HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT
|
|
- Gyles Goodman
- 8 years ago
- Views:
Transcription
1 A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT Copyright 2015 Harvard Business School Publishing. sponsored by
2 HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT AS MARKETS, TECHNOLOGIES, AND PRODUCTS quickly adapt and shift, companies are scrambling to have the right talent in the right place at the right time. To meet the challenges, more organizations are turning to the external workforce contingent workers, independent contractors, or former employees who can help them meet their talent needs. But are companies so focused on the short-term filling of gaps that they miss opportunities to fully leverage these talent communities? Harvard Business Review Analytic Services recently surveyed 316 senior executives and managers online to understand the talent challenges organizations are facing and most importantly identify the best practices among leading companies working with external talent. This report found that by using a talent supply chain management approach, human resources leaders can acquire talent from multiple sources and deploy it for maximum business impact. A holistic talent management approach looks through a wide lens to see the whole talent picture, using analytics to optimize all the talent available to an organization. It seeks to incorporate the external workforce into workforce planning, employment branding strategies, learning and development systems, and succession planning. To do so, it must overcome legacy organizational barriers, such as outdated policies and practices or legal concerns. But the result is the ability to leverage a highly skilled, motivated, and flexible workforce a distinct strategic advantage for any company in any industry. HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT 1
3 FINDING THE RIGHT TALENT AT THE RIGHT TIME In the Harvard Business Review Analytic Services survey, almost a third of organizations reported they struggle to find the talent they need, and nearly 60 percent anticipate talent shortages in the next three years. figure 1 It is no surprise, then, that organizations see value in using external workers. That value lies in the flexibility for the organization, access to talent, and lower total cost compared with using full-time employee equivalents (FTEs). John Boudreau, professor of management and research director at the University of Southern California s Marshall School of Business and Center for Effective Organizations, forecasts a shift, where companies will be motivated to hire external workers less for cost reduction and more for the expanded pipeline of talent they bring to an organization. Boudreau, who is also author of Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent (Harvard Business Review Press, 2010), advises organizations to go beyond the concept of employment when thinking about engaging the optimal workforce: Should you hire as if your workforce will stay a month, a year, or their entire career? The answer makes a big difference in the qualifications you set, how well candidates must fit with the job, the team or the organizational culture, and the deal you offer. FIGURE 1 TALENT SUPPLY, TODAY AND THREE YEARS FROM NOW Which of the following best describes your organization s (current) supply of talent? Over the next three years, what do you anticipate your organization s supply of talent will be? TALENT IN SHORT SUPPLY 13% 24% It is/will be adequate to meet our needs Have/foresee shortages in some areas 56% 59% Current Next 3 years 17% 31% We struggle to find talent we need/see talent shortages ahead 2 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
4 RESPONDING WITH AGILITY TO MARKET DEMANDS Some 70 percent of respondents to the survey said they agree that using external workers allows their organization to meet market demands and maintain efficiency that would otherwise be difficult. And more than half see the value of the external workforce increasing in the next several years. figure 2 Nasdaq is one such company. Currently, says Rebecca Arnold, vice president and global head of talent management, external workers compose about 20 percent of Nasdaq s workforce. But Arnold and her colleague Doug Kortfelt, vice president and global head of strategic sourcing and procurement, say they expect to deploy an even higher percentage of external workers in the future. We ve been growing at a rapid pace, through acquisitions or new products, Arnold says. Our objective is to develop a workforce that enables the organization to identify and respond to talent needs and organizational constraints so as to forward our business strategies in both the short and long term. FIGURE 2 ATTITUDES ABOUT EXTERNAL WORKERS Please rate the extent to which you agree with each of the following statements. (Percent somewhat/strongly agree) BENEFITING FROM THE EXTERNAL WORKFORCE Using external workers allows our organization to meet market demands and maintain efficiency that otherwise would be difficult 69% 66% Using external workers is beneficial to our organization and the external workers Using external workers allows us to bring in expertise that our full-time staff lacks 53% Using external workers will be increasingly valuable to our organization in the next two to three years 52% 39% We would use more external workers if it were easier to manage them HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT 3
