The document discusses building governance for a contingent workforce program. It outlines the benefits of governance such as ensuring organizational alignment, facilitating adoption, and driving program maturity. It then describes the typical roles in a governance team such as an executive sponsor, steering committee, and program owner. The document provides examples of governance functions and a draft governance model. It emphasizes that governance is important for operational oversight, strategy and planning, change management, and escalation. Finally, it offers recommendations for establishing an effective governance structure.

1. COMPLIANCE
HOW TO MITIGATE RISK IN YOUR
CONTINGENT WORKFORCE STRATEGY

2. AGENDA
8:00 Registration, breakfast, coffee & tea
8:30 Introductions (Richard Eardley - MD Hays Ireland)
8:35 Risk Mitigation – How To Manage A Compliant Workforce
(Vince Lattimore – Global Talent Source Lead, Microsoft Corporation Ireland)
9:10 How To Build Governance – (Shelley Williams – Senior Associate, Brightfield Strategies)
9:45 Q&A
10:00 Close

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Content
Welcome and About me
The process
Implementation
AOB and Thank you
Governance

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Contingent staff levels
Risk
Transfers
Need for objective Measures
Risk premium is
added
Financial
Certainty
BPO – measurement by outputs
Time &
Materials
e.g. Errors,
Rework,
Resources
Managed
Service /
SOW

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What are Contractors?
Is this
person
going to be
paid on Time
& Materials?
YESYESYES
Will
Microsoft be
identifying
and
selecting the
individual?
Will the work
be Microsoft
FTE-Driven?
Contractor
s

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Local issues
HR / the business were
the central point of contact
for Hiring Managers
Lack of competitive
process in the acquisition
of CS

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Managed Service Provider Model
One-to-One Relationship,
Standardized Across the Enterprise
MSP 1
Country A
- Supplier 1
- Supplier 2
- Supplier 3
- Supplier 4
Country B
- Supplier 1
- Supplier 2
- Supplier 3
- Supplier 4
MSP 2
Country C
- Supplier 1
- Supplier 2
- Supplier 3
- Supplier 4
Country D
- Supplier 1
- Supplier 2
- Supplier 3
- Supplier 4
Microsoft
Country B
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft
Country C
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft
Country A
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Microsoft
Country D
Supplier 1 Supplier 2
Supplier 3 Supplier 4
Supplier 5 Supplier 6
Managing External Staff
Current State Future State
No Managed Service
Provider Model

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A Problem Statement: The contractor sourcing
process
Single
Sourcing
§ Lack of competition results in defaulting to the max rates or budget ceiling
§ Limited (or no) visibility to multiple candidates and suppliers results in lower quality
resources
§ Limited supply channel effects quality of applicants
Inaccurate
Levelling
§ Suppliers often determine resource level based on candidate availability and budget
rather than job scope
§ Suppliers designate resource level, pricing the Resource to the budget
Poor User
Experience
§ Suppliers can influence a stakeholder’s decision regarding engagement (Temp v Contractor)
§ Confusing and time-consuming process to initiate a request, choose a supplier and release request
with no Procurement guidance
§ Limits ability to comply with new and changing business requirements
Microsoft Confidential | Privacy Statement

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Contractor Hub – A Case for Change
Problem Solution Benefits
Lack of consistent
management around
external staff
Improved controls
through common platform
Accurate resourcing
Automated processes
Controls
Consistent staffing process
Single tool for CS
resources
Ease of use
Increased visibility
Cost controls
Lack of consistency
Lack of consistency in tool
use & capability
Lack of visibility into external
staff worldwide
Standardization, automation
and dedicated program office
support
Improved reporting, including
tracking spend against budget
Flexible tool to meet
business needs and local
requirements
People
Process
Technology
Planning:
Reporting /
Analytics

