WillStaff Case Study – Pactiv Corporation On-Site Program Improves Workforce Efficiency <ul><li>A fortune 500 manufacturin...
Business Description Challenges Solutions Located in Tuscaloosa County, Alabama, this facility manufactures   & assembles ...
Rapid deployment model <ul><li>Hurricane Katrina Rapid Deployment </li></ul><ul><ul><li>The Lafayette Branch began working...
<ul><ul><ul><li>We developed a national account model tailored to meet the needs of the  company.  This program included t...
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Staffing Case Studies

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Staffing Case Studies

  1. 1. WillStaff Case Study – Pactiv Corporation On-Site Program Improves Workforce Efficiency <ul><li>A fortune 500 manufacturing company, with multiple locations nationwide was looking to integrate a cost effective staffing model that would : </li></ul><ul><ul><li>provide a high level of service satisfy the need for an efficient invoicing and payment system </li></ul></ul><ul><li>The timetable for putting this in place was less than six weeks, at over 13 locations throughout the U.S. </li></ul>Problem Solution <ul><li>Willstaff is an active part of the client’s management team. WillStaff focuses on building a partnership and works with Pactiv to implement strategies to increase productivity. </li></ul><ul><ul><li>Establish Team Leader program </li></ul></ul><ul><ul><li>Develop “Me First” safety program </li></ul></ul><ul><ul><li>Set benchmarks for productivity </li></ul></ul><ul><ul><li>Train ways to avoid co - employment. </li></ul></ul>Results <ul><li>Within three weeks, WillStaff’s On-site SWAT team was able to accomplish the following: </li></ul><ul><ul><li>Implemented an invoicing process that assured accuracy. </li></ul></ul><ul><ul><li>Completed thorough on-site inspections and job analysis at all 13 locations. </li></ul></ul><ul><ul><li>Hired a local on-site management team at each of Pactiv’s 13 locations. </li></ul></ul><ul><ul><li>Established an I-9 verifiable workforce. </li></ul></ul><ul><ul><li>Gained first hand knowledge of work processes. </li></ul></ul><ul><ul><li>Contingent staffing turnover was reduced at all locations to new lows. </li></ul></ul><ul><ul><li>Time to fill down to less than 24 hours for general positions. </li></ul></ul><ul><ul><li>OSHA Recordable Rate was reduced to .007% for the last 12 months. </li></ul></ul>
  2. 2. Business Description Challenges Solutions Located in Tuscaloosa County, Alabama, this facility manufactures & assembles the M-Class and the newest members of the Mercedes-Benz line, the R-Class and ML-Class. Everything is under one roo f – from Body, Paint, and Assembly shops to Administration and Shipping. Initially, MBUSI wanted a way to staff a new plant economically, with bes t in class employees. As they expanded into new product lines, they needed to add 2000 people to their workforce. MBUSI wanted us to create a 6-month hiring process to ensure employee hiring criterion were met and capabilities were proved. As a new employer to the area, they received state incentives. To honor state requirements, MBUSI needed a partner to manage the process and ensure its compliance. Case Study – Mercedes Benz US Int’l (MBUSI) At the beginning of the relationship, we created a variable staffing plan that resulted in a 70/30 split between Talent Tree and Mercedes workers. Our next step was to create Hestair, a new operation to enabl e us to attract qualified, experienced staff with industry experience. Talent Tree worked with MBUSI to develop multiple staffing programs including Alabama Industrial Development Training partnership program, payrolling, production temporary workers program, co-op staffing programs, summer intern programs, safety & paramedics and German teachers.
  3. 3. Rapid deployment model <ul><li>Hurricane Katrina Rapid Deployment </li></ul><ul><ul><li>The Lafayette Branch began working with BMS Catastrophe, Inc., a subsidiary of Blackmon Mooring Steamatic, on September 13, 2005. BMS was contracted by major hotels, universities, school districts, hospitals and governing bodies for major restoration from damage due to Hurricane Katrina and the New Orleans floods. </li></ul></ul><ul><ul><li>BMS CAT had never handled a catastrophic event of this size. As a result: </li></ul></ul><ul><ul><ul><li>Coordination and collection of time sheets became extremely difficult. </li></ul></ul></ul><ul><ul><ul><li>Means of communication between job sites were virtually non-existent </li></ul></ul></ul><ul><ul><ul><li>Hundreds of time sheets were not turned in which created chaos on pay day. </li></ul></ul></ul><ul><ul><li>WillStaff quickly resolved the problem by understanding BMS’s business to anticipate their needs for success. This involved a change in standard process procedure: </li></ul></ul><ul><ul><ul><li>Customized site orientations provided BMS with workers prepared for each site. This allowed projects to run more efficiently. </li></ul></ul></ul><ul><ul><ul><li>Team leaders on each charter bus became responsible for checking in, collecting time sheets, and day-to-day management. </li></ul></ul></ul>Placeholder Provide the largest number of contractors on October 10, 2006 (21 buses transporting 1062 laborers were dispatched successfully)
  4. 4. <ul><ul><ul><li>We developed a national account model tailored to meet the needs of the company. This program included the following features and technologies: </li></ul></ul></ul><ul><ul><li>National Account Manager centrally located to provide one point of contact </li></ul></ul><ul><ul><li>Single web based solution for processes, consistency of jobs, cost controls and vendor management </li></ul></ul><ul><ul><li>Performance Management System to replace manual processes for review of all staff employees </li></ul></ul><ul><ul><li>Single pricing schedule for all staffing services and ensuring delivery to strategic locations </li></ul></ul>Case Study – O’Neal Steel National Account Management Program Provides Cost Savings and Gains Visibility to Performance <ul><li>L argest family-owned full-line metals service center with more than $2.3 billion in annual sales. Growth had resulted in 30 independent work site locations across the US . </li></ul><ul><ul><li>Disparate processes </li></ul></ul><ul><ul><li>26 separate staffing vendor relationships </li></ul></ul><ul><ul><li>Inconsistent job descriptions and pay rates </li></ul></ul><ul><ul><li>Lack of cost controls and reporting </li></ul></ul><ul><li>There were n o standardized processes to guide work force decisions , the time it took to bring on supplemental staff varied widely , and turnover rates were inconsistent. </li></ul>Problem Results <ul><li>The implementation transformed O’Neal’s ability to manage its work force. Benefits of the program included: </li></ul><ul><ul><li>Centralized, consistent human resources processes and procedures, resulting in higher quality employees </li></ul></ul><ul><ul><li>Enhanced reporting capabilities (Employee turnover, performance gaps, training needs, forecasting) </li></ul></ul><ul><ul><li>30% cost savings consolidating staffing suppliers and leveraging rates </li></ul></ul><ul><ul><li>Overall picture of staffing activities </li></ul></ul><ul><ul><li>Standardized job descriptions, titles and pay </li></ul></ul><ul><ul><li>Time savings from consolidated invoice system </li></ul></ul>Solution
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