Hays Talent Solutions - Dublin 2015
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Transcript of Hays Talent Solutions - Dublin 2015
COMPLIANCE HOW TO MITIGATE RISK IN YOUR CONTINGENT WORKFORCE STRATEGY
AGENDA
8:00 Registration, breakfast, coffee & tea
8:30 Introductions (Richard Eardley - MD Hays Ireland)
8:35 Risk Mitigation – How To Manage A Compliant Workforce (Vince Lattimore – Global Talent Source Lead, Microsoft Corporation Ireland)
9:10 How To Build Governance – (Shelley Williams – Senior Associate, Brightfield Strategies)
9:45 Q&A
10:00 Close
Microsoft Confidential | Privacy Statement
Content Welcome and About me
The process
Implementation
AOB and Thank you
Governance
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Contingent staff levels
Risk Transfers
Need for objective Measures
Risk premium is added
Financial Certainty
BPO – measurement by outputs
Time & Materials
e.g. Errors, Rework,
Resources
Managed Service /
SOW
Microsoft Confidential | Privacy Statement
What are Contractors?
Is this person
going to be paid on Time & Materials?
YES YES YES
Will Microsoft be identifying
and selecting the individual?
Will the work be Microsoft FTE-Driven?
Contractors
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Local issues HR / the business were
the central point of contact for Hiring Managers
Lack of competitive process in the acquisition
of CS
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Managed Service Provider Model
One-to-One Relationship, Standardized Across the Enterprise
MSP 1
Country A
- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4
Country B
- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4
MSP 2
Country C
- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4
Country D
- Supplier 1 - Supplier 2 - Supplier 3 - Supplier 4
Microsoft Country B
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft Country C
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft Country A
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft Country D
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Managing External Staff Current State Future State
No Managed Service Provider Model
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A Problem Statement: The contractor sourcing process
Single Sourcing
§ Lack of competition results in defaulting to the max rates or budget ceiling § Limited (or no) visibility to multiple candidates and suppliers results in lower quality
resources § Limited supply channel effects quality of applicants
Inaccurate Levelling
§ Suppliers often determine resource level based on candidate availability and budget rather than job scope
§ Suppliers designate resource level, pricing the Resource to the budget
Poor User Experience
§ Suppliers can influence a stakeholder’s decision regarding engagement (Temp v Contractor) § Confusing and time-consuming process to initiate a request, choose a supplier and release request
with no Procurement guidance § Limits ability to comply with new and changing business requirements
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Contractor Hub – A Case for Change Problem Solution Benefits
Lack of consistent management around
external staff
Improved controls through common platform
Accurate resourcing Automated processes
Controls Consistent staffing process
Single tool for CS resources
Ease of use
Increased visibility Cost controls
Lack of consistency
Lack of consistency in tool use & capability
Lack of visibility into external staff worldwide
Standardization, automation and dedicated program office
support
Improved reporting, including tracking spend against budget
Flexible tool to meet business needs and local
requirements
People
Process
Technology
Planning: Reporting / Analytics
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External Staff Onboarding Process MSP/AM
completes requisition in MyOrder
MyOrder Request SAFE
approval
CHPO on-boards
resource in HTX
Is start date within 3 days
of current date?
CSO keys position and
personnel info into SAP
SAP sends email to
AccMan for Account /
Alias Setup
Is current date equal or after
start date?
MS People receives
assignment data (from
SAP)
AccMan receives feed
from SAP
SAP Receives alias from AccMan
ADFS receives alias
from SAP
Assignment & Alias
published in Feedstore
(EDS)
Key Card requested in
Lenel
ICOE pulls data from Feedstore
and Creates Domain XML
Feeds
ICOE places domain feeds on External
Share
CWT imports domain feeds from External
Share
Assignment data
published in HTX from Feedstore
ICOE Contractor Workforce
Tool Lenel
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Procurement Model: Then & Now Current State
Future State
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Contractor Hub Implementation Model
§ Microsoft Partners § Country Stakeholders (GPG,
Finance, HR, LCA) § GPG – Contractor Hub § Finance Solution Delivery
§ Local Contractor Hub Program Office
§ MSP Implementation Team § MSP Executive Leadership
§ Contractor Workforce Tool § My Order § HeadTrax § MS Invoice
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Global Footprint
Private and Confidential © 2015 V. Lattimore Microsoft
CA
US
AU
UK IE
NZ SG
RU
IN
WE
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MS
MSP
Market
Metrics should be important
Objectively measureable
It is within the ‘control’/
attributable to one party
There are three constituents to the functioning of the programme in country
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Key points
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Thank you
How to Build Governance 23 June 2015
Contingent Workforce Programme Governance
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• Ensures organisational alignment with programme• Facilitates adoption• Provides avenue for stakeholder input• Escalates programme visibility and value to an
executive level• Drives program maturity• Promotes collaboration across divisions and
business units• Focuses on continuous improvement and
programme success
Benefits of Governance
• Limited visibility and value recognition• Stagnant programme growth/maturity• Poor programme performance• Ineffective escalation path• Misalignment between programme initiatives and
organizational objectives• Challenges with adoption/rogue spend• Lack of compliance with policies/processes• Ineffective communication approach
Risks of Limited Governance
The function of the governance team is to drive the alignment of programme strategies, goals, and activities across all divisions within programme scope, and to ensure the
solution consistently delivers expected results.
