Future of Sourcing - Contingent Workforce https://futureofsourcing.com/tags/contingent-workforce en Procurement Experts Weigh in on Alternatives to RFPs https://futureofsourcing.com/procurement-experts-weigh-in-on-alternatives-to-rfps <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Procurement%20Experts%20Weigh%20in%20on%20Alternatives%20to%20RFPs.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Procurement%20Experts%20Weigh%20in%20on%20Alternatives%20to%20RFPs.jpg" title="The standardized RFP process takes months to complete." class="colorbox" rel="gallery-node-2120-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Procurement%20Experts%20Weigh%20in%20on%20Alternatives%20to%20RFPs.jpg?itok=7HRYAEVr" width="624" height="325" alt="The standardized RFP process takes months to complete." title="" /></a></div></div></div><div class="field field-name-field-intro field-type-text-long field-label-hidden"><div class="field-items"><div class="field-item even"> <p><em>The RFP process is largely broken, says Erika Novak, Head of Client Services at Utmost. She offers three&nbsp;ways your organization can take advantage of innovation and speed to market, which can rarely be achieved because standardized RFP processes take months to complete.</em></p> </div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/why-visibility-is-essential-to-workforce-planning">Why Visibility is Essential to Workforce Planning</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>In enterprise software and services, procurement&rsquo;s use of a Request for Proposal (RFP) is meant to compare competitive product offerings against a set of requirements. The intent was to create an environment where vendors could respond with functionality, price, implementation details and unique offerings. Unfortunately, the RFP process has largely failed for several reasons. Today, the focus is on innovation and speed to market, which can rarely be achieved in a standardized RFP process that can take months to complete.</p> <p>In a recent webinar, <a href="https://www.youtube.com/watch?v=x_MU9JP6jpQ" target="_blank">&ldquo;Innovation in Procurement: Alternatives to Traditional Practices,&rdquo;</a> I spoke with three procurement executives &ndash; <a href="https://www.linkedin.com/in/deanjedwards/" target="_blank">Dean Edwards </a>(Kaiser Permanente, Yahoo, Levi&#39;s); <a href="https://www.linkedin.com/in/paul-p-campbell/" target="_blank">Paul Campbell</a> (Hewlett Packard, Phillips, Schneider Electric, BA); and <a href="https://www.linkedin.com/in/rogerjellicoe/" target="_blank">Roger Jellicoe </a>(Motorola, Intel) &ndash; about the work they&rsquo;ve done consulting procurement executives that want to capitalize on innovation. Part of our discussion centered around how organizations reframe the traditional RFP, how they can &ldquo;fail faster,&rdquo; and how to capitalize on cutting-edge technologies.</p> <p>Innovation can relate to products, services, processes, compensation methodologies and new ways of thinking. Our discussion centered around products, services, business models and ways procurement organizations are working today. As with many groups, processes that are disruptive and get a lot of resistance, both structurally and culturally, tend to get pushback. But to foster and accelerate growth, procurement has an important role in helping to accelerate innovation through new ways of vetting and comparing tech vendors.</p> <p>Procurement has traditionally been looked at as the cost savings mechanism in organizations, but costs are not necessarily being able to reduce pennies and dollars off of what&#39;s procured. &ldquo;Mature procurement organizations are focused on accelerating time to market for products, new businesses and new business models, because the faster you&#39;re generating revenue, the faster you&#39;re generating return on those investments,&rdquo; Paul commented.</p> <p>When it comes to traditional RFPs, this often means doing away with them altogether. &ldquo;If you&#39;re not getting the scorn and ridicule of your colleagues, you&#39;re not pushing the boundaries far enough,&rdquo; Roger added. This doesn&rsquo;t mean you throw process out the window, but that you infuse enough innovation into it that you&rsquo;re constantly challenging the status quo. &ldquo;Process, it&#39;s damaging when it&#39;s overused. One of the keys to innovation is recognizing when an exception to a widely used process is going to be helpful rather than hurtful.&rdquo;</p> <p>So, how can your organization take advantage of a certain amount of rigor without missing out on innovation, time to revenue and risking cost (growth vs. loss)? Here are a few considerations to think about.</p> <h2>Are the right people involved in change management?</h2> <p>To make a big change within an organization used to running traditional RFPs, you&rsquo;ll want to ensure the entire process is owned by someone who can ultimately pull the trigger on bringing in a new technology or software. &ldquo;Many in procurement have had to figure out that a 40-page contract and a vendor evaluation process is not the right way to work with the startups, the companies that any innovation team or R&amp;D team are bringing in,&rdquo; Paul said. &ldquo;The procurement team that specifically supports innovation should be running the evaluation process, not just a standard procurement manager.&rdquo;</p> <p>This person or group must be able to quickly figure out what the opportunity cost of a four-month RFP process would be to the business and be able to articulate that loss to the business.</p> <h2>Are you asking the right questions?</h2> <p>Often, companies have a lot of bureaucracy that supports their core business and subscribe to the &ldquo;this is how we do it because we&rsquo;ve always done it this way&rdquo; mentality. When it comes to teams that are now saying, &ldquo;We want to create a new business model and a new go-to-market process,&rdquo; traditional functions that support procurement like finance, legal, supply chain and risk don&#39;t know what to do, so they pull out their SOPs and manuals and attempt to remain status quo.</p> <p>The key is asking the right questions upfront like, &ldquo;How did we decide this was the &lsquo;right&rsquo; process?&rdquo; By slowly dismantling or deconstructing the original approach, Roger said, organizations can find out the reason, motivation and goals. This helps target how the company is motivated, how they&#39;re approaching things, and what can be shifted. &ldquo;You kind of deconstruct their approach, their mindset, their processes, and you reconstruct it in a new way,&rdquo; Paul said. &ldquo;You focused on this new opportunity and the new business model that&#39;s needed to support that.&rdquo;</p> <h2>Are you engaging the right people in a new process?</h2> <p>By proactively engaging the supporting functions of the business, there is much to be learned about formulating a new approach. The more business lines feel a part of the solution, the more likely they will champion a new process. These business lines are designed to support functions like procurement, so use their expertise to your advantage.</p> <p>Additionally, there needs to be a discussion with business lines that traditionally circumvent RFP processes for the reasons noted above. While they may be trying to achieve that speed-to-market, they may be costing the organization in other areas, so understanding that rationale is important when building out a new process for evaluating vendors.