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External Staff Onboarding Process
MSP/AM
completes
requisition
in MyOrder
MyOrder
Request
SAFE
approval
CHPO on-
boards
resource in
HTX
Is start date
within 3 days
of current
date?
CSO keys
position and
personnel info
into SAP
SAP sends
email to
AccMan for
Account /
Alias Setup
Is current date
equal or after
start date?
MS People
receives
assignment
data (from
SAP)
AccMan
receives feed
from SAP
SAP
Receives
alias from
AccMan
ADFS
receives alias
from SAP
Assignment &
Alias
published in
Feedstore
(EDS)
Key Card
requested in
Lenel
ICOE pulls
data from
Feedstore
and Creates
Domain XML
Feeds
ICOE places
domain feeds
on External
Share
CWT imports
domain feeds
from External
Share
Assignment
data
published in
HTX from
Feedstore
ICOE
Contractor
Workforce
Tool
Lenel

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Procurement Model: Then & Now
Current State
Future State

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Contractor Hub Implementation
Model
§ Microsoft Partners
§ Country Stakeholders (GPG,
Finance, HR, LCA)
§ GPG – Contractor Hub
§ Finance Solution Delivery
§ Local Contractor Hub
Program Office
§ MSP Implementation Team
§ MSP Executive Leadership
§ Contractor Workforce Tool
§ My Order
§ HeadTrax
§ MS Invoice

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Global Footprint
Private and Confidential
© 2015 V. Lattimore Microsoft
CA
US
AU
UK
IE
NZSG
RU
IN
WE

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MS
MSP
Market
Metrics should
be important
Objectively
measureable
It is within the
‘control’/
attributable to
one party
There are three constituents to the functioning of the programme in country

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Key points

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Thank you

24. How
to
Build
Governance
23
June
2015

25. Contingent Workforce Programme Governance
1
• Ensures organisational alignment with programme
• Facilitates adoption
• Provides avenue for stakeholder input
• Escalates programme visibility and value to an
executive level
• Drives program maturity
• Promotes collaboration across divisions and
business units
• Focuses on continuous improvement and
programme success
Benefits of Governance
• Limited visibility and value recognition
• Stagnant programme growth/maturity
• Poor programme performance
• Ineffective escalation path
• Misalignment between programme initiatives and
organizational objectives
• Challenges with adoption/rogue spend
• Lack of compliance with policies/processes
• Ineffective communication approach
Risks of Limited Governance
The function of the governance team is to drive the alignment of programme strategies,
goals, and activities across all divisions within programme scope, and to ensure the
solution consistently delivers expected results.

26. Each participant is given a specific role and each role has defined responsibilities
Participants Responsibilities
Operational Execution (meetings, communications, tools)
Governance Team Structure
The Governance Team structure is designed to promote collaboration.
A governance model includes the following key components:
2
Roles
Executive Sponsor
Steering Committee
CW Programme Owner
Divisional Programme Owners
Provider Relationship Owners
Programme Operations

27. Governance Team Functions
3
• Escalation path internally and for
providers (VMS/MSP)
• Compliance management of SLAs,
KPIs, savings targets
• Adherence to company policies and
legislative changes
• Risk and issue management
• Supplier optimisation strategy
• Operational efficiency
Operational Oversight
• Organisational alignment with
programme initiatives and roadmap
• Programme expansion strategy
• Programme improvement initiative
planning – cost, quality, efficiency,
risk
• Policy design and modification
• Legislative/industry change
management
Strategy and Planning
• Top down communication from
executive sponsor(s)
• Stakeholder input – BU, functional,
providers (VMS/MSP)
• Program communications strategy
• Visibility into programme success
and realised value
Change Management

