1.
The Evolving Stages of a Contingent Workforce Model
Sue Howse, ManpowerGroup

2.
Human Age
Talent Mismatch
Uncertainty
Changing Mindsets
Social Shifts
Human Potential
Mature vs. Emerging Market Growth
Interconnected
Global Connectivity
Power of the Individual
Shorter Skills Life Cycle
Do More With Less
Disruption
Bifurcation
Volatility
Talentism
One Size fits One
Power of the Community
Chaotic
Compressed Economic Cycles
Technological Changes
Major Agent of Growth
Rise in the Middle Class
Value Compression
Political Shifts
Individual Choice
Bubblisation of Society
#HumanlyPossible

3.
The Contingent Workforce Index (CWI)
Australia slipped from fourth place in the 2013 rankings of the worlds most engaged contingent labour forces to 15th in this year’s index
The CWI Measures the ease of sourcing, hiring and retaining contingent workers globally.

4.
Top Five Markets for Contingent Workforce

5.
Consolidate
Optimise
Transform
Continuous Improvement
At what stage is your organisation?
Organisational Benefit
Maturity

6.
Consolidate
Optimise
Transform
Organisational Benefit
Maturity
You have an established supplier panel in place and now looking for improvements
You have recently implemented a centralised Contingent Workforce Management (CWM) program (insource or outsource)
Continuous Improvement

7.
Consolidate
Optimise
Transform
Organisational Benefit
Maturity
You have had a CWM program in place for over 12 months and now you are looking to enhance
You are looking how to manage other categories of labour
Continuous Improvement

8.
Consolidate
Optimise
Transform
Continuous Improvement
Organisational Benefit
Maturity
You are looking to take a holistic approach to talent acquisition and management
You are looking to take a country based model across countries

9.
Crowd Sourcing Workshop
Split into three discussion groups
1.Consolidation
2.Optimise
3.Transform
With the help of your facilitator, discuss the following questions for your stage:
1.What are the activities of this stage?
2.What are the benefits?

10.
Consolidation
Awareness and Visibility
Activities
Visibility to end users, information & data – contingent #’s, cost/spend
Program parameters (standards/process) established
Plan or implementation of systems
Workforce segmentation in place or started
Creating early supplier framework – skills/diversity/SME’s
Tracking & performance management
Non-compliance identified and possibly addressed
High-level plan or strategy clear/er
Benefits
Visibility & Consistency – process, reporting, transparency
Immediate Cost Savings – compliance, rationalisation
Risk Mitigation
Technology Enabled Workflows
Enhanced Quality

11.
Optimisation
Activities
Cost savings program enhancements
Supplier performance management enhancements
Supplier panel rationalisation
Re-evaluation of process and systems to ensure ongoing efficiency gains
Clear road-map to strategy
Robust framework for Change Management
Deep Organisation awareness/engagement to program
Benefits
Increased hiring efficiencies and strong employee branding (EVP)
Increased employee engagement and retention
Strong stakeholder relationships
Enhanced cost savings
Best Fit supplier structure with compliance
Consistent and streamlined business process
Visibility of ALL spend – eg SOW
Alignment to Workforce Strategy is clear
Visualise TTM as next phase

12.
Transformation
Activities
Holistic view of Talent, not worker category
Technology & integration Enhancement
Continued program enhancement
Increased sourcing channels
Evolution across Services & Outsourced Projects
Costing model evolution
Integrated Workforce Plan to Talent Acquisition Strategy
Greater internal mobility
Benefits
Improved visibility to BI
Enhanced Cost Savings
Holistic talent management approach
Process & cost optimisation
Employer Brand Strong

13.
Thank you
#HumanlyPossible