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/utmost" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Utmost</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/request-for-proposal-rfp" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Request for Proposal (RFP)</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/change-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Change Management</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Procurement Experts Weigh in on Alternatives to RFPs - Future of Sourcing" addthis:url="https://futureofsourcing.com/procurement-experts-weigh-in-on-alternatives-to-rfps"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Thu, 03 Feb 2022 02:00:00 +0000 Erika Novak 2120 at https://futureofsourcing.com https://futureofsourcing.com/procurement-experts-weigh-in-on-alternatives-to-rfps#comments Direct Sourcing and Digital Transformation of Contingent Labor Programs https://futureofsourcing.com/direct-sourcing-and-digital-transformation-of-contingent-labor-programs <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Digital%20Transformation%20of%20Contingent%20Labor%20.png"><a href="https://futureofsourcing.com/sites/default/files/articles/Digital%20Transformation%20of%20Contingent%20Labor%20.png" title="Digital Transformation of Contingent Labor " class="colorbox" rel="gallery-node-1813-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Digital%20Transformation%20of%20Contingent%20Labor%20.png?itok=GrzmcS3v" width="624" height="325" alt="Digital Transformation of Contingent Labor " title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/procurements-calling-protect-the-business-in-times-of-crisis">Procurement’s Calling is to Protect the Business in Times of Crisis</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>The way we work had changed long before the Covid-19 crisis. And with the recent pandemic, the way work gets done might be changed forever, permanently.</p> <p>The role of the external workforce or the contract workforce was instrumental for organizations to thrive in the digital era. The recent shift in workforce trends as a result of the pandemic has further strengthened the case for a flexible and robust external workforce to succeed during the testing times.</p> <p style="text-align:center;"><a href="https://sig.org/webinar/minimize-covid%E2%80%99s-impact-your-workforce-using-direct-sourcing" target="_blank"><em>&gt;&gt;Learn how to minimize COVID&#39;s impact on your workforce using direct sourcing.&lt;&lt;</em></a></p> <h1>Technology in Hiring</h1> <p>Technology has empowered businesses to reach their target audience seamlessly with inbound marketing techniques. The inbound approach enables businesses to share the right information with the right audience to nurture and convert potential buyers into clients.&nbsp;</p> <p>In a candidate-driven labor market, job seekers are not less significant than buyers.&nbsp; Similar to marketing automation transformation, which organizations have adopted to attract, engage and nurture new clients, today&rsquo;s talent CRM technology enables them to share the right information with potential candidates and entice them with a seamless online experience.</p> <p>The modern innovations in HR Technology with the inclusion of artificial intelligence, chatbots, employer branding and advanced inbound recruitment marketing strategies have been adopted by talent acquisition teams in organizations to hire regular full-time employees.</p> <p>On the contrary, contingent labor hiring has seldom seen an innovative approach to source and hire temp labor. While the advent of digital technology leveraged by the power of the internet and mobile devices has changed how talent finds their next job, the enterprise contingent labor programs have largely remained unchanged.&nbsp;&nbsp;</p> <p>As the role of the external workforce in an organization&rsquo;s success is going to be paramount in the post-pandemic era, organizations are adopting newer models like direct sourcing to transform their contingent labor programs. This is done to get away from the legacy expensive Markup or Not-To-Exceed models, reducing their dependency on staffing agencies.&nbsp;</p> <p>Direct sourcing, the recent innovation in the contingent labor landscape, allows employers to build a talent pool and hire contract talent directly by leveraging their employer brand.</p> <p><strong><em><a href="http://cwstrategies.staffingindustry.com/direct-sourcing-a-step-toward-total-talent-management/" target="_blank">According to SIA&#39;s 2018 Buyer Survey, 34% of the US respondents have already incorporated direct sourcing solutions to their contingent workforce programs.</a></em></strong></p> <h1>Digital Transformation is Not Just Adoption of Technology</h1> <p>While the contingent staffing industry has not been readily open to embrace advanced technology that emerged in the recent years, the industry is witnessing a significant shift in the trend by opening up for technology adoption.</p> <p>But adopting technology will not necessarily accomplish digital transformation. Technology is only one piece of the jigsaw puzzle. Digital transformation is putting all the pieces together to create a more streamlined, efficient process that produces better results than the legacy means.</p> <p>For instance, several processes in talent acquisition like creating a career page, LinkedIn hiring and publishing of jobs on job boards do not mean or result in a digitally transformed recruitment process.</p> <p>Digital transformation of the recruitment process is realized when all these siloed approaches (job boards, social media recruitment, career pages) are synchronized together to create a better method that helps organizations find qualified talent faster at an optimized cost. The entire process completes the puzzle.</p> <p>The fear of solving the puzzle is a major challenge faced by enterprises in implementing the digital transformation of their legacy systems. Unlike talent acquisition, contingent labor programs haven&rsquo;t seen much technological disruption and are majorly driven by a VMS software that acts as an interface between enterprises and staffing vendors. While VMS addresses several aspects of program management, today, VMS providers are rethinking their partnership strategies to extend their offering to customers by integrating direct sourcing platforms driven by digital technology.</p> <h1>Direct Sourcing: Plug-and-Play Digital Transformation</h1> <p>Today&rsquo;s direct sourcing services inherently completes the puzzle by streamlining all the online channels used in attracting, engaging and retaining temp labor. Direct Sourcing looks inevitable when design thinking is applied to contingent labor programs in its current state.</p> <p>Thanks to modern-day technology, direct sourcing service is available as a PaaS (Platform as a Service) solution that can be plugged and played without any disruption to the existing program.</p> <p>A direct sourcing platform integrated with VMS enables enterprises to attract qualified talent from online channels, engage them through non-intrusive digital touchpoints like text/sms or email, screen them faster with AI/ML-based screening and retain them by offering a stellar candidate experience. Direct Sourcing providers offer their services through a partner ecosystem or by themselves, which includes talent curation, talent pool management and payroll services.</p> <p>Enterprises that lead the innovation path have already implemented direct sourcing solutions in their contingent workforce programs and optimized spend by 10%.&nbsp;&nbsp;</p> <p>Post Covid-19 crisis, the dependency of organizations on external workforces is expected to soar and it is imperative to adopt a digitally transformed contingent labor program that produces better results and saves cost.