Australasian Talent Conference 2013 - The Rise of The Blended Workforce
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Transcript of Australasian Talent Conference 2013 - The Rise of The Blended Workforce
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The Rise of the Blended Workforce
Presented by
Kelly QuirkChief Executive Officer
© This information is the property of ATC Events and may not be reproduced or used without attribution
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Changing Global Context • Structural change and
shorter economic cycles• Rapid globalisation and
evolution of business models
• Limited balances between available resources & workload
• Fewer barriers to entry for start-up businesses
• Adoption of mature procurement models
• Rationalisation and standardisation of service provision & delivery
• Desire for country, regional & global data & insight
• Complex global staffing market
• Multi jurisdiction employment legislation, industrial relations, Tax and OHS requirements
• Changing work culture• Global sourcing and
employer branding
• Cloud based IT empowering the virtual workforce
• The rise of the social network changing the way people access and share information
• Global platforms which foster greater collaboration
• Ease of communication and travel
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Work ethic Hard-working Live to work Work to live Seek flexibility
Loyalty Highly loyal Loyal Limited loyalty Reciprocal loyalty
Work environment Office only Long hours – office only
Office + home Office + home
Attitudes to authority
Deference Respect authority Non-hierarchical Respect must be earned
Motivators Self - worth Salary Security Personal life
Retention Loyalty Salary Security Relationships
Career goals Build a legacy Build a perfect careerBuild a transferable career
Build several parallel careers
Team orientation Team players ‘Individuals’ in teams Team or solo Seek collaboration
Communication Personal Contact Telephone E-mail IM/Text/Social Media
Technology Least tech savvyAdapted to technology
Embrace technology Digital natives - 24/7
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The Australian Landscape
53% Cost of labour
27% Attrition
51 of 52 Productivity levels 29%
Contingent workers
5.4%Unemployment
In 2015 people aged 50 and over will outnumber
children under the age of 5 in the developed
world.
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Traditional Staff Models• Reactive, transactional &
tactical
• 71% of organisations are made up of functional silos
• Contingent workers seen as a ‘stop gap’ to fill non business critical roles
• Limited visibility on workforce planning, cost, time and quality of hire
• 91% of ASX 200 have ATS but only 19% believe they use the system effectively94% of CEO’s state people are their key business
asset
WORKFORCE
PLANNING
EMPLOYER BRANDING
PERMANENT HIRING
CONTINGENT WORKER
SUPPLY CHAIN
ONBOARDING
OHS TECHNOLOGY
HR ANALYTICS
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Challenges• Limited scalability and flexibility
• Limited holistic workforce planning embracing all worker categories
• Limited promotion of internal mobility
• Over reliance on 457’s & EMA’s
• Costs per hire disproportionate
• Limited visibility of organisations true talent capability
• Loss of IP
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Risks• Immigration status & right to work
• Tax classification of worker
• National OHS harmonisation laws
• Fair Work Act
• Reputation and employer brand
$$$
$$$
$$$
$$$
$$$
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Are you ready?
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Total Talent ManagementCreating a single integrated and complementary strategy for the talent acquisition of both permanent and contingent workers to achieve a blended workforce.
This includes contractors, freelancers, labour hire and consultants working alongside the permanent workforce.
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Employerof
Choice
Total Talent Management
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How
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Engagement & Collaboration• C-suite primary business objective is to deliver
organisational and shareholder outcomes at the lowest cost possible whilst maintaining excellence in quality and execution
• Engage simultaneously with HR, Procurement and Business operations
• Shared objectives both qualitative and quantitative
• 54% organisations identify collaboration as the top strategy in enhancing organisational talent management
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Strategy & Planning• In-house v Outsource
• Align current and future talent goals with business strategic initiatives
• Establish a project team which is adequately resourced
• Separate from BAU so not to disrupt day to day talent management
• Pick key projects to build the business case, proof of concept and establish credibility
• Map all current processes
• An integrated approach must incorporate visibility of total recruitment costs
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CommunicationsTell them what you’re going
to tell them.
Tell them.
Tell them what you told
them.
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Technology• 33% of Australian businesses do not
use data in HRM
• Analytics is essential in building engagement and collaboration
• 43% of organisations automate key processes in managing a blended workforce
• Technology is an enabler but not the solution
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Change Process
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Benefits• Supplement core and stable permanent team
• Provide visibility and control of employee compliance
• Improve cost, quality and time to hire
• Improve Learning & Development outcomes
• Greater flexibility
• Improved diversity
• Enhanced internal mobility
• Boost productivity
• Launch pad into sustainable workforce
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Final Thought
“When it comes to the future there are three kinds of people: thosewho let it happen, those who make it happen and those who wonder what happened..?!”
Steve Jobs
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Are You Ready?