concurrent session: integration workforce planning ... · 21‐22 april 2015 ... staffing industry...

21‐22 April 2015Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.

Concurrent Session: IntegrationStrategic Workforce Planning — Putting itAll Together —Workshop

Speakers: Stephen Clancy, Director, Contingent Workforce Strategies & Research, CCWP, Staffing Industry Analysts Adam Pode, Director, International Research & Analysis, Europe, Staffing Industry Analysts

WEDNESDAY 13:30‐14:30 HEIAN


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Strategic Workforce Planning — Putting it All Together —Workshop

21‐22 APRIL 2015 Hotel Okura, Amsterdam

What does SIA stand for?

Staffing Industry Analysts Staffing Industry Analyst

Staffing Industry Analysis Staffing Industry Averages


What was the employment rate for the age group 20 to 64 in Europe in 2013?

68.4% 70.3%

72.5% 75.0%


What is the latest estimate of the size of the global contingent market?

€1.6 trillion €2.4 trillion

€266.6 billion €794.6 billion


How much is the worldwide labour force projected to increase by 2030?

2.9 billion

4.0 billion

2.0 billion

3.5 billion

21‐22 APRIL 2015 Hotel Okura, Amsterdam21‐22 APRIL 2015 Hotel Okura, Amsterdam© 2015 Crain Communications Inc. All rights reserved.

Workforce Landscape – Shortages & Surpluses 2020

Source: McKinsey Global Institute, 2012


Source: 2014 Contingent Workforce Buyers Survey

Projected average share in

2016 is 30%

Companies Using More Contingent Work ‐ Update


What is Workforce Planning (WP)?How is it becoming more

“strategic” (SWP)?


SWP – Multiple Dimensions

Business Objectives

Workforce: StrategicSkills

Workforce: Demographics

Workforce: Size, Shape,

Flow

Environment: Business Strategy Alignment

Environment: The Two

Workforces

Deployment: Recruit & Retain

Deployment: Align with

Budget Cycle

Workforce Plan

Workforce Planning Continuous analytical process to

determine what organization needs in terms of size, type, experience, knowledge, skills and quality of workforce to achieve its goals

Aligned with business planning and budget cycles

Strategic 3‐5 year alignment with business

objectives Considers products, operating

sites, M&A, market conditions and more

Tactical 12‐18 months with quarterly

updates Available headcount and $$s

rolled out to operating units via budget process


Our experience in the market place indicates that “workforce planning” is usually more tactical and short term than strategic and long term. It is most often described as “an approved headcount and the possible number to hire in the near term (week, month, quarter, or year).” This process generally focuses on full time employee hires with little or no attention on other sources of talent.

Workforce Planning (SWP) – Yesterday

Integrating Contingent Workforce Management with Strategic Workforce Planning: A Broader View of the Workforce, Kay Colson and Jim Haling, 2012


Recognizing for a Changing Workforce

Oil and Water becomes . . . . . . a “Blended” Workforce Milkshake

Prediction: 50% of an average company’s workforce becomes non‐employees When? Some prognosticators say by 2020…others are more aggressive…by 2016

Companies of 1000+ workforce…smaller companies engage contingent workers too

New Workforce “Mix”


Workforce Planning (SWP) – Change Demands

2014 Contingent Buyers Survey: Trends in supplier management strategiesResults are based on findings of our 2014 Contingent Buyers Survey, conducted in April 2014, and reflect the opinions of buyer respondents from 174 large (1000+ employee) companies with operations in North America.


CW Program Management – Key Role in Meeting New Demands

CW Management Program

Internal Departments

CW Suppliers

Line Managers

CW Workforce

Executive Management

Working Relationship with Multiple Stakeholder Groups

Unique View & Data Access• “Extended workforce”• Across markets• Data not housed in HRIS system• Extended view through supplier capacity and strengths

Evolving Role• Managing global needs• Frequently called upon to open CW

program in new markets• Positioned to provide executives

greater perspective


Workshop Exercise: Data and Market Support for Change in Requirements


Working as a team, define: What are the top three things you need to do as the CW Program Manager to meet this EVP’s requests? What resources do you need? What staffing partners can help with what? What are your limitations in this contribution?

Activity Scenario #1Offshore Support Centre Workforce (currently in operation under HTT ownership)


Activity Scenario #2Onshore Support Workforce (under consideration for opening)

Working as a team, define: What are the top three things you need to do as the CW Program Manager to meet this EVP’s requests? What research will be required? What staffing partners and/or consultants will be needed to assist? What are your limitations and risk in this contribution?


CW Program Manager becomes critical subject matter expert (SME) …

How will your role change?


• What is the power of being a Contingent Work Strategic Workforce Management subject matter expert?

• What are the strategic alignment benefits of becoming a Contingent Work Strategic Workforce Management subject matter expert?

Pair Exercise


CW SWP Contributions ‐ Strategic Alignment Benefits

Benefits to Organization Data transformed to business intelligence More informed decision making Greater staffing flexibility Improved leverage of available talent

Benefit to CW Program Manager Corporate Visibility Professional Credibility Enhanced Program Support Program Adoption!


CW SWP Contributions – Inventing the Future


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DIGITAL SURVEYS

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Strategic Workforce Planning — Putting it All Together —Workshop

concurrent session: integration workforce planning ... · 21‐22 april 2015 ... staffing industry...

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