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/digital-transformation" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Digital Transformation</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/digital-technology" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Digital Technology</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/covid-19" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">COVID-19</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/human-resources-hr" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Human Resources (HR)</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/direct-sourcing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">direct sourcing</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Direct Sourcing and Digital Transformation of Contingent Labor Programs - Future of Sourcing" addthis:url="https://futureofsourcing.com/direct-sourcing-and-digital-transformation-of-contingent-labor-programs"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Thu, 02 Jul 2020 16:46:15 +0000 Praneeth Patlola 1813 at https://futureofsourcing.com https://futureofsourcing.com/direct-sourcing-and-digital-transformation-of-contingent-labor-programs#comments Having Diversity Suppliers Doesn’t Guarantee a Diverse Workforce – Here’s Why That Matters https://futureofsourcing.com/having-diversity-suppliers-doesnt-guarantee-a-diverse-workforce-heres-why-that-matters <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%289%29.png"><a href="https://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%289%29.png" title="Diversity Suppliers Doesn’t Guarantee a Diverse Workforce" class="colorbox" rel="gallery-node-1719-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Copy%20of%20FoS%20Header%20Images%20%289%29.png?itok=PhyMCi9Y" width="624" height="325" alt="Diversity Suppliers Doesn’t Guarantee a Diverse Workforce" title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/how-supplier-diversity-is-working-in-the-real-world">How Supplier Diversity is Working in the Real World</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Having a diverse workforce results in increased ROI for companies; but this isn&rsquo;t breaking news. Companies in the top quartile for gender, racial and ethnic diversity are &ldquo;more likely to have financial returns above their national industry medians,&rdquo; <a href="https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters" target="_blank">according to a McKinsey &amp; Company</a> report. At the board of director level, they also found ethnically and culturally diverse companies were 43% more likely to see above-average profits, showing a significant correlation between diversity and performance. <a href="https://www.cnbc.com/2019/03/08/research-finds-that-companies-with-gender-equity-are-more-innovative.html" target="_blank">Another study found</a> that innovation was <em>six times higher</em> for companies that report greater gender equality compared with those that did not.</p> <p>Diversity is a topic that should be on every company&rsquo;s radar, not only for the financial benefits -- which come from a well-rounded talent pool, better culture, global enablement and resource development -- but because a diverse workforce offers organizations unique perspectives. That, above all else, will give any company a leg up on their competition.</p> <p>If you&rsquo;re an executive, you may be reading this thinking, <em>We have a diversity and inclusion program for our full-time employees and we partner with a diversity supplier for our contingent labor needs, so we&rsquo;re covered</em>. The truth is, you (and your employees) are likely not profiting the way you potentially could be.</p> <h1>Contingent Workforce Growth</h1> <p>Organizations tend to focus only on their full-time workforce when considering a <a href="https://www.investa.com.au/thrive/diversity">diversity strategy</a>, but leaders often forget the importance (and size) of their contingent workforce. &nbsp;An estimated 40% of the workforce ( approximately 57 million people) will comprise contingent workers. This number will likely grow higher as automation and digitization force companies to reskill or replace current full-time staff and rely on specialized skillsets of contingent talent.&quot; Globally, <a href="https://www.forbes.com/sites/jasonwingard/2019/02/27/the-agile-talent-wave-the-contingent-workforce-is-taking-over/#7ae44a183725" target="_blank">nearly half (45%) of employers are experiencing difficulty filling full-time positions</a>.</p> <p>In the past, companies have looked to diversity-certified suppliers to fulfill company-wide diversity initiatives. They bring corporate responsibility, sustainability and ensure regulatory requirements are met &ndash; all critical components to any diversity strategy. However, that doesn&rsquo;t guarantee companies will be provided &ndash; and then benefit from &ndash; diverse <em>talent</em>.</p> <p>If companies truly want the benefit achieved from a diverse workforce, they must consider whether they are doing what it takes to attract that talent in every single area of their business, including contingent labor.</p> <p>Having a solid supplier diversity strategy coupled with the ability to tap into a diverse talent pool will provide companies with the social responsibility and innovation necessary to compete for talent, with their competition and in the global market as a whole.</p> <p>There are many nuances and considerations to putting a diversity strategy into place for contingent labor. Stay tuned for the next part of our series, &ldquo;How Companies Can Increase Diversity Amongst Their Contingent Labor,&rdquo; to learn about approaches some companies are taking to benefit from total workforce diversity and inclusion programs.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/supplier-diversity" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Supplier Diversity</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Having Diversity Suppliers Doesn&amp;rsquo;t Guarantee a Diverse Workforce &amp;ndash; Here&amp;rsquo;s Why That Matters - Future of Sourcing" addthis:url="https://futureofsourcing.com/having-diversity-suppliers-doesnt-guarantee-a-diverse-workforce-heres-why-that-matters"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Thu, 12 Mar 2020 20:41:57 +0000 Amy Doyle 1719 at https://futureofsourcing.com https://futureofsourcing.com/having-diversity-suppliers-doesnt-guarantee-a-diverse-workforce-heres-why-that-matters#comments Your Workforce is Much Bigger Than You Think https://futureofsourcing.com/your-workforce-is-much-bigger-than-you-think <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Workforce_Bigger_Than_You_Think.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Workforce_Bigger_Than_You_Think.jpg" title="Get insight into the changing labor market and where to find and manage talent." class="colorbox" rel="gallery-node-1652-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Workforce_Bigger_Than_You_Think.jpg?itok=rEykkIg5" width="624" height="324" alt="Get insight into the changing labor market and where to find and manage talent." title="" /></a></div></div></div><div class="field field-name-field-intro field-type-text-long field-label-hidden"><div class="field-items"><div class="field-item even"> <div>Employees account for just 58% of total workforce spend. What about the rest?&nbsp;</div> <div>&nbsp;</div> </div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div>The labor market is undergoing huge shifts. In-demand skills are in increasingly short supply &ndash; particularly in the U.S., where Deloitte points out there are now more <a href="https://www2.deloitte.com/content/dam/insights/us/articles/4697_Workforce-reinvention/DI_Workforce-reinvention.pdf" target="_blank">vacancies than job seekers</a>. On top of that, many people are turning away from traditional employment and instead choosing to work on a flexible basis.&nbsp;</div> <div>&nbsp;</div> <div>The result? Game-changing ramifications for the way work gets done. &nbsp;</div> <div>&nbsp;</div> <div>Our new research study, <a href="https://www.fieldglass.com/resources/research/services-procurement-insights-2019" target="_blank">Services Procurement Insights 2019: The Big Reveal</a>, found that 42% of total workforce spend is on the external workforce, which comprises:&nbsp;<br />&nbsp;</div> <ul> <li>non-payroll workers (also known as contingent labor), such as independent contractors, freelancers and temporary staff&nbsp;</li> <li>services providers (companies that supply services delivered by people), such as IT consultancies, marketing agencies and law firms&nbsp;</li> </ul> <div>The external workforce works across the enterprise and is essential to core operations. Traditionally it was used mainly for staff augmentation and cost reduction, but its role has become much more strategic. To name just a few examples, think of: &nbsp;</div> <div>&nbsp;</div> <ul> <li>consultants helping companies transform to compete in the digital age</li> <li>IT services providers helping organizations launch new channels</li> <li>marketing agencies helping companies reach new audiences</li> <li>agents in call centers supporting customers &nbsp;</li> </ul> <div>According to our research, 48% of executives say their company would be unable to conduct business as usual without an external workforce. 