Post on 16-Oct-2020
Speakers:§ Koenraad Lecot, Head of Contingent Workforce Management, Farmers Insurance§ Craig Coe, Senior Vice President, Relationship Management, Beeline§ Dawn McCartney, Vice President, Contingent Workforce Strategies Council,
CCWP, SOW Mgmt Expert, Staffing Industry AnalystsSponsored & presented by:
July 10, 2019
Developing a Best-In-Class Contingent Workforce Program
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Staffing Industry Analysts Product Overview
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
CWS Council (partial list)
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Some of Your CWS Council Support Team MembersSpeakersKoenraad Lecot,Head of Contingent Workforce Management, Farmers Insurance
Craig Coe,Vice President, Relationship Management,Beeline
Dawn McCartney, Vice President, CWS Council StrategiesCCWP, SOW Mgmt Expert, SIA
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
AGENDA
§ Understand what is a Best-In-Class Contingent Workforce Program
§ Determine if you have a Best-In-Class Contingent Workforce Program
§ If you don't have a Best-In-Class Program, what can you do to become a Best-In-Class Contingent Workforce Program
§ Q&A
8Beeline.com | Confidential & Proprietary
Do you consider your contingent workforce program Best-In-Class?
9Beeline.com | Confidential & Proprietary
What does it mean to be “best in class”?
StrategicAgile
Sustainable
Controlled
CompliantGlobal
Efficient
10Beeline.com | Confidential & Proprietary
What one area would you prioritize to make yours a Best-In-Class program?
11Beeline.com | Confidential & Proprietary
Characteristics of Top 20% of CWM programs
Basics:
Top 20% of CWM programs outperform all others:• Nearly 2x the number of non-employee workers
accounted for in corporate budgeting, planning, and forecasting.
• 20% higher rates of compliance• More than 2x the amount of cost savings
More important:
Best-in-class programs are:• Closely aligned with corporate strategy• Deliver measurable business value• Seen as vital contributors to business success
Source: Ardent Partners’ “The State of Contingent Workforce Management 2018-2019: The Pursuit of an Agile Workforce”, December 2018
12Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
13Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
14Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
15Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
16Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
17Beeline.com | Confidential & Proprietary
SIA CW Program Maturity Assessment ModelDimensions
Attributes
Level IInformal & Decentralized
Level IILimited Visibility & Management
Level IIIManaged & Controlled
Level IVOptimized
Level VCompetitiveDifferentiator
ComprehensiveWorker classifications, process breadth, geographic coverage
Undefined classification & disjointed process
Partially defined classification policy
Repeatable management practices in limited markets
Standard operations with multi-regional adoption
Complete coverage across all worker types & desired locations w/end-to-end management
StrategicAligned with needs of business, forward-looking
Unplanned & reactive Tactical focus on basic cost savings, efficiency & compliance
Strategic focus on value of CW to needs of program constituents
Fully aligned to short- and long-term strategic business goals
CW incorporated into holistic strategic workforce planning
GovernedCompliance framework, communications plan
Lacks standards and rules of engagement
Some basic policies & processes
Mandated processes & policies w/ decentralized enforcement & communication
Comprehensive & market compatible policies w/ formal communication
Coordinated program stewardship across all stakeholders, skills & markets
MeasurableComprehensive & representative, integrity & conformity, available & accessible
Limited or no visibility of data
Formal data collection & visibility
Established data management & performance measurement systems
Real-time metrics optimizing customer satisfaction
Granular visibility across program operations that enables actionable decision support
SustainableConsistent, adaptable
Lacks repeatability & scalability
Basic elements of backup & redundancy
Formal program-level business continuity planning established
Responsive to changes in organizational requirements while maintaining core program values
Repeatable & scalable CW management that is flexible to internal and external change
Staf
fing
Indu
stry
Ana
lysts
/Brig
htfie
ld S
trate
gies
PROGRAM CAPABILITIES
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Overall Maturity of Programs (CWS Council Participants)
SIA Contingent Workforce Program Insights
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Maturity Levels by Dimension(CWS Council Participants)
SIA Contingent Workforce Program Insights
20Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
21Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
22Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
3. Engage stakeholders & partners
23Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
24Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
5. Deploy “transformational” technologies
25Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
5. Deploy “transformational” technologies
6. Employ continuous feedback
26Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
5. Deploy “transformational” technologies
7. Evaluate progress
6. Employ continuous feedback
27Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
5. Deploy “transformational” technologies
7. Evaluate progress
6. Employ continuous feedback
8. Continuous improvement & refinement
28Beeline.com | Confidential & Proprietary
How to build a Best in Class program
1. Benchmark your current state
2. Establish priorities for improvement
4. Set goals & objectives
3. Engage stakeholders & partners
5. Deploy “transformational” technologies
7. Evaluate progress
6. Employ continuous feedback
8. Continuous improvement & refinement
9. Document your SUCCESS
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Time for Your Questions…
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Questions?§ Questions may be submitted at
any time.
§ Click on the Question Mark section to open the Q&A window.
§ Type your question into thesmall dialog box and click theSend Button.
SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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Download our interactive eBook at http://bit.ly/31SlrbD
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
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SIA | Staffing Industry Analysts Contingent Workforce Strategies Council Webinar
Founded in 1989, SIA is the global advisor on staffing and workforce solutions. Our proprietary research covers all categories of employed and non-employed work including temporary staffing, independent contracting and other types of contingent labor. SIA’s independent and objective analysis provides insights into the services and suppliers operating in the workforce solutions ecosystem including staffing firms, managed service providers, recruitment process outsourcers, payrolling/compliance firms and talent acquisition technology specialists such as vendor management systems, online staffing platforms, crowdsourcing and online work services. We also provide training and accreditation with our unique Certified Contingent Workforce Professional (CCWP) program.
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