Each participant is given a specific role and each role has defined responsibilities
Participants Responsibilities
Operational Execution (meetings, communications, tools)
Governance Team Structure
The Governance Team structure is designed to promote collaboration. A governance model includes the following key components:
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RolesExecutive Sponsor
Steering CommitteeCW Programme Owner
Divisional Programme OwnersProvider Relationship Owners
Programme Operations
Governance Team Functions
3
• Escalation path internally and for providers (VMS/MSP)
• Compliance management of SLAs, KPIs, savings targets
• Adherence to company policies and legislative changes
• Risk and issue management
• Supplier optimisation strategy
• Operational efficiency
Operational Oversight
• Organisational alignment with programme initiatives and roadmap
• Programme expansion strategy
• Programme improvement initiative planning – cost, quality, efficiency, risk
• Policy design and modification
• Legislative/industry change management
Strategy and Planning
• Top down communication from executive sponsor(s)
• Stakeholder input – BU, functional, providers (VMS/MSP)
• Program communications strategy
• Visibility into programme success and realised value
Change Management
Draft Governance Model
4
FInanceHRProcurementIT
VMS Support
VMS Owner MSP Owner
HR Exec
Audit Security APLegal
Executive Sponsor
Has authority and accountability to make decision on behalf of corporation regarding policies, processes, activities; serves as program champion; ultimate
decision maker
SteeringCommittee
Functional SMEs and other key stakeholders who are responsible for ensuring alignment with business strategy and organizational goals; influence program strategy and
direction of the programme
Programme Owner
HRProcurement
Responsible for overall programme execution and operations globally; manages VMS/MSP relationships
VMS/MSPAccount Manager
Responsible for overall programme execution and operations globally;
manages client relationships
MSP Director MSP Support MSP Support
VMS Support
Provides advance technical support and
issue resolution to client and MSP
PMO/MSPOperations
Manages all day-‐to-‐data programme activity; interacts with/supports all end users; executes programme initiatives
DivisionalOwners
Responsible for division-‐specific execution of operations; provide input from divisional
stakeholders; divisional SME
Div4Div3Div2Div1 Div5 Div6
Prog
ramme Ope
ratio
nsProg
ramme Oversight
Establishing a Governance Structure
Design Model Based on Programme Characteristics• MSP, VMS
involvement• Programme scope• Org structure• Programme complexity
Identify Participants• Divisional
representation• Functional
representation• Appropriate level
Define Responsibilities• RACI• Descriptions
Operational Planning• Meeting cadence• Programme charter• Communications plan• Governance tools
Execution• Stakeholder
engagement• Program planning• Performance
assessment
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Governance - Operational Planning
1. Establish meetings – frequency (regular, ad hoc guidelines), format, content and attendees
2. Define reporting metrics (activity, KPI and SLA measures), frequency and format
3. Define meeting documentation and issue tracking approach and owner
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4. Document escalation path – criteria for escalation, communication process and people involved
5. Agree upon programme improvement framework – forward looking framework that allows for planning, expansion, performance improvement and proactive change; focus on org alignment to program
6. Create a Contingent Workforce Governance Charter – outlines objectives of governance team, roles and responsibilities/RACI, operational guidelines and model; living document to be updated as changes occur
Governance Tools
§ Governance Charter
§ Program Strategy Roadmap (expansions, improvement initiatives)
§ Actions and Issues Log
§ Quarterly Business Review Template
§ Reporting Template
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CW Governance Recommendations
§ Establish governance model at an early stage, prior to vendor selection if possible, and ensure participation throughout provider selection and implementation
§ Identify and engage executive sponsorship
§ Ensure programme value is well articulated
§ Engage the right level individuals and ensure stakeholder representation from critical functions or areas of the business
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§ Address poor group behaviors early (power struggles, group think, lack of engagement/participation)
THANK YOU Q & A
Q & A
• Vince Lattimore – (Global Talent Source Lead, Microsoft Corporation Ireland)
• Shelley Williams – (Senior Associate, Brightfield Strategies)
• Mike McNally – (Solutions Director MSP/RPO, Hays Talent Solutions)
• James Milligan – (Director, Hays Talent Solutions - Ireland)
• Steve Jenkins – (Sales Director, PeopleFluent)
• Joe Slater – (EMEA Marketing Director, PeopleFluent)
CONTACT DETAILS
Todays Speakers:
Vince La)more: Vincent.la)[email protected]
Shelley Williams: swilliams@brigh;ieldstrategies.com
For any further informa<on on MSP or Outsourced programmes from Hays Talent Solu<ons:
Mike McNally: [email protected] M: +44 7958 033203
James Milligan: [email protected] M: +353 85 8031198
For any further informa<on on VMS technology solu<ons from Peoplefluent:
Joe Slater: [email protected] M: 07810 873444
Steve Jenkins: [email protected] M: 07972 357953