74% say the external workforce is important or extremely important to operating at full capacity/meeting market demands, and 59% say the external workforce helps them compete in a digital world. Clearly, the external workforce plays a pivotal role in organizations&rsquo; success.&nbsp;</div> <div>&nbsp;</div> <div>Yet despite its immense size and strategic importance, the external workforce is under-managed at most organizations. Our report focuses on services providers, because they are a vital but often-overlooked part of the workforce. The findings were concerning. (We have also published a report with insights into contingent workers, which <a href="https://www.fieldglass.com/resources/research/contingent-workforce-insights-2019/download" target="_blank">you can read here</a>.)&nbsp;</div> <div>&nbsp;</div> <div>Our research reveals that many organizations lack visibility of services providers. Less than half of executives are highly informed about the basics of services providers such as contract terms (48%), where they are located (44%) and who is doing the work (44%). Even fewer have clear insight into how those projects actually go. Roughly one in four (25%) executives is highly informed about services providers&rsquo; quality of work &nbsp;and progress against milestones/deliverables (27%).&nbsp;</div> <div>&nbsp;</div> <div>You can&rsquo;t manage what you can&rsquo;t see. In the same way, lack of visibility of services providers&nbsp;</div> <div>is closely linked to under-management. For instance, one in four projects done by services providers is not completed on time or on budget. Another example: 44% of executives report digital security breaches with services providers sometimes, frequently or nearly every engagement. Think about that for a moment.&nbsp;</div> <div>&nbsp;</div> <div>A small group of organizations stand out from other respondents. These leaders &ndash; we call them &ldquo;Pacesetters&rdquo; &ndash; outshine others in their visibility and management of services providers and their competitiveness in a digital world. Pacesetters&rsquo; superior management pays off, as they achieve much better business results from their services providers.&nbsp;</div> <div>&nbsp;</div> <div>Want to emulate the Pacesetters&rsquo; success? Our research presents four key actions organizations can take to improve management of services providers, helping them reap more value from these engagements, maximize ROI and mitigate risk. To find out more, <a href="https://www.fieldglass.com/resources/research/services-procurement-insights-2019" target="_blank">read the report</a>. &nbsp;</div> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/independent-contractor" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Independent Contractor</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/freelancer" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Freelancer</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/strategy" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Strategy</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Your Workforce is Much Bigger Than You Think - Future of Sourcing" addthis:url="https://futureofsourcing.com/your-workforce-is-much-bigger-than-you-think"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Thu, 26 Dec 2019 20:40:14 +0000 Molly Spatara 1652 at https://futureofsourcing.com https://futureofsourcing.com/your-workforce-is-much-bigger-than-you-think#comments Mind the Skills Gap https://futureofsourcing.com/mind-the-skills-gap <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Mind_the_Gap.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Mind_the_Gap.jpg" title="Mind the Skills Gap " class="colorbox" rel="gallery-node-1642-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Mind_the_Gap.jpg?itok=vKkNoDoG" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-field-intro field-type-text-long field-label-hidden"><div class="field-items"><div class="field-item even"> <p>With more job openings than people to fill them, the skills shortage is starting to bite. We&rsquo;ll show you how to get the talent you need &ndash; and the pitfalls to watch out for.</p> </div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div>Talent is the lifeblood of the enterprise. Yet with unemployment low and continuing to fall, it&rsquo;s in short supply. According to <a href="https://www.cnbc.com/2019/08/06/there-are-still-1point4-million-more-jobs-than-unemployed-people-but-the-gap-is-closing.html" target="_blank">CNBC</a>, the U.S. currently has 1.4 million more job openings than unemployed people. &nbsp;</div> <div>&nbsp;</div> <div>This shift has a huge impact on businesses, which are finding it increasingly difficult to <a href="https://futureofsourcing.com/attracting-and-retaining-talent-in-the-face-of-low-unemployment" target="_blank">source the capabilities they need</a> to achieve their goals. For example, a new global research study titled <a href="https://www.fieldglass.com/resources/research/services-procurement-insights-2019" target="_blank">Services Procurement Insights 2019</a>: The Big Reveal published by SAP Fieldglass in collaboration with Oxford Economics found that:&nbsp;</div> <div>&nbsp;</div> <ul> <li>Only 29% of organizations have enough skills in cybersecurity.</li> <li>Just 31% have enough skills in newer technologies such as AI, machine learning, blockchain, robotics and the Internet of Things.</li> <li>Only 48% have enough skills in new product development.&nbsp;</li> </ul> <div>So, the big question is: How do you source the skills you need to be competitive when those skills aren&rsquo;t available as employees?&nbsp;</div> <div>&nbsp;</div> <div> <h2>A vital source of talent</h2> </div> <div>The research reveals that to source in-demand skills, organizations increasingly rely on the external workforce, which includes <a href="https://futureofsourcing.com/the-candidate-experience-kaleidoscope-how-an-msp-can-help-improve-talent-sourcing-engagement" target="_blank">contingent workers</a> (such as freelancers and independent contractors) and service providers (such as consultancies and marketing agencies). &nbsp;</div> <div>&nbsp;</div> <div>According to the study, many executives say the external workforce helps them achieve a broad range of business goals, such as improving the customer experience/client satisfaction (67%) and increasing speed to market (61%). These are just some of the reasons why the external workforce accounts for a mighty 42% of workforce spend.&nbsp;</div> <div>&nbsp;</div> <div> <h2>A powerful part of your workforce &ndash; but it needs proper management</h2> </div> <div>The contingent workforce is now on more people&rsquo;s radar than ever (we have recently published a report revealing fresh insights into contingent workers, which <a href="https://www.fieldglass.com/resources/research/contingent-workforce-insights-2019/download" target="_blank">you can read here</a>). However, when asked to picture their workforce, many people still don&rsquo;t think of service providers.