Staffing Lifecycle Management - CorSource...leverage technology staffing, recruiting and contract...

Staffing Lifecycle ManagementA New Framework for the Talent Economy

Strategy.

Execution.

Results.

2 Staffing Lifecycle Management: A New Framework for the Talent Economy

The world of talent recruitment, acquisition and management is one of constant change and increasing

complexity.

Facing a hyper-competitive business environment, organizations are presented with the challenge of scaling their

workforces at speed, while also maintaining a high level of quality and productivity. Furthermore, businesses are also

expected to adopt new technology and adapt in real-time to global business conditions by hiring top-level technology

talent to lead the charge.

But sourcing, acquiring, and

retaining talent has never

been more challenging. With

approximately 75 million

“baby boomers” on the cusp of

retirement, and a new wave of

highly diverse employees with

vastly different definitions and

expectations of employment

rising through the workforce,

companies are turning to

experts to help navigate these

difficult waters.

As an industry leader working to provide top-level talent to some of the most cutting-edge organizations and

technology companies on the planet, CorSource faces these challenges on a daily basis. In response, we are

introducing a new and practical approach that will help technology-driven organizations benefit from the emerging

“Talent Economy.”

This paper introduces Staffing Lifecycle Management – a guiding framework for a holistic approach to talent

acquisition and staffing through integrated assessment, planning and deployment of diverse and talented resources. It

is based on our philosophy that connected teams, and aligned processes and strategies, lead to better use of “human

capital” to achieve business objectives.

EXECUTIVE OVERVIEW


An interconnected process

for acquiring talent through

a lifecycle approach that

removes operational

silos and connects all

stakeholders using an agile

approach.

Ensure all external service

providers and staffing

resources are aligned to

boost business performance

and meet top-line goals.

A new, much-needed

approach to traditional

technology staffing, through

integrated planning, talent

management, visibility

and empowerment of both

internal teams and external

workers.

– where a mix of contract, direct hire and outside resources are

increasingly used to meet modern, highly fluid business requirements.

It aims to support the newer models that organizations are now using to

leverage technology staffing, recruiting and contract services to manage change and seize market opportunity.

Fundamentally, the objectives of Staffing Lifecycle Management include:

By addressing these objectives, SLM helps create a unified technology staffing strategy that elevates the delivery and

consumption of outside services to a mission-critical and cross-functional business process.

STAFFING LIFECYCLE MANAGEMENT: SUPPORTING THE EMERGING TALENT ECONOMY

STAFFING LIFECYCLE MANAGEMENT (SLM) HELPS TECHNOLOGY-DRIVEN ORGANIZATIONS EMBRACE AND BENEFIT FROM THE EMERGING TALENT ECONOMY

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The Talent Economy is fundamentally connected to

Staffing Lifecycle Management in that SLM is a

practical methodology for not only managing talent

acquisition in a rapidly changing business environment,

but leveraging the possibilities the Talent Economy

offers to gain more competitive advantage and win in

the market.

Conversely, the Talent Economy is connected to the

equally disruptive

Gig Economy, as it

embraces the fast-

changing dynamics

that have forever

changed how people

work and chart

career paths. Both

mega-trends fuel the

growing shortage and high cost of technical talent.

These shifts also lead to an increasingly mobile,

diverse and independent workforce, aligned with a

maturing digital age where freelancers and employees

alike can opt for shorter-term jobs and projects –

where and when they want to accept them. The Talent

Economy directly impacts how organizations staff

and scale their workforce, with direct hire employees,

contract workers and technical services to meet

increasing technology demands.

Not surprisingly, the Talent Economy also has changed

the way traditional staffing firms think and operate. As

an industry, we need to move from just

We also have the opportunity to nurture and bring more

diversity and inclusion to the technology workforce,

and to help ensure equal pay for all that we employ –

either directly or as contractors.

All of this is the reason CorSource developed the

Staffing Lifecycle Management framework – to help

organizations better manage and benefit from the Gig

and Talent Economies, and to contribute new thinking

within the staffing industry.

TALENT ECONOMY

“FILLING POSITIONS,” TO BECOMING STRATEGIC

BUSINESS PARTNERS THAT HELP CHART TECHNICAL TALENT

STRATEGIES THAT ARE AGILE

AND TIGHTLY ALIGNED

WITH SPECIFIC BUSINESS

INITIATIVE AND GOALS.

According to an

Intuit Study, by 2020

40% of workers

will be contractors


Mega trends and industry dynamics are impacting organizations of all types – and are

vital to understand within the context of Staffing Lifecycle Management.

