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Recruiting Contingent and Other Non-Traditional Talent - What Recruiting Leaders Need to know (Kevin Wheeler)

Recruiting Contingent and Other Non-Traditional Talent - What Recruiting Leaders Need to know (Kevin Wheeler)






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    Recruiting Contingent and Other Non-Traditional Talent - What Recruiting Leaders Need to know (Kevin Wheeler) Recruiting Contingent and Other Non-Traditional Talent - What Recruiting Leaders Need to know (Kevin Wheeler) Presentation Transcript

    • Presented by KevinWheelerRecruiting Contingentand Other Non-Traditional TalentWhat Recruiting Leaders Need to KnowERE EXPO - San Diego -April 2013
    • Two Worlds Colliding• Choice• Flexibility• Opportunity• Pay forperformanceFree Agent•Security•Careerpath•Predictable income•CamaraderieTraditionalist
    • Source: UN Population Forecast, 2001 revision0100020003000400050002000 2010 2020UrbanRuralMillionsUrban Population will Grow
    • 5
    • Basic Priorities HaveChanged6Money MeaningRoutine InnovationControl ChoicePermanent Project
    • 7
    • CareersareObsolete8Gain skills through PROJECTS–not seniority or tenureFewer&fewerLifetimeCareersThe only enduring skill will be to leaAsk: Will this make a difference,help someone?
    • 9Over 40% of U.S. Workers are contingOver 55% of EMEA Workers are cont
    • Everyone an EntrepreneurUrban, Healthier, Older, better educatedAutomation &Robotizing ofmanytraditional jobs.Rise of CareerMosaicsMore free timeGUIDINGPRINCIPLE:Deliberate CHOICErather than socialpressure.
    • Traditional Jobs in Decline© 2013, Future of Talent Institute 11. . .Workers Need MajorUPSKILLINGPOLICEAUTO WORKERSWAREHOUSEDRIVERSSOLDIERSPILOTSELDER CARE
    • Characteristics of NewJobs© 2013, Future of Talent Institute 12Outcome-FocusedSelf-organizingMulti-disciplinaryProject-Based
    • 13REALStability/securitycomes from-broadeducation- many diverseskills- flexibility“. . the new job security is alive andwell and centered in you, not in acompany.”-The New Job Security, PamLassiterAwareness: Job Securityis YOU
    • “Collarless,”ContingentWorkersReign14COREEMPLOYEESPARTNERSFlatter orgs: smaller, global, NTEMPSCONSULTANTSCUSTOMERSSUPPLIERS“Employees will work in moredecentralized, specialized firms,and employer-employeerelationships will become lessstandardized and moreindividualized.”-Rand Report, Future WorkTrends, 2004
    • The HR Challenge15Incorporate all types of workers into theworkplace – temps, permanent, contractors,consultants, suppliers.Do it legallyManage costsFigure out theright mix toprovidemaximumflexibilityProvide fast,cost-effectivetrainingID, attract, engage andkeep the core worker
    • DistributionQualityReasons to GOContingent16Global InfluencesCostsGenerationalTrends &Demographics AttitudesTechnologySoftwareInnovation
    • 5 Key Steps to Success© 2012, Future of Talent Institute 171. Understand the need – why are contingent beinghired?Short or long term? In-house or outsourced?Global or domestic?2. Determine which positions will be contingentHow many? When needed?3. Assess your capabilities?Can you source & hire effectively?4. Learn about suppliers?Assess capabilities, quality, cost5. How will you assess success?Metrics, feedback
    • Contingent WorkerStrategy18Level 2Process Based:Attributes•Attributes of Level 1•Selection logistics•Resource consultation•Use of expert suppliers;•Consistent pay ranges•Performance based•Consistent recruitmentprocessSingle invoiceAsset managementContractor induction•Risks minimisedOutcomes•Payroll savings•Increased productivity•Greater predictability•Higher level of partnershipLevel 1Cost Saving Based:AttributesPreferred supplier arrangementsCategories of supplyAgreed SLAReporting on SLAContractor careBase level assistance toHiring Managers & HRStandardised margins &admin feesOutcomes Margin costs savingsLacks consistencyHas leakage to non suppliersReduces some riskReactive-open role basedTransactional serviceEfficiency & cost basedreportingLevel 3Quality Based:Attributes•Attributes of Level 2•Benchmarked contractor•profiles & assessment•Performance measured•Tracking & workflow•eTimesheeting•Contractors and temps re-cycled•Resource utilisation measured• Integration of workforcePlanning•Contingent talent pool•Integration with perm recruitment•Outcomes•High ROI•Increased high performers•Better mix of workers•Increased retention of keycontractors & skills transfer•Transfers to & from permworkforceSource: HCMS, Australia
    • Managing ContingentWorkers19Sophistication ofProcesses & TechnologyValueCreatedX PreferredSupplierX ManagingVendorX RPOX Client ProfitCentreSource: HCMS, Australia
    • Jobs that areDYNAMIC, evolving,global and highyVaried.
    • Kevin Wheeler510-659-0179kwheeler@futureoftalent.orgThanks!