&nbsp;</div> <div>&nbsp;</div> <div>That needs to change. Service providers are hugely valuable because they enable organizations to source many people with diverse, in-demand skills quickly and flexibly. The research found that service providers play pivotal roles in getting work done and operate at the heart of the enterprise. Many of us are familiar with consulting firms that help organizations build and execute their strategies, particularly around digital transformation. And, of course, companies rely on technology providers and outsourcers for massive development projects, as well as to run parts of their IT infrastructure. There are also marketing consulting firms, brand agencies, PR agencies, law firms and more. &nbsp;</div> <div>&nbsp;</div> <div>Service providers are also pivotal in providing expertise in critical industry applications. For example, in the oil and gas industry, service providers play a major role in shutdown/turnarounds, which cost millions each day and must therefore be completed as soon as possible. Banks rely on IT consultancies to improve their online and mobile banking platforms and call centers to support their customers. Utilities and rail companies look to service providers for expertise in infrastructure maintenance, among other parts of their business. Service providers are embedded across organizations today, helping them get work done. &nbsp;</div> <div>&nbsp;</div> <div>Despite the strategic importance and significant amounts spent on service providers, many organizations under-manage them. We call service providers an &ldquo;invisible&rdquo; workforce because they perform vital work, yet many companies do not treat them as a workforce.&nbsp;</div> <div>&nbsp;</div> <div>Under-managing service providers means companies miss out on the full value of this powerful resource. This can result in unsatisfactory project outcomes. For example, the research reveals that one in four projects done by service providers is not completed on time or on budget. In addition, only 27% of executives are highly informed about service providers&rsquo; quality of work, making it difficult to assess return on investment.&nbsp;</div> <div>&nbsp;</div> <div>Under-management of service providers also exposes organizations to risks in security, compliance and more. For example, 44% of executives experience digital security breaches with service providers sometimes, frequently or nearly every engagement. &nbsp;</div> <div>&nbsp;</div> <div>There is a golden opportunity to improve the management of service providers. Our research presents four key actions organizations can take to reap more value from service providers, boost ROI and mitigate risk. To see the four actions and more key findings, download the <a href="https://www.fieldglass.com/resources/research/services-procurement-insights-2019" target="_blank">report</a>.</div> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/freelance-workers" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Freelance Workers</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/managed-service-provider-msp" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Managed Service Provider (MSP)</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Management</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Mind the Skills Gap - Future of Sourcing" addthis:url="https://futureofsourcing.com/mind-the-skills-gap"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Tue, 26 Nov 2019 01:17:14 +0000 Molly Spatara 1642 at https://futureofsourcing.com https://futureofsourcing.com/mind-the-skills-gap#comments Sculpting a Career in Total Talent Management with Dan Hanyzewski https://futureofsourcing.com/sculpting-a-career-in-total-talent-management-with-dan-hanyzewski <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Podcast_Sourcing_Industry%20Landscape_45.png"><a href="https://futureofsourcing.com/sites/default/files/articles/Podcast_Sourcing_Industry%20Landscape_45.png" title="Sculpting a Career in Total Talent Management with Dan Hanyzewski" class="colorbox" rel="gallery-node-1634-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Podcast_Sourcing_Industry%20Landscape_45.png?itok=yAKuHxFh" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-field-intro field-type-text-long field-label-hidden"><div class="field-items"><div class="field-item even"> <div>Are you ready for the next wave of disruption in procurement? Join Sourcing Industry Group CEO and President, Dawn Tiura, for conversations on The Sourcing Industry Landscape with innovators who embrace technology to improve, influence and inspire procurement professionals.&nbsp;</div> <div>&nbsp;</div> <div>Check out <a href="https://sig.org/sourcing-industry-landscape" target="_blank">all episodes of The Sourcing Industry Landscape</a> to date and subscribe to the podcast so you never miss an episode. You can listen to the podcast in iTunes, through your favorite podcast app or on <a href="https://sig.org/sourcing-industry-landscape" target="_blank">our website</a>.</div> <div>&nbsp;</div> <div>&nbsp;</div> <div><a href="https://sig.org/sculpting-career-total-talent-management-dan-hanyzewski" target="_blank">In this episode of the Sourcing Industry Landscape</a>, Dawn Tiura interviews Dan Hanyzewski, the Chief Ambassador at Ubertal Inc./Certree. Dan initially studied as a sculptor before making a career pivot toward the business world and then branching out to start his own consulting business in talent management and recruiting.</div> </div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Hey folks, this is Dawn Tiura and welcome back to the podcast series. I&#39;m so glad to welcome to the studio today, Dan Hanyzewski. And Dan, I have known you for a number of years, but your current title has me intrigued. And we&#39;ll have to get to that. But you are now Ambassador at Certree. So, before we get to where you are today, can you take our listeners through a little journey of who you are, what made you the way you are today, things like that. Things that might be of interest.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, I&#39;d love to, I appreciate the opportunity. When you think back on your career over time, there&#39;s some indelible moments that you capture that you feel strongly about. And in my case, it was a pure happenstance that I became part of this industry that I reside in. And it started, quite frankly with something light-years apart from where I ended. I essentially was trained as a sculptor originally. And studied art history at the Chicago School of Art Institute. And I thought for sure I was going to become the next famous David Smith, who is America&#39;s most revered sculptor, which didn&#39;t turn out that way.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;That is amazing. That&#39;s an interesting start. So, I haven&#39;t had sculptor end up in supply chain before. I&#39;ve had recording musicians, I&#39;ve had some interesting folks, but not a sculpture. So, tell us about that and how did that transition?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, I had this passion for a monumental sculpture, metal, specifically. Metal and wood. And studied vigorously to get noticed. Commissioned a few pieces for commercial institutions, banks, building offices, and realized that the lifestyle that I wanted, as opposed to the lifestyle I was going to be was going to be completely disturbed.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;My parents did me a big favor. They actually went through a domestic readjustment after 23 years of marriage. And being the eldest of five children and the head of the sibling tribe, found it necessary to come back to my home roots, and essentially be the subsidy for my family. So that&#39;s how it all started. And the way it started was really interesting from the standpoint of where I lived. I was in the Chicago area, and essentially would be referred to as a blue-collar neighborhood.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Always had gone to the city, but never had actually visited any businesses in the city other than stores and stuff. So, I answered an ad in the Sun-Times for a sales position and I thought, yeah, I was a pretty gregarious, outgoing person. I thought maybe why not give it a shot? The thing that intrigued me was it was $20,000 a year, plus car, plus a bonus in 1979. That was a pretty substantial opportunity.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So long story short, essentially what it was a bait and switch ad for an employment agency. And I was recruited via the Glengarry Glen Ross approach. Sell me this pen to essentially sell accountants. Never ever having had an accounting class in my entire life. Moving forward, it was pretty obvious to me that I was going to be good at this, because I had an affinity for it. And essentially loved talking to people and listening to people.