the journey to a blended workforce · we are building an enabler, not a solution, a solution is...

The journey to a blended workforce

Peter Wareham - Head of experienced and contingent recruitmentNovember 2013

www.pwc.co.uk

PwC

Blended workforce, the latest HR fad…

…Or the greatest opportunity we have ever had to help shape and deliver company strategy…

A journey to blended RPO2

November 2013

PwC

AgendaHow do companies balance their traditional “captive” talent with contract talent? This session will share the challenges and solutions PWC experienced in their journey towards a Blended Workforce.

Blended workforces are not simply about permanent and contingent workforce. A blended workforce, to me encompasses:

Perm FT;

Perm PT;

Outsourced relationships;

FTC;

Contingent workers;

And, SOW contractors.

That is our total talent landscape

3November 2013A journey to blended RPO

PwCA journey to blended RPO

4November 2013

Average age of women

having children

increasing rapidly

The world is changing

December 20121.6m

Contingent workers

TUC

Employment stability

increases with ageONS 2003

Home ownership improves

job stabilityONS 2003

Contingent workers up

230000 since 2005

TUC

Millenialsexpect to have 15 – 20 jobs in their lifetime

Future workplace survey U.S.

Average graduate 1st

job tenure is 18 months

The marketer’s forum 2012

2001 average

job tenure 4 years

ONS 2003

1995 average job

tenure 5 years

ONS 2003

655000 contingent

workers due to no perm work –

doubled since 2005

TUC

40% of graduates

surveyed left their first role due to lack of progression

The marketer’s forum 2012

Since 2008 job tenure in the UK has

been increasing!

1/3 of employers to

increase contingent

headcount in next 12 months

REC

Mobile working

Globalisation

Average age of marriage

increasing –now early 30’s

1/3 of workers will be over 50

by 2020Madouros 2006

71% of millenialswant and expect an

international experience in their career

PwC

Is this:Generational change;

Economic change;Technological change

or Global change?

The new norm or a short term aberration?

Which came first, the chicken or the egg?

MillenialsOver 50’sWorld of work

PwC

The mind of a CEO


November 2013

PwC

What does this mean for organisations

• A one size fits all approach to talent management & recruitment will likely not engage all talent groups

• Retaining talent is becoming more complex

• ‘One size fits all’ EVP’s will become less effective

• Impact on organisational culture

• Talent management and succession planning becoming more complex

• One lens across all organisational talent becoming increasingly critical

• Challenges embedded models of who does what, where and how

• The ability of organisations to dictate how they want to engage talent is lessening

• We will see cost arbitrage applied to an organisations work force, efficiency (cost cutting) in some areas and strategic investment in others

• A long term talent view will be essential


November 2013

PwC

What does this mean in our world


November 2013

The organisational constructs and silos that most talent acquisition functions have will rapidly be unable to support organisational aspirations, an urgent need exists to consider:

The type of functions;

What else should be in our functions;

The technology which supports functions;

The objectives of the function;

The connectivity of the function;

EVP construction;

And, commonality in selection processes.

PwC - journey to a blended workforce

www.pwc.co.uk

PwC

One big challenge for PwC


November 2013

PwC

One fundamental question


November 2013

What does the shape of our workforce need to be

in the future to deliver the needs of our clients and also deliver commercial

returns?

PwC

Starting with a blank piece of paperThe now

Reviewing recruitment – as it

Getting recruitment fit for purpose today – pronto

The definite future

Restructure recruitment to deliver business needs

Look at cost efficient delivery models

Build scalable and agile foundations that can be flexed / re-pointed at short notice

The possible future

Look at labour market & macro economic trends and weave this thinking in to the definite future

We didn’t get it all right, but we did spot some of the major trends and work out why we wouldn’t be able to meet them


November 2013

PwC

An ivory tower is no useBack to basics, we spoke to anyone and everyone!


November 2013

The Team

Leadership

The business

Providers

Candidates

Procurement

The hiring community

PwC

What we found• Unable to deliver BAU recruitment

• Poor knowledge of business

• High agency reliance

• Fragmented outsource landscape

• Inefficient leverage of spend

• Complex risk management

• Multiple contact points for hiring managers

• Process inefficiency

• Underutilisation of internal market knowledge

• Inability to rapidly scale function to changing needs

• No planning or budget for contingent labour


November 2013

PwC

Deficient technology led to our thinking on holistic access to talent


November 2013

ATS VMSStudent alumni

PwC

The vision we created


November 2013

Leadership

The business

CandidatesThe Team

Providers

The hiring community

Procurement

ConsistentSimple

Compelling

Transform recruitment from a transactional, process driven service, to an agile, leading edge talent acquisition

capability, directly supporting the strategic goals of the business and delivering careers of real value to our

people.

Because the world is changing, if we don’t evolve with it we will loose the ability to attract and engage with the best talent.

Organisations can no longer afford to engage with the best talent once

We will need to engage with talent communities from school age to retirement

During that period we will have multiple employment and contingent relationships with that person

We will increasingly not recruit to fill jobs - We will recruit for skills

We will be tasked with repetitively bringing these skills in and out of organisations

Individuals will dictate when they want to supply labour and how

Why we decided to take a blended approach

PwC

We are building an enabler, not a solution, a solution is only relevant to a moment in time

A truly blended solution – we practice what we preach!

Retained in-house EH recruitment team, comprising of:

Core permanent headcount;

FTC headcount;

Contingent headcount;

And a blended RPO solution from RSR.

We have become the enabler for blended workforce solutions which is now helping the board develop strategies.A journey to blended RPO

18November 2013

The journey to a blended workforce

Organisational options for enabling transformation November 2013

www.pwc.co.uk

PwC

Simply there are 5 options

Blended RPO

Separate MSP and RPO

In-house EH and MSP

All in-house

Don’t address the challenge!


November 2013

PwC

What is blended RPO

21November 2013A journey to blended RPO

Blended Workforce solutions provide a combined approach - RPO and MSP - this encompasses traditional talent acquisition for permanent

employees, as well as management of contingent workforce suppliers, temporary workers and contractors. By managing these elements under one process, companies are achieving significant benefits, from better

visibility into workforce supply and demand, to improvements in compliance, cost control, and talent quality.

PwC

A quick analysis of the options


November 2013

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Can

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te

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Tech

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Hol

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T2P

RPO & MSP

Blended RPO

MI

Spen

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IH & MSPBuying a blended RPO solution, or creating a

blended in-house solution will not solve the challenge of the blended workforce on its own. You must create a strong internally aligned vision and

have firm foundations built first. Only then can you move to build a truly agile function that can constantly and quickly evolve for the future.

PwC

Blended workforce…

…the greatest opportunity we have ever had to help shape and deliver company strategy…


November 2013

I am now at your mercy!

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.

© 2013 PricewaterhouseCoopers LLP. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

the journey to a blended workforce · we are building an enabler, not a solution, a solution is...

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