Relevant industry trends occurring today include:

TODAY’S STAFFING INDUSTRY LANDSCAPE

TECHNOLOGY HAS EATEN THE WORLD:

Technology has permeated nearly every facet of business, institutions and even daily life — falling “technically behind” is not an option and can have devastating consequences.

TALENT SHORTAGE:

In a hyper-competitive environment, the war for

talent acquisition has become increasingly competitive as the pool of qualified technical talent

cannot keep up with growing business demands. In turn,

the importance of expanding the traditional recruitment pool, staffing, contracting,

outsourcing and retainment has grown.

ECONOMIC UNCERTAINTY:

Unsettled domestic and global political climates have made it even more difficult to plan

for long term success — especially in hiring.


THE GIG ECONOMY:

It is estimated that by 2020, more than 40 percent of

workers will be independent contractors, and more and

more businesses are turning toward temporary or contract

labor to quickly scale and meet workforce demands.

TRADITIONAL CAREERS ARE FADING:

Post great recession, millions of employees are rethinking

the definition of employment, becoming more opportunistic and entrepreneurial. In turn,

companies have to rethink the dynamic value of employees,

including the cost of recruiting and turnover, and the large-scale impact of good hires

versus bad hires.

STAFFING AUTOMATION:

The process of acquiring and retaining technology talent has become increasingly automated. Whether it be

Chatbots for initial prescreening questions, or leveraging machine learning to help

prioritizing candidates that are most likely to engage and are the best fit for open and future

roles, the way candidates and organizations engage is changing and evolving. This

said the need for human touch within the process is here to

stay.


Based on our collective experience working across a wide range of industries and staffing needs, we see the following

dynamics unfolding within our industry:

THE CORSOURCE INDUSTRY PERSPECTIVE

Flexibility Mandate: Empowered Talent:

At both an organizational and individual level, new emphasis is placed on a more agile approach to technology staffing and work-life balance.

Traditional motivational priorities -- title, status, salary -- are taking a backseat to personal priorities like meaningful work and relationships. Today’s workforce is increasingly turning off by “automation” in career choice and work assignments.

Mixed Talent Usage: Distributed Cost Controls:

Organizations are moving toward a blended technology staffing approach – hiring, contracting and outsourcing to meet business objectives. Contracted resources are increasingly used for a number of “mission critical” business functions and work alongside permanent resources.

As the cost of high-caliber talent rises, organizations adopt a distributed, right-shoring approach to meet strategic and tactical goals cost effectively.

Talent Disconnect: Basics Still Matter:

Despite the critical role technical talent plays in business success, “human capital” management remains disconnected from hiring, HR and business stakeholders, and continues to be fragmented across the enterprise.

Even with automation innovation, personal relationships and understanding the business remains the bedrock of a successful IT staffing strategy and practice.


As we collectively work to ensure talent delivers value across the enterprise, it is vital to gain

a common, shared vision for our industry and community. We offer the following insights into

future approaches as we all move forward:

OFFERING A SHARED “STAFFING” INDUSTRY VISION

NEW THINKINGWith disruption rippling through all facets of business and talent management, we must develop new approaches that address constant change and emerging mega-trends. Change must be embraced and leveraged for success.

SOLVE PROBLEMS

CONNECT ALL PARTIESWe must provide new approaches that connect the sta�ng management lifecycle – from business stakeholders and hiring managers to HR and executive management.

With technical talent central to business success, we need to address the underlying objectives of both organizations and the talent that serves them – then o�er a pathway to success.

ASSESS AND FIND GAPSWe must assess current technology needs, and implement a more diverse approach to sta� sourcing and retention practices to �ll opportunity gaps that can deliver more value and bottom-line results.

TAKE A HOLISTIC APPROACH

We must create a more comprehensive approach that helps re-de�ne the role and value “sta�ng agencies” deliver to both organizations and the valuable talent they serve.

OUR VISION


STAFFING LIFECYCLE MANAGEMENT: CORE TENETS

The following tenets are designed to help you adopt the SLM approach into your organization. These steps provide

a guide for improving operational efficiencies, empowering better decision making, promoting collaboration and

innovation, and delivering more value to the organization. The central theme of the SLM approach is connecting all

stakeholders and processes to business value. Like Lean and other operational processes, SLM requires executive

support and leadership to achieve sustainable success – as change and breaking with entrenched norms requires

support at all levels.