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And those two things became very apparent as part of my makeup and my DNA that was going to foster any kind of direction. Essentially, a long story short, my first year I surpassed the earnings potential that they actually even advertised and never looked back. And woke up one morning and realized that I was making someone else wealthy by doing what I was doing, and decided, I have an entrepreneurial spirit. I was literally eating macaroni and cheese for a steady diet while I was a sculptor. What do I have to lose?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, I went out and fostered my own practice, and started to learn firsthand how to navigate through big corporate giants, and essentially built a portfolio of some great clients. And in 1980 no one was hiring accountants. So, you had to be extremely good about positioning individuals&rsquo; backgrounds. And I got very fortunate with a gentleman by the name of Ben Heineman. I don&#39;t know if you remember a company called Northwest Industries. They were huge conglomerate. They were a Fortune one company.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Ben Heineman was a steward of technology, and he essentially brought me under his wing and taught me a little bit about something called decision support. And at that time decision support was bleeding edge. And he would actually have numbers that he could present to his CFO before his CFO had them, because he invested heavily in decision support. Long story short, he adopted me as one of his stewards in recruiting, and I helped him build his fiefdom to a certain degree, and subsequently was recruited away from Northwest Industries to a small little company called Ameritech Communications, which was the new regime once the Bell system was actually broken up.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, Ameritech resided in Chicago and it was an experiment to build a service arm for the telecommunications industry, and design telecommunications individually for corporations. And I was brought into essentially build that function from the standpoint of recruiting. And spent a lot of time learning a lot about just the technology and finding out that there was something in my background that said that I really love technology. I never knew that I loved technology, but once introduced to it, twice introduced to it, it started to become a pretty meaningful part of my makeup.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, Dan, I have to stop you there. So, a couple things. You&#39;re going down memory lane and I guarantee you there are people listening right now that don&#39;t even know what Ma Bell was, or Bell Telephone and Telegraph for that matter. You&#39;re going through an era, now I came out, I was a CPA, so I can reflect on the fact that at the time that you were trying to sell accounting services, I know at least the Midwest was going through a recession. And I was doing a lot of bankruptcy accounting. Which is what prompted my move to California to get out of the recession that was hitting the Midwest. So, I can reflect on that piece of it.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;But I&#39;m still stuck with you being a sculptor. Understanding how to sell CPA services, never having taken an accounting class, to then you&#39;ve gone through now the history of breaking up Ma Bell and working for a tech company back when tech was barely even spelled or discussed as technology. So, do you think your artist background helped you grasp this sort of ambiguous world of technology as it started to evolve? Was it...?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;It&#39;s a fabulous question to ask, because I&#39;ve asked it numerous times myself. And to be very frank with you, yes, I think it had everything to do with it. When you plan a piece, and when you build monumental pieces you, it&#39;s not just the construction of the piece itself that you have to take in their consideration, but it&#39;s all of the things that you need to put in place. And it&#39;s a project management exercise to the n-th degree. When you&#39;re building your 30-foot-tall piece of art that weighs probably more than two tons. So, you have to not only embrace the dimension and the extent of what it&#39;s going to take to stand that up. But you have to also understand the physics portion of it, and the technology that&#39;s going to help you actually make that happen.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And believe me, I didn&#39;t realize that when I was doing it, because it was a passion. I was doing it; I was learning the hard way. It was trial and error. But over a period of time, yeah, you realize that technology is your friend, and it&#39;s going to allow you to be better at what you do. And it became part of something that was really a thrust for me, that wasn&#39;t obvious when I was doing it. There was no way it was obvious when I was doing it. But going forward it became extremely obvious that there was a passion for it.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;That&#39;s neat. So, I&#39;ve always thought of you as a talent person, because that&#39;s how I got to know you through SIG. So, was it the technology, or was it the talent piece of it that drove you in- so I guess help me with the connection there?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, the talent piece was being able to identify and assess quickly, individual circumstance and the makeup of someone&#39;s persona within a culture that became the intriguing part to me. When you assess skills, it&#39;s kind of a check the box process. If they have it, they have it, and they can explain it. And if they can explain that, you learn, and you benefit from it. And that&#39;s how I grew to learn more about accounting and cost accounting and all the auditing, and so on. And none of these terms are even relevant to my world at that time. But when you do go through that process, you&#39;re really looking at the individual.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And I think what really harnessed my love for this was one, it was lucrative, two, it was intriguing. And three, there was never ending opportunities to learn from somebody that you first meet, and you&#39;re trying to assess as to whether or not they&#39;re going to be a benefit to your client in a role.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And having the opportunity to actually empower yourself, to drive an outcome for someone&#39;s life. To become real and see that firsthand, and watch those people aspire and be, I&#39;ll tell you right now, Dawn, you fast-forward into my career now, a lot of the people that I actually associated with an earlier years in my career, are executive levels and above, in my world today. Which is a huge payoff if you think about it. Very few people in this world who are in recruiting, or in talent, have that opportunity to really make that network sustainable. And I&#39;ve been very fortunate to have that happen.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, in answering your question, those things came together as a perfect storm. And quite honestly, I never looked back because of the lucrative nature of it, and obviously the insatiable desire to continue to learn. And I was gifted from the standpoint of being able to shut up when I knew I needed to shut up and ask questions when I needed to ask questions. And where that came from, I&#39;ll have no idea to this day where that came from. And I think some of it was innate, and some of it was trained. But by any stretch the imagination. I never thought that that would be my career, thrust in focus.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And it turned out that it led me to participate in building some things that you would widely recognize as first iconic brands. When I was recruited to work with, and I don&#39;t name drop, so I&#39;m not going to, but when I was recruited to work with a small company in Menlo Park, California, who was basically operating an American Express Gold Card, They were about to basically change the world.