Concurrent Session Strategy Maturity Management: …...Kanita Harris, Category Manager, Halliburton...

October 8‐9, 2014 | The Mirage Hotel & Casino | Las Vegas

Concurrent Session – StrategyProgram Maturity Management: How toMove Beyond Cost Savings

Moderator: Stephen Clancy, Director, Contingent Workforce Strategies,Knowledge and Research, CCWP, Staffing Industry Analysts

Panelists: Kanita Harris, Category Manager, Halliburton Peter Parks, COO, Provade Edward Ronan, Global Category Manager ‐ HR Benefits & Services, BD

WED, OCT 8 4:30 PM MONTEGO AF

Sponsored by:


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Program Maturity Management: How toMove Beyond Cost Savings


Current and Likely Usage of Selected Management Strategies

Source: 2014 Contingent Buyers Survey, Staffing Industry Analysts


Contingent Workforce Program Maturity Model

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CW Program Maturity Assessment Overview

A multi‐dimensional tool to assess an organizations contingent workforce program capabilities

A framework to evaluate an organization’s internal practices using five levels of maturity ranging from Informal & Decentralized (level 1) to Competitive Differentiator (level 5)

The PMA focuses on existence of key program attributes, but not the overall performance of those attributes.

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October 8‐9, 2014 | The Mirage Hotel & Casino | Las Vegas6

The Program is most mature within the Measurable and Sustainable dimensions. The biggest maturation opportunities are within the Comprehensive, Strategic and Governed dimensions.

Summary of Baseline Results: (Example)

Maturity Assessment Level by DimensionLevel 1: Level 2: Level 3: Level 4: Level 5:

Informal & Decentralized

Limited Visibility & Management

Managed & Controlled Optimized Competitive

Differentiator

Comprehensive ✔

Strategic ✔

Governed ✔

Measurable ✔

Sustainable ✔


The Mission

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You are here

You wantto be here

A B


Program Maturity Management:How to Move Beyond Cost Savings

Peter ParksCOO, Provade


Some issues program owners recognize:

Original scope/focus not aligned with

evolving priorities – too narrow

Savings have been realized ‐ now what?

Lack of coordination among parties

MSP acting as intermediary

Miscla$$ification

9 10/7/2014

Programs: Early Stages

October 8‐9, 2014 | The Mirage Hotel & Casino | Las Vegas10 10/7/2014

Moving ForwardTaking ACTION BENEFITS

Expand scope: geography & services covered

• Realize benefits across all services• Gain efficiency through consistency

Increase systems integrations

• Efficiency by reducing dual maintenance

• Mitigate risk, enhance compliance

Insource program – MSP has delivered all improvements they can

• Going neutral• Reduce cost• Needs to be a core competency

Engage on‐line staffing • Expand sourcing base• Price competitive• Leverage niche channels

Go mobile • Simplify process• Efficiency through access



Kanita N. Harris HR Category Manager, Halliburton Energy Services


Program Statistics (Oct 2013‐ Sep 2014)

$84M+t o t a l s p e n d

p e a k h e a d c o u n t :

725

65 sitess e r v i c e d i n U S & C a n a d a

1250n e w w o r k e r s

© 2014 HALLIBURTON. ALL RIGHTS RESERVED.


Program Best Practices

Stakeholder involvement

CWS Council Membership

Supplier relationships‐ Annual Forum, Advisory Board

Supplier tiers & job sub‐categories

Quality over quantity

Maintaining program visibility & control

Communication

VMS relationship

Document, document, document

Shared program ownership ‐ HR and Proc



MSP – Service Level Agreement (review quarterly)

Job Reqs – Time to Fill (non‐niche)

Job Reqs – Time to Fill (niche)

Job Reqs – Time to Fill (direct hire)

On‐Boarding Verification

Turnover/Negative Attrition

Supplier Payments

Bill Rate Compliance Reporting

Cost Savings



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PMA Summary of Baseline Results: CY 2014

Comprehensive

Strategic

GovernedMeasurable

Sustainable



Program Roadmap

US Independent Contractor (IC) Management (Comprehensive)

Exploring VMS Statement of Work (SOW) module (Comprehensive)

Program Governance Board/Steering Committee (Strategic)

Program expansion outside US & Canada(Comprehensive)

- Mexico, UK© 2014 HALLIBURTON. ALL RIGHTS RESERVED.


Program Expansion




Ed Ronan, Global Category Mgr. for Human Resources, Becton Dickinson & Co.


FY14 Program Statistics (Oct. ‘13 – Sep. ‘14)

$48Mt o t a l s p e n d

1,425p e a k h e a d c o u n t

26 sitess e r v i c e d i n U S & C a n a d a

3,149 n e w w o r k e r s

125 w o r k e r s n e e d e d w e e k l y


Source: PeopleFluent, Sept. 2014


Rocks – The Foundation of a Solid Program

Technology ‐ VMS

Reporting

Rate Card ‐ Job categories

Geography

Compliance

Risk Management

Programs – MWBE, Veteran, Disabilities, etc.

Sand – Filling in the Gaps

Reducing internal customer resources

- Invoice processing

Market Rate Analysis

Accountability – QBR’s

Standardized reporting

Account Management

Gravel ‐ Capitalizing on the visibility of a structured and controlled environment

Consolidated invoicing

Tenure discounts

Overtime discount

Volume rebates

Right to Hire


CW program components of business transformation

- Managing each location as an independent business

- Process driven as opposed to people driven

- Optimizing Technology - *Boston Based Project Mgmt.

Consulting Co. ‐ Standish Group Reports, 60 percent of software features are rarely or never used

Executive mandated policy and process

‐ Capturing rogue spend

- Capturing tail spend

CW incorporated organizational strategic workforce planning

- Demand planning

- Payrolled workers by site / fills by site

- Retention policy

- Niche spend

- Supplier optimization

- Become a valued partner

Water ‐ Adding Value To A Well StructuredMature Program


Open Discussion Time


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Program Maturity Management: How toMove Beyond Cost Savings

Concurrent Session Strategy Maturity Management: …...Kanita Harris, Category Manager, Halliburton...

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