5 Nasdaq finds value in this workforce, Arnold and Kortfelt say, because using external workers allows time to assess candidates skills. What s more, some of the skillsets a position or project requires are highly specialized and difficult to find in the FTE talent pool. Our sourcing approach is undifferentiated, meaning we focus on a joint go-to-market approach to acquire the most qualified talent. Our teams are unified in establishing best-in-class sourcing programs while being fiscally responsible, says Kortfelt. OWNING THE PROCESS In a plurality of organizations, HR owns the process for hiring external workers, with some 40 percent of survey respondents anticipating that HR s role will increase in the next three years. A similar proportion of respondents reported that the business units were in charge of engaging non-ftes. Procurement handles this process in just over 10 percent of organizations represented in the survey. figure 3 Forward-looking organizations practicing talent supply chain management, such as Nasdaq, have HR and procurement working together to source and manage talent. Until recently, though, procurement alone handled non-ftes at Nasdaq. Procurement recognized that a best-practice solution demanded a strong partnership with HR to jointly engage business stakeholders, says Kortfelt. The vision of the program involved expanding the partnership to include HR and a best-in-class managed services program (MSP) with a vendor management system (VMS). Effectively, procurement manages the construct of the program, including the MSP/VMS and supplier relationships, while HR delivers operational excellence to the business partners. FIGURE 3 WHO OVERSEES EXTERNAL WORKFORCE Who oversees the process for engaging external workers? OWNERSHIP OF PROCESS FOR ENGAGING EXTERNAL WORKFORCE HR 45% The business unit 39% Procurement 12% Other 4% 4 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
6 69%of respondents say using external workers allows their organization to meet market demands and maintain efficiency that otherwise would be difficult Arnold adds, We partner with each other to ensure we create a well-balanced workforce for our business s needs and goals. The talent acquisition team is responsible for partnering with the business to attract and hire the most qualified talent for the company based on its needs and objectives. The talent acquisition team is able to assess the external talent supply and labor market, and provide guidance to the business based both on the role requirements and on where the talent pool may be greater. INTEGRATING THE EXTERNAL WORKFORCE Considerable variation exists among organizations in terms of how fully they integrate external workers into their workforce as a whole. More than a third of respondents organizations include contingent workers in learning and development programs and about a quarter give them performance reviews. But nearly 20 percent of organizations do not include contingent workers in either team or departmental meetings. What stands in the way of integration? For nearly one-half of respondents, corporate culture is the largest barrier. Almost as many organizations find that resource limitations stand in the way, with legal concerns a third leading reason the contingent workforce is not fully integrated. At Nasdaq, external workers are often included in critical role assessment, talent reviews, and learning and development programs, says Arnold. It s increasingly important for organizations to align their external workers with their corporate culture and integrate them into it, says Phil Fersht, chief executive officer of HfS Research. The more culturally integrated their external workers, the more they will feel invested, and the greater likelihood they will devote extra effort to support the business, as opposed to operating like contractors who only put in the bare minimum of effort, adds Fersht. He advises that companies considering expanding their use of external workers, or looking to more fully engage them in their core business, should take the issue of corporate culture seriously. Is the corporate culture a highly mandating one or a more dynamic, autonomous one? In recent research conducted by his firm, HfS Research, Fersht says, the latter strategy clearly correlated with higher levels of engagement among external workers. More regimented cultures simply restrict the room for external workers to thrive and contribute all they can. HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT 5
7 MOTIVATING ENGAGEMENT In the survey, retaining and acquiring talent were respondents main two priorities for 2015, with increasing employee engagement a close third. External workers tend to be clustered in operations and IT, but nearly a fifth of respondents say their organizations used these workers throughout the enterprise. Whether or not they work inside the organization, says Fersht, establishing that trust is critical to engaging them and ensuring the relationship is productive, collaborative, and ultimately beneficial to both sides. Having direct and frank conversations is the starting point for establishing more dynamic working relationships across the extended workforce. Be honest about what the company wants and can offer, and about projected tenure. If you cannot promote someone or offer job security, you need to consider the person s personal goals and objectives to engage them effectively, says Fersht. Boudreau says that external workers change the nature of employee engagement and that s a good thing. If you are not offering contingent workers a regular paycheck, then you have to give them something to keep their