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And at that time, changing the world was with this thing called the router. And no one knew what the heck it was. And myself, and four other colleagues of mine, best friends my quote, unquote, &quot;posse,&quot; were entrusted with going out into the world and hiring seven figure sales individuals to go out and sell Cisco routers. And essentially, we were extricating these people from major competitors like SUN and [inaudible] and so on and so forth.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And it was so exhilarating that, we used to say, when you&#39;re with that organization at the time, it was like seven years with anywhere else. It was truly that way. But then having had that opportunity and then leveraging that opportunity into numerous others in working for powerhouse, iconic individuals in major corporations, was now [inaudible] for me. Because we had already established the baseline credibility and people looked back and saw that. And, Dan had now something to offer from the standpoint of recruiting. And that became the evolution of what I&#39;ve done for the last almost three decades.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Yeah, it&#39;s amazing. And you have had such an amazing journey as a recruiter, and someone that is so respected within the staffing industry. And I&#39;ve loved just watching your journey through that time, but now you&#39;re at a company called Certree, C-E-R-T-R-E-E. And I find this a really unique type of organization. I had only glanced at the webpage, and basically it says that we&#39;re not for everybody, and we&#39;ll almost choose you if we want you to be a customer. So, talk to me about what Certree is and why it&#39;s so important today.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, when people ask me, first and foremost, why I matriculated to this time and place. I refer to it as the third act of my play in a dark comedy. This is my time to essentially give back. And I have some colleagues that just published this amazing book that I encourage everyone to investigate. It&#39;s called Inspiration, Inc. And it&#39;s really truthful in its content. And it drove me kind of to think about, and reformulate my thought process around, what next for Dan and why?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And in a nutshell, the purpose statement around this organization is to give everybody an impenetrable means to protect and control their personal data. And I know that sounds like utopia, but it&#39;s not, it&#39;s very, very real. With the impending amount of fraud, and people being abused in having your personal DNA repackaged, and sold and breached, and so on and so forth.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;To me it was an absolute no brainer to say, &quot;Look, this is an opportunity to position a solution that essentially can provide anyone who is caring about their own personal data, an opportunity to put in a secured encrypted vault, and only provide it to people that they believe you can entrust with it and you need to provide it to.&quot;</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So that&#39;s the essence of it. We are not in the public eye right now. We&#39;re actually in the effort mode. I will use that term. And we are being very selective of our advocacy. And we&#39;re looking for organizations that have the same passion around a corporate responsibility, as it pertains to protecting their employee and past employees, privacy and personal DNA.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, when you say personal DNA, do you actually mean physical DNA?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;No. When I say DN- I&#39;m sorry for not being explicit. No. So the things that are basically abused today, your social security number, your date of birth, where you live, your employment history, your income history. The things that you find aggregators reselling and remarketing, and essentially abusing without individuals even knowing that&#39;s happening until something happens to them personally.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;What if you&#39;ve already been part of breach? Can you protect it moving forward?</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Oh, without a doubt. And the bottom line is that without getting into the weeds, we&#39;re deploying a patentable technological bent on blockchain, if you will, in terms of how we&#39;re actually encrypting. So, we&#39;re encrypting at the record level. So, it&#39;d be like trying to basically find a specific fish in the middle of the ocean to try and penetrate. It&#39;s an improbability.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Wow. That is so cool, because you know, and on top of that, I do wish people would protect their physical DNA at the same time. You know, I was-</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Yeah. that is something quite frankly that has been asked of us. I wouldn&#39;t say that we&#39;re anywhere near that, and maybe we will evolve to that. But I agree with you. I think wellness records, things of that nature, our perspective clients in the future, may very well ask us to provide an opportunity to offer that benefit to their employees. And their past employees as well.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;That is really interesting. I want to stay involved with you as you go through this journey, and as this company further develops. Because I think it&#39;s absolutely fascinating. And I think the companies have to model this kind of behavior to protect the anonymity of people&#39;s personal data. And we don&#39;t do enough. And the hacks are getting more and more sophisticated all the time. And I just think this is such an important safeguard, and a mechanism that we should need to put in place for everybody. So, I applaud you for your third act. I think this is going to make a huge difference to a number of people in their personal lives.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Well I truly appreciate that. I do too. And I haven&#39;t personally been impacted, directly by an aggregator&rsquo;s incompetence. But again, without subjecting people to a specific name, it&rsquo;s pretty apparent if you read any of the business journals who is actually the biggest culprits in this regard. The thing that bothers me the most, Dawn, is that instead of actually doing the right thing, you find companies actually trying to make hay, or monetize their incompetence.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And in the case of the largest brute out there, while the house was burning, they essentially sold you fire insurance. And if you purchase that fire insurance, which was like free credit monitoring, you vacated the opportunity to actually adjudicate a civil suit against them in the fine print. Which to me is just absolutely sleazy if you think about it. What are you telling these people? You&#39;re telling these people that they&#39;re basically a product. That their information is a product. And regardless of how ridiculous we were in terms of caring for that product, we&#39;re going to exacerbate the issue by eliminating any opportunity for adjudication, by offering up something that offer anyway.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So, I think those types of companies need to disappear. And I&#39;m very, very adamant about taking on Goliath. I think we&#39;d have a really good opportunity to find good advocates who do the right thing and want to do the right thing. And I&#39;m hopeful for that.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Oh, me too. I want to be hopeful about our personal data. So, Dan, just to focus on, I don&#39;t want to ever say final act, because that sounds really dark fear for your play. But is this something that you can see yourself in for a number of years? Is this third act going to be sort of a swan song that you want to go out on knowing that you made a difference in people&#39;s personal lives? Or is there something else? And who knows if you know it now.