More Forward Thinking View of Total Talent Management Than Their Clients But will face some short term difficulty in gaining acceptance for the need for a solution A need for market evangelism

31 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)

32 ..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)

33 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

34 Agenda Total Talent Management Overview The Current State of Play Into the Future

35 Companies See The Need to Do More to Engage and Motivate Non Employees, But are Still Focused on Employees Much More Current Effort Level vs. Effort Should Make

36 Companies Who Need To Improve Flexibility or Productivity Have More Interest in Obtaining a Combined Workforce View By Top HR Challenge Q12 Level of importance in obtaining a combined workforce understanding/view and Q10 Key worker related challenge

37 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

38 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

39 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

40 Total Talent Management Evolution Where Are We? Total Talent Management Maturity Spectrum Suppressed Siloed Integrated Employee Only Employee Centric Reactive Talent Co Existence Proactive Talent Co Existence Reactive Talent Integration Proactive Talent Integration Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

41 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?

42 Towards the Staffing Singularity The Evolution of Total Talent Management Barry Asin President, Staffing Industry Analysts Ron Mester, President and CEO, ERE Media March 19, 2015

43 DIGITAL SURVEYS Don t forget to provide feedback Towards the Staffing Singularity The Evolution of Total Talent Management Rate this session by accessing the evaluation from your Conference Mobile Community OR tap the ipad screen as you exit.

44 GIVE US FEEDBACK We value your feedback. Please turn in your conference evaluation in the evaluation boxes OR provide feedback on the Mobile Community.