How were things done originally and what was the inspiration to innovate the process?
Prior to partnering with SAP to address our needs, we took a reactive approach when hiring our contingent workforce – which did not allow us to be as strategic as we needed when sourcing talent. We needed an agile and scalable technology solution that could evolve with the needs of the business. Seeing how vital the contingent workforce is to the work we do every day sparked the inspiration to improve the process and find an innovative solution to our problem.
Originally, we did not have the visibility into the success metrics that would allows us to optimize spend. Today, we have end-to-end visibility into our external talent sourcing which enables us to mitigate risk and make informed hiring decisions.
What KPIs did you use to measure success for this project? (For example: performance, customer satisfaction, revenue, sales or relevant financial gains?)
Working in tandem with our HR strategy focused on attracting the right permanent talent to deliver Capgemini’s full portfolio of services, our procurement team needed to optimize the contingent workforce strategy to deliver niche capabilities. Seeking to gain end-to-end visibility and control over every aspect of its external workforce, we wanted a single integrated solution to find, engage, manage, and pay continent workers. We also needed a solution that perfectly fit Capgemini’s global business structure and several legal entities, allowing us to deliver a simple process across the business.
The primary goals were to gain end-to-end visibility into the external workforce; mitigate business risk and meet current and future needs; improve business controls and optimize spend; and measure contingent labor spend against KPIs.
We also wanted to lessen the time needed to fill positions where there were gaps. Because of this project, we were able to make the sourcing process more efficient, ultimately reducing the time it takes to fill positions by 60%.
How do you plan to ensure that the new model remains relevant and adapts to the future needs of the market?
What advice do you have for those who may want to implement this innovative approach in their own organizations?
Today’s contingent workforce programs need to be agile to address complex and ever-changing market conditions. Innovative integrated technology and embedded specialized service provision from the market are key to enable such programs. KPIs like time to source and fulfillment rate are measures for the effectiveness and efficiency of the overall supply chain. If all these things are addressed in synchronization, contingent workforce programs are fit for the future.