loyalty, such as learning and development programs. These programs benefit the workers by imparting valuable experience while benefiting the organization itself. Similarly, some organizations see employment whether of FTEs or of external workers as a series of engagements. In The Alliance: Managing Talent in the Networked Age (Harvard Business Review Press, 2014), authors Reid Hoffman cofounder and chairman of LinkedIn Ben Casnocha, and Chris Yeh argue that organizations need to invest in their employees, even if those employees may soon walk out the door. By offering defined engagements and articulating the skills the individual will develop, the organization is able to attract talent, keep engagement high, and welcome alumni back into the fold at some future date. Although the book is written primarily about FTEs, its advice applies to external workers as well. There is a fundamental paradox about such tours of duty, write Hoffman and his coauthors: Acknowledging that the employee might leave is actually the best way to build trust, and thus develop the kind of relationship that convinces great people to stay. BUILDING THE FUTURE TODAY For HR to help their organizations meet an uncertain future and thrive there, retooling is necessary, says Chris Yeh. Trends changing the world of work are challenging the traditional employer/employee model and are transforming how work gets done. These include tours of duty, task-based and project work outsourced to freelancers found on online markets, and problem solving by online communities of competing experts who work more for glory than for pay. To respond, he says, leaders need to infuse HR with tactics from other fields that will widen its vision and expand its influence. These include risk-mitigation strategies from the supply chain, portfolio-diversification strategies from finance, and segmentation strategies from marketing. For instance, says Yeh, instead of treating all employees the same, there will be segmentation and differentiation, in which employment value propositions may change to personal value propositions, as compensation packages are customized to individuals or employee segments. Holistic talent supply chain management is a sophisticated approach to talent sourcing and deployment that enables companies to respond more nimbly as markets, technology, business needs, and the talent pool change. Its motto is, in essence: Deploy the right talent from the right source in the right place at the right time. As the HBRAS survey demonstrates, leading organizations are already there, employing multiple sources to acquire the talent they need to drive their strategy forward and deliver business results. 6 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
8 METHODOLOGY AND PARTICIPANT PROFILE In November of 2014, Harvard Business Review Analytic Services conducted a web-based survey of 316 executives among the HBR.org audience. The global study included respondents from North America (30%), Asia/Pacific (36%), EMEA (24%), and Latin America (8%). More than half (55%) of respondents were C-suite and senior management, slightly more than one-quarter (28%) were managers, and less than one-fifth (17%) were from other grades. Half of respondents (49%) were from large organizations with 5,000 or more employees, onequarter (25%) from organizations with 1,500 4,999 employees, and one-quarter (25%) from organizations with 500 1,499 employees. Respondents in companies with fewer than 500 employees were screened out. A broad group of industries were represented, with 16% from healthcare/pharmaceuticals, 14% from manufacturing, 13% from technology/telecommunications, and 13% from financial services. Respondents from all other industries amounted to less than 7%. One-quarter of respondents (26%) work in the HR function, with one-quarter (24%) in general management/strategic planning, one-fifth (20%) in marketing/sales/business development/customer service, and 8% each in finance, operations/production, and IT/software engineering/knowledge management. Respondents from other areas added up to less than 6%. HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT 7
9 ABOUT KELLYOCG Talent is a strategic asset that poses unique challenges. Gaining access to the right talent can be problematic, and supply and demand are hard to predict. Visibility across all the different types of talent working on your company s behalf not just full-time employees is imperative, but merely quantifying non full-time talent is no longer enough. Competitive advantage lies in understanding where the different types of talent come from, how to attract and engage them, and most importantly how to design a roadmap for incorporating talent into a company s business processes, decisions, and planning. Talent Supply Chain Management, also referred to as holistic talent management, is a framework that can help companies fully leverage talent across all categories: full-time employees, temporary employees, freelancers, independent contractors, and service providers, as well as alternate sources of workers like retirees, alumni, and online talent communities. KellyOCG is the leading global advisor of talent supply chain strategies that enable companies to achieve their business goals by aligning talent strategy to business strategy. If you want to learn more, visit or contact us at tscm@kellyocg.com. 8 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
10 hbr.org/hbr-analytic-services
PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER
THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?