28. Draft Governance Model
4
FInanceHRProcurementIT
VMS
Support
VMS
Owner MSP
Owner
HR
Exec
Audit Security APLegal
Executive
Sponsor
Has
authority
and
accountability
to
make
decision
on
behalf
of
corporation
regarding
policies,
processes,
activities;
serves
as
program
champion;
ultimate
decision
maker
Steering
Committee
Functional
SMEs
and
other
key
stakeholders
who
are
responsible
for
ensuring
alignment
with
business
strategy
and
organizational
goals;
influence
program
strategy
and
direction
of
the
programme
Programme
Owner
HRProcurement
Responsible
for
overall
programme
execution
and
operations
globally;
manages
VMS/MSP
relationships
VMS/MSP
Account
Manager
Responsible
for
overall
programme
execution
and
operations
globally;
manages
client
relationships
MSP
Director MSP
Support MSP
Support
VMS
Support
Provides
advance
technical
support
and
issue
resolution
to
client
and
MSP
PMO/MSP
Operations
Manages
all
day-­‐to-­‐data
programme
activity;
interacts
with/supports
all
end
users;
executes
programme
initiatives
Divisional
Owners
Responsible
for
division-­‐specific
execution
of
operations;
provide
input
from
divisional
stakeholders;
divisional
SME
Div4Div3Div2Div1 Div5 Div6
Programme
OperationsProgramme
Oversight

29. Establishing a Governance Structure
Design Model
Based on
Programme
Characteristics
• MSP, VMS
involvement
• Programme scope
• Org structure
• Programme complexity
Identify
Participants
• Divisional
representation
• Functional
representation
• Appropriate level
Define
Responsibilities
• RACI
• Descriptions
Operational
Planning
• Meeting cadence
• Programme charter
• Communications plan
• Governance tools
Execution
• Stakeholder
engagement
• Program planning
• Performance
assessment
5

30. Governance - Operational Planning
1. Establish meetings – frequency (regular, ad hoc guidelines), format, content and attendees
2. Define reporting metrics (activity, KPI and SLA measures), frequency and format
3. Define meeting documentation and issue tracking approach and owner
6
4. Document escalation path – criteria for escalation, communication process and people involved
5. Agree upon programme improvement framework – forward looking framework that allows for planning,
expansion, performance improvement and proactive change; focus on org alignment to program
6. Create a Contingent Workforce Governance Charter – outlines objectives of governance team, roles and
responsibilities/RACI, operational guidelines and model; living document to be updated as changes occur

31. Governance Tools
§ Governance Charter
§ Program Strategy Roadmap (expansions, improvement initiatives)
§ Actions and Issues Log
§ Quarterly Business Review Template
§ Reporting Template
7

32. CW Governance Recommendations
§ Establish governance model at an early stage, prior to vendor selection if possible,
and ensure participation throughout provider selection and implementation
§ Identify and engage executive sponsorship
§ Ensure programme value is well articulated
§ Engage the right level individuals and ensure
stakeholder representation from critical functions
or areas of the business
8
§ Address poor group behaviors early (power struggles,
group think, lack of engagement/participation)

33. THANK YOU
Q & A

34. Q & A
• Vince Lattimore – (Global Talent Source Lead, Microsoft Corporation Ireland)
• Shelley Williams – (Senior Associate, Brightfield Strategies)
• Mike McNally – (Solutions Director MSP/RPO, Hays Talent Solutions)
• James Milligan – (Director, Hays Talent Solutions - Ireland)
• Steve Jenkins – (Sales Director, PeopleFluent)
• Joe Slater – (EMEA Marketing Director, PeopleFluent)

35. CONTACT DETAILS
Todays
Speakers:
Vince
La)more:
Vincent.la)more@microso3.com
Shelley
Williams:
swilliams@brigh;ieldstrategies.com
For
any
further
informa<on
on
MSP
or
Outsourced
programmes
from
Hays
Talent
Solu<ons:
Mike
McNally:
mike.mcnally@hays.com
M:
+44
7958
033203
James
Milligan:
james.milligan@hays.com
M:
+353
85
8031198
For
any
further
informa<on
on
VMS
technology
solu<ons
from
Peoplefluent:
Joe
Slater:
joe.slater@peoplefluent.com
M:
07810
873444
Steve
Jenkins:
steve.jenkins@peoplefluent.com
M:
07972
357953