Total Workforce Management Ensuring the Right People are on the Right Projects at the Right Time

Transcription

1 Total Workforce Management Ensuring the Right People are on the Right Projects at the Right Time

2 Before We Begin No Handouts Ask questions through the Q&A widget Recorded session will be available starting tomorrow

3 Today s Speakers Joseph Kornik Publisher and Editor-in-Chief Consulting magazine Lisa Disselkamp Director Deloitte Consulting Todd Hollowell Chief Operating Officer Impact Advisors Patrice Cappello North America Industry Lead,Professional Services Industry SAP

4 Highly Confidential Do Not Distribute Total Workforce Management Ensuring the Right People are on the Right Projects at the Right Time November 5, 2015

5 Highly Confidential Do Not Distribute Presenter Information Lisa Disselkamp Director Deloitte Consulting LLP

6 Highly Confidential Do Not Distribute Deloitte Consulting LLP

7 Highly Confidential Do Not Distribute A more than $12 billion practice across three service areas Human Capital Organization Transformation & Talent HR Transformation Actuarial, Rewards & Analytics Strategy & Operations (S&O) Finance M&A Strategy Enterprise Cost Management Shared Services & Outsourcing Supply Chain & Manufacturing Operations Industry Operations Enterprise Applications including SAP, Oracle and Emerging Solutions Technology Integration, including Systems Integration, Information Management and Technology Advisory Outsourcing services Technology Source: Deloitte 2015 Global Report

8 Highly Confidential Do Not Distribute Deloitte Consulting LLP Awards & Recognition Leadership in the market Gartner has ranked Deloitte as the No. 1 global consulting organization For the fifth consecutive year, Gartner has ranked Deloitte member firms as the number one global consulting organization based on 2014 market share revenue in their report Market Share Analysis: Consulting Services Worldwide, Deloitte named a leader for business consulting globally by IDC For the fifth consecutive year, IDC has named Deloitte Consulting member firm practices and advisory businesses globally as a leader in worldwide and regional consulting capabilities and business strategies. Deloitte Consulting client wins Government Transformation Award of Excellence Our automation and enhancement of the disability insurance system for California s Employment Development Department was chosen for the award over 30 other California state IT projects. Deloitte recognized globally for 4th consecutive year in The World s Best Outsourcing Advisors for 2014 IAOP s ninth annual ranking recognizes Deloitte s advisory capabilities Consulting Magazine's top 25 consultants of 2014 Christina Bieniek, principal, Deloitte Consulting LLP was named as one of the top 25 consultant of 2014 by Consulting Magazine. Kennedy has named Deloitte a global leader in HR Transformation Consulting Deloitte named a global leader in HR Transformation Consulting Consulting based on breadth and depth of capabilities by Kennedy; Source: Kennedy Consulting Research & Advisory; Talent Management Consulting 2015; Kennedy Consulting Research & Advisory estimate 2015 ALM Media Properties, LLC. Reproduced under license

9 Highly Confidential Do Not Distribute Deloitte Consulting LLP Awards & Recognition Commitment to people Deloitte ranked a best consulting firm to work for in 2016 Vault rankings Deloitte Consulting ranked #4; also, ranked #1 best consulting firm for Operations Consulting and #2 for Public Sector and Health Care Consulting. The 2015 Best Companies for Leaders Deloitte has been named by Chief Executive magazine as 2015's #1 Private Company for Leadership Development. Working Mother magazine recognizes Deloitte for its flexibility, innovation, and family-friendly initiatives This is the 21st year Deloitte has been named to Working Mother s 100 Best Companies list and ninth consecutive year for multicultural women. Fortune s 100 Best Companies to Work For 2015 For the 16th time since 1998, Deloitte has been named in Fortune Magazine's list of the "100 Best Companies to Work For." Consulting Magazine s The Best Firms to Work for 2014" Deloitte Consulting has been listed in Consulting Magazine s The Best Firms to Work for 2014.