More informationPart 3: Business Case and Readiness
The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key
More informationA HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY
A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY CONTENTS p3 p4 p6 Introduction The problems with forecasts Accessing just-in-time talent p10 Beware the
More informationUNLOCKING THE VALUE OF THE TOP SUPPLIERS
UNLOCKING THE VALUE OF THE TOP SUPPLIERS THE POWER OF OPTIMIZING YOUR TALENT SUPPLY CHAIN TOM TISDALE TABLE OF CONTENTS 3 Introduction 4 Analytics considers the continuous flow of talent through a business
More informationThe what, why, when and how of Strategic Workforce Planning
Future-proof your workforce The what, why, when and how of Strategic Workforce Planning Susan DeFazio Table of contents 3 Introduction 5 What does good SWP look like? 7 Why SWP matters to risk & operational
More informationPart 2: sourcing models
The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components
More informationShow your value, grow your business:
Show your value, grow your business: A SUPPLIER GUIDE TO MOVE FROM A TRANSACTIONAL PROVIDER TO A STRATEGIC PARTNER KAREN A. CALINSKI INTRODUCTION /02 At KellyOCG we take a holistic approach to talent sourcing
More informationRecruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy
Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as
More information5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers
5 myths of supplying talent through a third-party provider model A guide for third-party talent managers and suppliers Thorsten Koletschka /02 Suppliers that play a proactive part to deliver genuine talent
More informationEMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls
EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls WHO IS KELLY? Since 1946, Kelly has grown to be a global leader in delivering workforce solutions. Revenue exceeds US$5.6 b EMEA AMERICAS
More informationstrategic workforce planning: building blocks to success
strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking
More informationHow To Run A Virtual Contact Center
Making virtual contact Six lessons for building a scalable customer contact model Kim SOKOL /02 As service once again becomes a key differentiator for brands, the c-suite and operational staff are finally
More informationTHE CHANGING ROLE OF THE CHRO
A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT THE CHANGING ROLE OF THE CHRO Copyright 2015 Harvard Business School Publishing. sponsored by SPONSOR PERSPECTIVE The datafication of HR is a leading
More informationA REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR. Sponsored by
A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES The Age of Modern HR Sponsored by The Age of Modern HR Building human resources management systems that deliver ACROSS THE GLOBE, human resources
More informationMaking the Transition to MSP 2.0
PERSPECTIVE ARTICLE Making the Transition to MSP 2.0 From Implementation Impressario to Innovation Incubator Is Your MSP a Strategic Partner or a Tactical Solutions Provider? A discussion on the changing
More informationSourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano
Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful
More informationGlobal Trends in RPO & Talent Recruitment 2014. pam berklich
Global Trends in RPO & Talent Recruitment 2014 pam berklich The Recruiting Challenge Map Far from simply filling existing gaps as quickly and economically as possible, recruiting has become a high-stakes
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationTake Your Program to the Next Level: Build a Plan for Continuous Improvement. Webinar Q&A Updated: May 17, 2012
Take Your Program to the Next Level: Build a Plan for Continuous Improvement Webinar Q&A Updated: May 17, 2012 Q: Our company has a highly successful MSP/VMS program in terms of performance, visibility
More informationU.S. Nuclear Regulatory Commission. Plan of Action Strategic Workforce Planning
U.S. Nuclear Regulatory Commission Plan of Action Strategic Workforce Planning January 19, 2001 Strategic Workforce Planning Plan of Action January 19, 2001 Content Overview This plan of action outlines
More informationbetter people in a better way sales@pontoonsolutions.com
Value of a Managed Service Provider (MSP) July 2015 better people in a better way +1 855.881.1533 sales@ better people in a better way Value of a Managed Service Provider Borrowing a quote from Benjamin
More informationCONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,
More informationUtility Supply Chain Talent Management
Utility Supply Chain Talent Management Results from the ScottMadden UMMBC 2012 Survey Copyright 2012 by ScottMadden, Inc. All rights reserved. Many companies proudly claim that their employees are their
More informationDOES YOUR TALENT SUPPLY CHAIN MEASURE UP?
DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:
More informationRandstad Enterprise Healthcare Solutions. talent, strategic services, workforce management and technology solutions
Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management and technology solutions Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management
More informationOperations Excellence in Professional Services Firms
Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction... 3 Market Challenges
More informationFieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce.
Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce. Take a smarter approach to managing your contingent workforce and services procurement programs. FIELDGLASS Manage
More informationIndustry Insight: Performance Management
Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures
More informationThe Future of Workforce Management and Buyer Perspectives
The Future of Workforce Management and Buyer Perspectives Bryan T. Peña, CCWP Vice President, Contingent Workforce Strategies and Research bpena@staffingindustry.com What is the future of work? 2015 by
More informationConsulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
More informationGlobal Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com
Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c
More informationEmployee Engagement Drives Client Satisfaction and Employee Success in Professional Services
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
More informationManaging Talent in the Flat World
Managing Talent in the Flat World An Infosys Perspective As Practitioner & Consultant Nandish Patil Background In the globalized business environment, historical sources of advantage have diminished in
More informationSpeakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12
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
More informationYour Workforce is Changing and So is the way. You Manage it
Optimizing a contingent workforce is humanly possible Managed Service Provider Your Workforce is Changing and So is the way You Manage it In a fast-paced, unpredictable marketplace, organizations must
More informationRecruitment Process Outsourcing Market Segment: Overall
NEAT EVALUATION FOR CIELO: Recruitment Process Outsourcing Market Segment: Overall This document presents Cielo with the NelsonHall NEAT vendor evaluation for Recruitment Process Outsourcing (Overall market
More informationCreating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere
Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Today s Presenters Brian Kelly Global Leader, Workforce Analytics & Planning Mercer brian,j.kelly@mercer.com Jacqueline
More informationWHAT CAN BE MEASURED, CAN BE IMPROVED
WHAT CAN BE MEASURED, CAN BE IMPROVED TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE MARIA ROSPLOCH AND THOMAS F. KAMINSKY /02 the nearest exit In an ever-increasing struggle to secure top
More informationSTRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
More informationWorkforce Planning: Strategic Insourcing Is Your Competitive Advantage!
Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! A white paper from Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! As of Q4 2010, consultants, independent
More informationDrive to the top. The journey, lessons, and standards of global business services. kpmg.com
Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line
More informationRandstad Managed Services A better brand of managed services
Randstad Managed Services A better brand of managed services Staffing procurement plus. In today s world of work, contingent staffing has become a function of both Human Resources and Procurement, reflecting
More informationRecruitment Process Outsourcing:
Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify
More informationRethinking Talent Management: Where Do We Go from Here?
LEADING THE WAY IN SPECIAL ADVERTISING SECTION Rethinking Talent Management: Where Do We Go from Here? O BY Is the Great Recession finally over? While economists argue both sides, one thing is certainly
More informationThe Fundamentals of Managed Service Provider (MSP) Programs
Part 2 of 3 The Fundamentals of Managed Service Provider (MSP) Programs Part 2: Sourcing Models kellyservices.com Table of Contents Introduction / 3 01 Is it a Sourcing Model, or an MSP? / 4 Master Vendor
More informationCRM for Real Estate Part 2: Realizing the Vision
CRM for Real Estate Anne Taylor Contents Introduction... 1 Meet the Challenges... 2 Implementation Approach... 3 Demystifying CRM... 5 Conclusion... 7 Introduction Once the decision to implement a CRM
More informationSolutions overview. Inspiring talent management. Solutions insight. Inspiring talent management
Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company
More informationMSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015
MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015 John Nurthen Executive Director Global Research jnurthen@staffingindustry.com Francesca Vassallo-Todaro Operations Development
More informationINSERT COMPANY LOGO HERE
2014 2013 INSERT COMPANY LOGO HERE 20142013 North North American American IT Professional SSL Certificate Services Customer Product Value Leadership Enhancement Award Award Customer Value Enhancement Award
More informationmitigating and managing risk
mitigating and managing risk contingent labor: What C-Level Executives Should Know Eric s. williams Global companies are increasing their reliance on contingent labor but failing to use the same standards
More informationThree Strategies for Implementing HR in the Cloud
Three Strategies for Implementing HR in the Cloud Adoption of cloud-based, software-as-a-service (SaaS) human resource management systems (HRMS) has become one of the hottest trends in HR. According to
More informationWe d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup
Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells
More informationTHE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management
WHITE PAPER: THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management February 2014 Powering the future of business and work WHITE PAPER: THE
More informationMSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus
NEAT EVALUATION FOR KELLYOCG: MSP Market Segment: Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for MSP (Wider Talent Management focus market segment).