Staffing Lifecycle Management tenets:

STAFFING LIFECYCLE MANAGEMENT

DECISION-MAKING

PARTNER ECOSYSTEM

RESOURCE MATRIX

MANAGEMENT TRANSPARENCY

DIVERSITY, INCLUSION & PAY

EQUALITY

STAFFING TO BUSINESS

OBJECTIVES

TEAMS


1. ASSESS:

Conduct an enterprise-wide assessment of all outside staffing and contract resources, costs, processes,

needs and outcomes. To know where gaps and opportunities exist, it is imperative to know what you have. We

recommend taking a broad look at the staffing, recruitment and contracting practices you have in place. The

assessment should examine the strengths, weaknesses and gaps across the entire staffing lifecycle to identify

areas of opportunity and improvement.

2. CONNECT TEAMS:

Assemble teams – from HR and hiring to managers and executives, to map effective talent strategies that

deliver business value. Connect with employees and stakeholders from all levels and backgrounds, allowing

collaboration and connection at every step. Use this as an opportunity to cross-pollinate effective processes, as

well as to identify organizational redundancies that would otherwise not be visible in a siloed organization. The

power of creating a “Talent Centers of Excellence” can be profound by providing a collaborative, focused and

inclusive environment to share needs and processes for improving outcomes.

3. ALIGN STAFFING TO BUSINESS OBJECTIVES:

Ensure all staffing resources and needs are aligned with business objectives and strategic plans. Oftentimes

team’s individuals KPIs can obscure – or even mask – higher level business objectives. This is an opportunity

to achieve organizational alignment across all levels and move forward collectively and strategically.

4. PROMOTE DIVERSITY, INCLUSION AND PAY EQUALITY:

Build a culture that reflects a changing world and workforce by encompassing physical, cultural and socio-

economic diversity. Promoting these shared values and attitudes leads to improved morale, performance and

productivity. It also helps attract top talent, improve retention rates and lower turnover.

5. BI-DIRECTIONAL TRANSPARENCY:

Agencies provide analysis of fees and differences between contracting and direct hires; client organizations

reciprocate by sharing insights into business goals and objectives.


6. TALENT MANAGEMENT:

Implement modern recruitment, work/life alignment, development and compensation practices that attracts

and engages employees. Use information collected in the previous steps to assure industry competitiveness.

7. TALENT RESOURCE MATRIX:

From in-house and contract to direct development services, create a resource matrix to align each approach

with a project type. This will serve as the guiding framework that will provide the ability to focus on a more

detailed approach.

8. PRIORITIZED PARTNER ECOSYSTEM:

Align partners around the resource matrix based on the capabilities, strengths and weaknesses of the partner

ecosystem. Put your partners in the best position to achieve success.

9. INFORMED DECISION-MAKING:

Create technology staffing strategies and plans that align a mix of staffing resources based on clear and

concrete business objectives.


Creating a more unified and standardized approach for managing all of the dynamics and complexities of technology

staffing is profound. Specifically, the benefits and rewards that Staffing Lifecycle Management delivers for the

following groups include:

WHY STAFFING LIFECYCLE MANAGEMENT?

• Provides a holistic approach to staffing and resource usage

• Aligns staffing, contracting and development to business goals

• Streamlines “staffing processes” for optimum quality, speed and cost

ORGANIZATIONS

TALENT

• Helps top talent find “meaningful” work that matters to them – leading to better

performance and retention.

• Demonstrates a level of sophistication and caring for highly valued team members.

• Provides choice and flexibility to achieve a satisfied work/life balance.

INDUSTRY

• Supports the Talent Economy through an integrated approach that blends

staffing, talent management, outsourcing and organizational development


CONCLUSION

At CorSource, we believe that our collective industry is faced with great challenges, but with those

challenges come great opportunities. Through SLM, we are pleased to offer our best collective thinking to

help teams, organizations and our industry move forward, as we adapt to disruptive dynamics – some that

are apparent today and some that are unforeseen. We also feel it is vital that we explore the inefficiencies

that come when holding onto legacy approaches that were once best-in-class, but need a review and

refresh. While SLM is not a rigid and prescriptive process, we hope it serves to shift how you think about

and manage your technology talent and staffing needs, and that this thinking and approach contribute to

your business success.

CorSource Technology Group

529 SW 3rd Avenue, Suite 500

Portland, OR 97204

503-726-4545 | [email protected]

www.corsource.com

TO LEARN MORE ABOUT HOW OUR STAFFING LIFECYCLE MANAGEMENT

FRAMEWORK CAN HELP YOU WITH YOUR TALENT ACQUISITION NEEDS,

CONTACT US TODAY.

WWW.CORSOURCE.COM/CONTACT/

http://www.corsource.com/contact/

Staffing Lifecycle Management - CorSource...leverage technology staffing, recruiting and contract...

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