10 Highly Confidential Do Not Distribute Deloitte Consulting LLP Total Workforce Management 10

11 Highly Confidential Do Not Distribute How engaged is the US workforce today? What is employee engagement? Employee engagement is heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work. For consulting this is critical to our success. Women are slightly more engaged than men Disengaged Managers create disengaged employees 28% 33% Managers Engagement Employee Engagement 75 th percentile and above 79% 18% 3% 59% more likely to be engaged 53% 50% 50 th to 74 th percentile 62% 32% 6% 19% 17% Less than 50 th percentile 50% 43% 7% Actively Disengaged Not engaged Engaged Actively Disengaged Not engaged Engaged According to research, of the ~100 million people in America who hold full-time jobs, only 30 million (30%) are engaged and inspired at work. Source: Gallup Research, January 28, 2015, Majority of U.S. Employees Not Engaged Despite Gains in 2014

12 Highly Confidential Do Not Distribute Challenges in the Consulting Industry In an era of heightened corporate transparency, greater workforce mobility, and severe skills shortages, issues such as corporate culture, individual engagement, and retaining top talent have emerged as top issues for business leaders, especially in consulting. Deloitte has addressed this dynamic environment through three efforts: Big Firm, Small Feel Initiative, Enhanced Resource Management, and Flexibility & Predictability Practices. Resource Management Big Firm, Small Feel Flexibility & Predictability Practices

13 Highly Confidential Do Not Distribute Increasing Engagement: Big Firm, Small Feel Big Firm, Small Feel Resource Management Big Firm, Small Feel Flexibility & Predictability Practices Background Over the last five years, Deloitte Consulting has grown its workforce aggressively. In an effort to ensure the continued satisfaction and development of our practitioners, we are focused on enhancing engagement. Big Firm, Small Feel aims to maintain the best of who we are and to make improvements where needed to promote culture and community while we continue to grow. Approach The firm leveraged internal resources and external research to analyze our culture, identify our strengths, and pinpoint areas for improvement. All Hands Meeting Innovation exercise generated 250+ unique ideas Internal analysis closer look at Deloitte-internal trends and survey findings 46+ focus groups across 21 offices Review of our results compared to our competitors in external rankings One-on-one interviews with Deloitte SMEs Developed recommendations to make targeted improvements where our people experience our culture: On Projects In the Office Within Networks In-depth review of 10 firms with high growth and strong cultures Analysis of leading research on culture, growth, and employee engagement

14 Highly Confidential Do Not Distribute Employee Engagement Focus Areas After identifying three major focus areas, targets were established and impacts measured on a quarterly basis to track improvements. Resource Management Big Firm, Small Feel Flexibility & Predictability Practices Focus Area Flexibility & Predictability Culture & Connectivity Career Development Global Rollout Description Retain staff by increasing flexibility and predictability; demonstrate that flexibility and predictability are possible Focus on impact instead of quantity; prioritize high quality client service and reduce night/weekend burden Reinforce Culture of Purpose, Core Beliefs, Moments that Matter, and Brand Positioning in a cohesive manner Encourage project managers and leadership to take ownership of junior staffs culture experience Connect leaders to practitioners through in-person visits Build culture and connect communities in networks, on the project, and in the office Bring skill development to projects to build capabilities, enable each level to coach and deliver project-based strengths-focused feedback Enable practitioners to have greater control over their careers and achieve staffing satisfaction by getting engaged in their area of interest Implement employee engagement initiatives globally while considering regional / country specific needs to enhance practitioner experience Statistics from the 10,000+ survey responses: 80% of practitioners reported that their projects implemented engagement practices 1 74% of practitioners were satisfied with their current worklife fit 1 65% of practitioners reported satisfaction with the engagement practices being implemented on their projects 1 78% of practitioners were confident in achieving future work-life fit 1 90% goal (FY16) 60% 56% 74% 80% goal (FY16) Jun Jan Apr Jul 77% 80% 69% 73% 74% 53% 56% 65% 65% 74% 77% 78% 1 Percentage based on the number of respondents that agreed or strongly agreed to the statement

15 Highly Confidential Do Not Distribute Who s Right for the Project? With thousands of skilled employees, it can be a tough choice. Deloitte s comprehensive Resource Management deployment process is designed so that the right people are staffed on the right projects. Employee Preferences Employees interests and skills are taken into account through discussions with their counselors, Resource Managers, and surveys or questionnaires. Resource Management Resource Managers Resource Managers (RMs) search local opportunities based on employee preferences, skills, availability, and professional goals. They are also involved in performance reviews so that they are fully aware of the practitioner s skillsets, career goals, strengths, development needs/performance concerns and can propose practitioners for appropriate projects. Big Firm, Small Feel Flexibility & Predictability Practices Deployment Decision Guide Reference tool consisting of a comprehensive set of questions and considerations designed to aid an RM in arriving at the optimal staffing solution. Practice Operations In addition to managing the transactional aspect of deployment, there are several metrics, activities, and considerations that play a key role in practice operations, which help RMs decide the right people for the project.