More informationEmerging trends in Human Resources Management
Emerging trends in Human Resources Management Robert c. myrtle, dpa Director, executive master of leadership Professor of public administration, and Professor of gerontology Session Outcomes: Discover
More informationthe growing demand for niche skills: HIGH TECH BY STEVEN SCOTT Vice President of Global Solutions
the growing demand for niche skills: HIGH TECH BY STEVEN SCOTT Vice President of Global Solutions 2 THE HIGH TECH INDUSTRY has remained remarkably resilient in riding the economic roller coaster of recent
More informationOrganization and Operations. Metric Name Formula Description
Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees
More informationWorkforce Planning & Analytics: Advancing Your Organization s Capability
Workforce Planning & Analytics: How to Create or Advance Your Organization s Ability to Generate Actionable Workforce Insight Presented by Al Adamsen al.adamsen@talentstrategyinstitute.com 415-652-2745
More informationW H I T E P A P E R C l i m a t e C h a n g e : C l o u d ' s I m p a c t o n I T O r g a n i z a t i o n s a n d S t a f f i n g
Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com W H I T E P A P E R C l i m a t e C h a n g e : C l o u d ' s I m p a c t o n I T O r g a n i z a
More informationORACLE HUMAN RESOURCES ANALYTICS
ORACLE HUMAN RESOURCES ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Oracle Human Resources Analytics intelligence dashboards provide strategic workforce performance information. Determine key factors
More informationWorkforce Planning Benefits
Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management
More informationContingent Workforce Program Management: Global Considerations for the Manufacturing Industry
A ManpowerGroup TM Solutions TAPFIN Technical Brief Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry Contingent Workforce Program Management: Global Considerations
More informationBusiness Process Services. White Paper. Predictive Analytics in HR: A Primer
Business Process Services White Paper Predictive Analytics in HR: A Primer About the Authors Tuhin Subhra Dey Tuhin is a member of the Analytics and Insights team at Tata Consultancy Services (TCS), where
More informationBUILDING STRATEGIC WORKFORCE CAPABILITY
BUILDING STRATEGIC WORKFORCE CAPABILITY HOW TO ALIGN RESOURCES WITH STRATEGY FOR BETTER BUSINESS OUTCOMES SUSAN DEFAZIO TABLE OF CONTENTS /04 Creating opportunities with strategic workforce planning /08
More informationStrategic Guide to creating a World Class Customer Advisory Board Program
Strategic Guide to creating a World Class Customer Advisory Board Program This paper is authored from CustomerAdvisoryBoard.org industry association research including the CAB Manager Industry Surveys,
More informationCreating an Effective Human Capital Strategy
Creating an Effective Human Capital Strategy Vol. 57 No. 8 Measure your progress toward being a strategic HR business partner. 8/1/2012 By Edward E. Lawler III and John W. Boudreau A changing workforce,
More informationMOVING BEYOND BIG BUSINESS:
MOVING BEYOND BIG BUSINESS: Changing Market Dynamics Drive Emergence of MSP Solutions for Lower-Volume Programmes Sean Garbett General Manager, Europe TAPFIN Introduction Managed Service Provider (MSP)
More informationDepartment of Human Resources FY 2009-2013 Strategic Plan
Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human
More informationRedefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape
Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape EXECUTIVE SUMMARY Recruitment process outsourcing (RPO) has undergone a transformation. What once was a function focused
More informationConsultants on-demand:
Consultants on-demand: A guide to bringing top talent closer to your business EUROPE +44 (0)20 3176 5615 N. AMERICA +1 646 844 7127 Introduction: What lies behind on-demand networks? The way companies
More informationRecruitment Process: Why Outsource?
Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition
More informationFact Sheet: Building the First Link to the Force of the Future
Fact Sheet: Building the First Link to the Force of the Future On his first day in office, Secretary Carter announced his goal to build the Force of the Future in order for the Department of Defense to
More informationbest practices Employer Branding: Five tips to make your career site your #1 recruiting asset
best practices Employer Branding: Five tips to make your career site your #1 recruiting asset Competition for talent is fierce, and employer branding or communicating why your company is a great place
More informationVice President, Lottery and Gaming Talent Management
Vice President, Lottery and Gaming Talent Management Job Title Vice President Lottery and Gaming Talent Management Type of Position Contract Contract Length Up to 3 years Location Sault Ste. Marie Reporting
More informationTowards a Blended Workforce - the Evolution of Recruitment Process Outsourcing (RPO) Models
Towards a Blended Workforce - the Evolution of Recruitment Process Outsourcing (RPO) Models The UK s ever-fragmenting workforce and the associated challenges of resourcing With research published in September
More informationCareer Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
More informationCustomer Experience Strategy and Implementation
Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary
More informationWHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN
WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They
More informationEXECUTIVE BEHAVIORAL INTERVIEW GUIDE
EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the
More informationBest Practices for Transforming to a Multi- Channel Contact Center
Best Practices for Transforming to a Multi- Channel Contact Center Sponsored By: 1 Table of Contents Executive Summary...1 Introduction...1 Contact Centers Need to Change...2 Transforming into a Multi-Channel
More informationA Collaborative Approach to Creating an Agile Workforce
A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your
More informationThe Recruitment Quotient:
ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization
More informationACG s Growth Strategy and High Performance Business Consulting Services
ACG s Growth Strategy and High Performance Business Consulting Services ACG delivers telecom market share/forecast reports, consulting services, business case analysis, product and service message testing.
