securing your talent supply chainpresented by:Vinos Samuelsenior manager - MSP

agenda•reasons for hire

•suppliers - an integral part

•MSP supplier management•case study

•technology

•why suppliers like MSP

•what’s ahead?

agenda

reasons for hire

•skills gap•seasonal workload

•adhoc projects

why hire contingent

recent client scenarioreason for hire

usage of contingent workers in the next 5 years

source: Staffing Industry Analyst

suppliers - anintegral part

talent supply management is key

MSP supplier management• objectives

• methodology

• tiering

• structured performance management

• communication

• audit

strengthening program-level governance, transparency and risk management

objectives of supplier management

alongside existing business demands

active management and development of the supplier network

enhancing the reporting, performance measurement and operational analytics

access to critical and sought-after talent

analytics

visibilitymanage change

ensuring continuity of supply

monitored continuous improvement

end-to-end process governance

open book policy

leverage spend to negotiate best rates

controlled, transparent vacancy distribution

in-house supplier partner manager

improve suppliers’ knowledge

philo

soph

yse

lect

ion

man

agem

ent

supplierperformancemanagement

biannual reviewmeeting

managementreporting

service levelagreements

quality questionnaire & survey

quality reviews

balancedscorecard

salary benchmarking

performance monitoring

supplier selection

gap analysis

identify supply chain

engagement models

MSP VMS(technology)

nichesuppliers

diversitysuppliers

MSP(optional)

externalsuppliers

MSP VMS(technology)

MSP or key supplier

niche suppliers

externalsuppliers

diversitysuppliers

vendor neutral

master vendor

MSP VMS(technology)

blended

MSP or key supplier

MSP(optional)

niche suppliers

externalsuppliers

diversitysuppliers

niche suppliers

externalsuppliers

diversitysuppliers

hybrid

supplier network

supplier networksupplier network

supplier tieringProject

Management Office (PMO)

Client

IT/Professional Admin/Clerical/ Light Industrial

Vendor neutral

IC SOW

location

category

strategy

fulfillment

SupplierSupplierSupplier

SupplierSupplier

Tiered

SupplierSupplier

Supplier Payroll Supplier

Master Vendor

Supplier

Additional geographies

considerations•labour category•location•talent availability•performance of existing supply chain•speed to production•niche requirements

governancemonthly catch-upsweekly calls

supplier forums newslettersperiodic reviews

performance management

supplierperformancemanagement

biannual reviewmeeting

managementreporting

service levelagreements

quality questionnaire & survey

quality reviews

balancedscorecard

performance managementbalanced scorecard

operational performance

relationship quality

risk

supplier scorecardQ1 - 3 2014

supplier audit process1

PMO communicates to shared service of Audit start/end date

2 PMO provides Audit Specialist w/quarter active contractor detail & supplier contact info

3Audit Specialist selects the appropriate % to audit

4 Audit Specialist creates & distributes a template letter, data to be submitted to each supplier

5Supplier submits document s to Risk Specialist for review

6 Risk audits all documentation provided by supplier

7 Risk communicates final results to Supplier Specialist

8Supplier Specialist coordinates call to review in detail with PMO

9 Supplier Specialist will communicate final corrective action plan to Risk, Risk to communicate to supplier

• insurance documents

• offer letters• NDA• background

check documents

•strong supplier engagement•coaching performance to create greater opportunity

•supplier rationalisation – right-size panel

•monitor and review SLA performance•information sharing - (business intelligence and market information)

•communication•client expectations •performance management practices

•reduce non-panel activity•tighter compliance to recruitment, on-boarding and off-boarding

•legislation requirements

outcomes of oursupplier management approach

• increased hiring manager and supplier engagement measured through satisfaction surveys

• considerable reduction in time to fill

• achieve greater than 90% compliance to Supplier Panel (best practise is typically 85%)

• risk reduction

• driving hiring efficiencies• reduction in fill time• risk reduction• increased candidate

attraction

consistency

quality

compliance

case study

IT software and services client

quality of submission

3:1HM satisfaction

87%

rate card compliance

90%panel compliance

95%

Scenario: •vendor selection and empanelment was BU/HM function•not an optimized panel•no vendor performance management in place•no visibility into rates/spend

evolution

2011●supplier partnership reviews●scorecarding

2013●satisfaction surveys●quarterly newsletters●audit

current●state of optimisation

2014●supplier summit●formalised corrective action process●tiering

2012•panel optimisation•program policy documented

scenario•no baselines on spend or SLA’s•no improvement strategy in place

technology

tools for supplier management

why suppliers like MSP

why suppliers like MSP

• forecast & analytics

• six sigma methodology

• going mobile

• integrated talent management solutions

what’s next?

• six sigma, lean or other process & quality initiatives

• workforce planning & forecasting

• predictive analytics – Talentradar

• improved scorecards

• go mobile

• independent contractor, perm, SOW

looking ahead

2

Q & A

the human intelligence advantage