16 Highly Confidential Do Not Distribute Are Employees Still Motivated? Everybody needs a break. Deloitte came up with a way of providing breaks for employees while they re still on the job with the Flexibility and Predictability (F&P) practices. These options were demonstrated effective in enhancing employee engagement. Resource Management Big Firm, Small Feel Flexibility & Predictability Practices Project fundamentals Baseline Work-Life Fit Project Expectations All projects adopt practices to lay the foundation for work-life fit on the project norms and moratoriums rules for when s can/cannot be sent Coverage schedules coverage for team members during time away Meeting norms and moratoriums rules for when meetings can/cannot be held Project Team Flexibility & Predictability Options Teams choose the best options to fit their team, project, and client needs at various stages of the project lifecycle Flexible place (Flexible deployment options) 3/4/5+ arrive later on Monday and return home for dinner on Thursday 2/3/5 work Monday-Wednesday or Tuesday-Thursday at the client Virtual work travel to the client only as needed Office-based rotate through applicable Deloitte offices to give everyone time at home Rotational weeks some weeks on-site, some weeks off-site Client liaison one team member on-site to sustain the client relationship Rolling schedule travel at different times for ongoing coverage Predictability (Predictable time) Core Work Hours team members identify the hours during which they are expected to be productive, available, and accessible Dedicated Time Off team members choose a predictable unit of time during which they completely "turn off" from work and focus on personal interests and/or needs

17 Highly Confidential Do Not Distribute Flexibility & Predictability Impact We established targets and then measured F&P adoption on a quarterly basis; we also tracked improvements in work-life fit satisfaction and voluntary attrition. Big Firm, Small Feel Resource Management Flexibility Flexibility & & Predictability Practices Practices Statistics from the 10,634 July survey responses: 90% goal (FY16) The most commonly reported F&P practices on projects are: F&P Practice Percent Implemented 80% of practitioners reported that their projects implemented F&P practices 1 74% of practitioners were satisfied with their current worklife fit 1 65% of practitioners reported satisfaction with the F&P practices being implemented on their projects 1 78% of practitioners were confident in achieving future work-life fit at Deloitte 1 74% 77% 80% 60% 80% goal (FY16) 69% 73% 74% 56% 53% 56% 65% 74% 77% 78% 65% 2/3/5 Dedicated Night Off Rolling Schedule Client Liaison Norms 3/4/5+ Rotational Week Meeting Norms Virtual Office-based Coverage Schedules Core Work Hours 7% 8% 14% 11% Increases in Rolling 8% 12% Schedule, 3/4/5+, and Rotational Week as well 11% 12% as Virtual and Officebased work may be 15% 12% driving the increase in 12% satisfaction 15% 12% 15% 15% 15% 17% 24% 20% 24% 33% 30% 35% 31% 1 Percentage based on the number of respondents that agreed or strongly agreed to the statement Jun Jan Apr Jul

18 Highly Confidential Do Not Distribute Managing Talent for Success Deloitte s total workforce management approach works to address top challenges in the Consulting industry and delivers enhanced employee engagement and motivation, which contribute to continued business success. Employee preferences Practice operations Deployment decision guide Resource managers Who s right for the job Big Firm, Small Feel Initiative Big organization benefits Personalized feel Inclusive & diverse culture Career development Investing in our people Resource Management Flexibility & Predictability Practices Project expectations Work-Life balance Flexible place Core work hours Predictable schedule Keeping people happy.

19 Highly Confidential Do Not Distribute About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a detailed description of DTTL and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte network ) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

20 Total Workforce Management: Ensuring the Right People are on the Right Projects at the Right Time Todd Hollowell, Chief Operating Officer 20 Impact Advisors, LLC. All rights reserved. November 5, 2015

21 Quick Introduction

23 Firm Facts HIT Consultancy Founded in 2007 National and virtual 170+ consultants and growing; employees, not contractors Growth managed through quality Focused on client outcomes and Associate careers Unplanned turnover rate under 5% 23 Impact Advisors, LLC. All rights reserved.