More informationOrganization transformation in times of change
Organization transformation in times of change Insurance is sold, not bought is a phrase of unknown attribution, but common wisdom for decades. Thus, insurers and most financial services organizations
More informationEnterprise Resource Planning Systems drive cost reduction and efficiency in Finance and
IBM Institute for Business Value Enterprise Resource Planning Systems drive cost reduction and efficiency in Finance and Accounting Operations Benchmark data quantifies the value of integrated software
More informationRise of Blended RPO. Addressing the Total Talent Acquisition Need AN EVEREST GROUP REPORT. r e s e a r c h. e v e r e s t g r p.
2011 AN EVEREST GROUP REPORT Rise of Blended RPO Addressing the Total Talent Acquisition Need Rajesh Ranjan, Research Director Sayan Chatterjee, Senior Research Analyst Copyright 2011, Everest Global,
More informationCritical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
More informationChange is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
More informationHelping our clients win in the changing world of work:
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.
More information10.3.2 Objectives of the Public Relations Services in North America (USA and Canada).
THE COMPETITIVENESS AND ENTERPRISE DEVELOPMENT PROJECT (CEDP) TERMS OF REFERENCE FOR A PUBLIC RELATIONS FIRM TO REPRESENT UGANDA IN NORTH AMERICA (USA AND CANADA) 10.3.1 Project Background The Government
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationThe Emerging Role of the Chief Nursing Information Officer: What is the Current State?
The Emerging Role of the Chief Nursing Information Officer: What is the Current State? Presented by: Linda Hodges and Chris Wierz DISCLAIMER: The views and opinions expressed in this presentation are those
More informationCEB s Workforce Surveys & Analytics
CEB s Workforce Surveys & Analytics 3 80% of the 4,000 business leaders CEB surveyed in 2011 said engagement initiatives do not drive business outcomes at their companies. Mobilizing the Workforce: Enable
More informationRe-master Your Sales Channel By Janet Gregory
www.kickstartall.com Re-master Your Sales Channel By Janet Gregory The term re-mastering is typically applied to the digital audio recording industry. But the concept applies equally well to sales channels
More informationOBJECTIVES. To discuss what succession planning is. To discuss what succession planning is NOT. To discuss why is succession planning needed?
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
More informationTALENT MANAGEMENT SOLUTIONS TO THE CRA SHORTAGE: Investing in a Global Talent Pool
TALENT MANAGEMENT SOLUTIONS TO THE CRA SHORTAGE: Investing in a Global Talent Pool inventivhealth.com/clinical Over the past few years, the field of clinical research has been hampered by a shortage of
More informationVMS OVERVIEW AND INDUSTRY TRENDS. May 29th, 2014
VMS OVERVIEW AND INDUSTRY TRENDS May 29th, 2014 INTRODUCTION Brian Hoffmeyer VP Product Marketing» 9 + years at IQNavigator» Product Marketing and Management, Professional Services, Industry Solutions
More informationIT Workforce snapshot
2013 IT Workforce snapshot TEKsystems IT Workforce Snapshot is designed to provide a high-level view of trends impacting IT spending, IT employment, workforce supply and demand, compensation and geographical
More informationSix key trends in outsourcing Dominic J. Asta
Six key trends in outsourcing Dominic J. Asta /02 Outsourcing has never been the same as offshoring, yet it seems the two concepts have become increasingly interchangeable over the past decade. Despite
More informationIntegrating Contingent Labour into Strategic Workforce Planning
Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry
More information