24 GREAT SERVICE Industry Recognition GREAT CULTURE Best in KLAS ( ): Best Overall Service Provider ( ) Planning and Assessment ( , 2012) Clinical Implementation Principal ( ) HIE Consulting (2012) Among top 10 Best in KLAS in Vendor Selections, Planning and Assessment and Clinical Implementation Supportive categories ( ) Among Healthcare Informatics Top 100 (2009, 2012, 2013, 2014) Among Inc. 5000: America s Fastest Growing Private Companies by Inc. Magazine ( ) Among Crain s Chicago Fast Fifty ( ) Among The Channel Company s CRN Solution Provider 500 (2015) Best Firms to Work For by Consulting Magazine #1 (2009), #2 (2010), #2 (2011), # 7 (2012), #12 (2014), #6(2015) Best Places to Work by Modern Healthcare #33 (2010), #3 (2011), #5 (2012), #52 (2013), #34 (2014), #16 (2015) Also among Largest Revenue Cycle Management Firms (2014) And among Largest Healthcare Management Consulting Firms (2014) Among Achiever s 50 Most Engaged Workplaces (2012) Among Becker s Healthcare Top 150 Best Places to Work (2015) 24 Impact Advisors, LLC. All rights reserved.

25 Why Impact Advisors Is Different We are privately held and have no debt. We have created an internal structure that minimizes overhead and effectively aligns incentives for all our Associates. We operate under a practitioner-based model everyone does client work to stay current and close to the market. This structure allows us to hire the best people without inflating billing rates. We excel at Advisory, Implementation, and Optimization services We hire experienced and proven experts. We resist the temptation of the current healthcare IT bubble by: Managing our growth; Rigorously screening candidates; and Only hiring team players that share our collective values. 25 Impact Advisors, LLC. All rights reserved.

26 Workforce Management

27 Starts with Recruiting Identifying the Right Associates Sourcing Screening Instincts Attributes of the Right Associate Cultural Fit Passion for Healthcare IT Teamwork Commitment to Client Service Hiring the Right Associate Attract the Right people Candidate experience Leave a lasting impression All Associates are W2 salaried we believe it makes a difference 27 Impact Advisors, LLC. All rights reserved.

28 The Right Opportunity for the Right Associate Know our Associates Career Goals and Professional Development Plan is known Current Role/Assignments are published along with core skills and Associates wants Coach Involvement early and often weekly staffing calls ensure communications/expectations/needs Choose the Right Opportunities Not every opportunity is the right fit; be willing to pass or look for other alternatives (such as Contingent Workforce/external assistance) Staff the right person and guarantee delivery Trust our Associates to deliver Provide safety nets as needed Ensure accountability and recognize success 28 Impact Advisors, LLC. All rights reserved.

29 Contingent Workforce Contingent Workforce Management (CWM) strategic approach to managing an organization's contingent workforce to reduce the company's cost and mitigate the company's risk as opportunities allow. We all know the Advantages and Disadvantages Advantages Disadvantages Flexibility in type and amount of resources Lack of loyalty to Organization/Employer Save costs in benefits and taxes (most times) Disrupts organization's or team s morale Access to expertise not present internally Training costs Savings in long-term compensation costs 29 Impact Advisors, LLC. All rights reserved.

30 Contingent Workforce Our focus whenever using Contingent Resource(s) is on three key areas: Our Brand Our Quality of Delivery Our Internal Culture We employ various techniques to ensure contingent resources meet the same expectations we have for our Associates Rigorous screening, including time with someone from the Senior Leadership ranks time consuming, but critical; they, even though provisional, represent our Firm. Full transparency with the Contingent resource in terms of expectations, accountability, communications, etc. We treat them like any other Associate transparent to the client (other than the contractual terms). 30 Impact Advisors, LLC. All rights reserved.

31 Contingent Workforce Our Guidelines: Many times, as a last resort or as a favor to our client Impact Advisors brand is too important to risk or diminish If a client wants us to be the prime, we will work to find them the right people if even outside the Firm We will not use contingent resources for critical/high value roles; we must manage and mitigate all risk with our own Associates Contingent workforce provided only via subcontractor relationship No W2-hourly resources that we ramp up or ramp down too difficult to manage and creates unwanted complexities (for the Firm and the employee) With known individuals in most cases 1099s Occasionally with other staff augmentation or staffing companies that we have collaborated with on previous efforts; primarily for commodity roles Impact Advisors always ensures overall quality and the expected outcomes Single throat to choke We will guarantee delivery (as we do with our W2 Associates) and include contingent resources in any at risk relationships 31 Impact Advisors, LLC. All rights reserved.

34 Questions Joseph Kornik Publisher and Editor-in-Chief Consulting magazine Lisa Disselkamp Director Deloitte Consulting Todd Hollowell Chief Operating Officer Impact Advisors Patrice Cappello North America Industry Lead,Professional Services Industry SAP

35 Thank You