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;You learn every day if you pay attention. Right? So, there&#39;s so many things going on right now that I think they are very meaningful for people to be paying attention to, other than the pablum we get fed by the quote unquote &quot;mass delivery mechanisms&quot; that we have. There are so many things that are being contributed to the benefit of our well-being, if you just look around. And I can honestly tell you that this is last act, but I can tell you that legacy is important to me right now.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;And I think I have been gifted by so many other people. They&#39;ve provided me with so much opportunity that it&#39;s a meaningful and purposeful thing to want to contribute. And I believe that companies who inspire, and are purposeful, are absolutely going to be more attractive to the talent that they require to succeed, and compete, and contribute as well.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;So that&#39;s another voice that I want to expound on in the market, and hopefully will do that implicitly by having platforms to discuss it. But I really believe that. I believe purposeful organizations who are inspirational are what our next generations of potential professionals really aspire to want to be part of. As opposed to revenue generating moguls that have only one particular focus, which is shareholders. And there&#39;s nothing wrong with shareholders, and shareholder value. That&#39;s capitalism that we all participate in. Today we&#39;re seeing a shift. And purposeful and inspirational, is more meaningful than just pure, unadulterated revenue.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;I agree. I cannot agree more. Dan, you&#39;ve always been such a huge ambassador for SIG. And you&#39;ve been a great mentor for a number of people. So, I hope we can continue our relationship, our professional relationship, and on a personal basis, I really want to stay in touch with you and just see how the third act of your play is going. So, I&#39;d love to invite you back, maybe in a year from now when you&#39;ve got a little bit more under your belt with this company and talk about how you guys are changing the world.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;I&#39;d be honored very much so to do that, Dawn. I really appreciate what you&#39;re doing for everyone in the space. It&#39;s interesting when I was thinking about this conversation with you, I was thinking about the whole evolution of SIG, and the purposeful nature of what you&#39;re doing. I think that&#39;s very, very obvious to everyone that you have a drive, and undying passion for what you do, and it shows in everything that you produce, and contribute to. And allow people to contribute back. So, I can&#39;t thank you enough for having an opportunity to actually even do this.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Well, thank you. And it was a long time trying to get you on the calendar, and we did play calendar tag for quite some time. But I always knew that once I got a chance to sit down and talk with you, it was going to be a fantastic. So, Dan Hanyzewski, who I&#39;ve known forever, but he was just Dan to me. Who is ambassador at Certree. So, stay involved, stay listening to follow Dan, follow him, link in with him. Follow his journey, because it&#39;s been phenomenal to date, and from what he&#39;s saying, it&#39;s going to be phenomenal in the future as well. So, Dan, thank you so much for joining me.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Dawn, thank you so much. Have a wonderful rest of your day. I look forward to our next conversation.</p> <p>Dawn Tiura:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;I always look forward to our next conversation. Thanks Dan.</p> <p>Dan H.:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;Bye now.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/technology" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Technology</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Management</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/recruiting" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Recruiting</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Sculpting a Career in Total Talent Management with Dan Hanyzewski - Future of Sourcing" addthis:url="https://futureofsourcing.com/sculpting-a-career-in-total-talent-management-with-dan-hanyzewski"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Wed, 06 Nov 2019 19:53:55 +0000 Dan Hanyzewski 1634 at https://futureofsourcing.com https://futureofsourcing.com/sculpting-a-career-in-total-talent-management-with-dan-hanyzewski#comments The Candidate Experience Kaleidoscope: How an MSP Can Help Improve Talent Sourcing & Engagement https://futureofsourcing.com/the-candidate-experience-kaleidoscope-how-an-msp-can-help-improve-talent-sourcing-engagement <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Canidate_Experience.png"><a href="https://futureofsourcing.com/sites/default/files/articles/Canidate_Experience.png" title="The Candidate Experience Kaleidoscope: How an MSP Can Help Improve Talent Sourcing &amp; Engagement" class="colorbox" rel="gallery-node-1624-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Canidate_Experience.png?itok=vsEB6yOM" width="624" height="325" alt="The Candidate Experience Kaleidoscope: How an MSP Can Help Improve Talent Sourcing &amp; Engagement" title="" /></a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div>Today&rsquo;s talent landscape is becoming more driven by contingent workers; in some organizations, the number of contingent workers already outpaces full-time employees. It&rsquo;s no surprise then that the pressure on talent suppliers to deliver is high. If staffing suppliers cannot facilitate successful placements at scale, then the revolving door of talent will continue to swing causing companies to waste time, money and resource on endless staffing. An immediate opportunity available to recruiting organizations and their managed service providers (MSPs) is to optimize the candidate experience.</div> <div>&nbsp;</div> <div> <h2>The Strategic Importance of the Candidate Experience</h2> </div> <div>We all know that first impressions matter. When it comes to talent, the recruiter is often the first point of contact for a potential contractor on behalf of an organization. Think about the discovery journey a candidate undergoes. When searching for a new role or project, he/she does research online, and then as a next step seeks to verify that by speaking to someone in the know (which, more often than not, is the recruiter). It is the recruiter who helps the candidate build trust in the employer brand. If the candidate has a bad experience with the recruiter or does not like what is heard, then most likely he/she will start considering other organizations. And in today&rsquo;s competitive job market, with the <a href="https://www.bls.gov/news.release/pdf/empsit.pdf" target="_blank">most recent unemployment rate at 3.7%</a>, that can be disastrous for hiring organizations.</div> <div>&nbsp;</div> <div>To win the war for top talent, employers and those responsible for their candidate sourcing and onboarding need to ensure that their processes are candidate-centric with a positive experience. Today, the candidate experience begins at the job description or job ad since it&rsquo;s the first exposure a candidate has to a potential position and employer, setting the tone for the entire candidate experience. It continues through the relationship with the recruiter, from the first time the candidate and the recruiter connect through the candidate journey. The recruiter acts as a filter for the client&rsquo;s brand and the project&rsquo;s value, which is then further analyzed by the candidate, using their own lens to judge. The supplier plays a very crucial role as brand ambassador for the companies they support, showcasing their client&rsquo;s work culture, incentives, opportunities and more.&nbsp;</div> <div>&nbsp;</div> <div> <h2>The Power of Influence</h2> </div> <div>Joe Girard, who was recognized as the greatest salesmen ever by the <a href="https://www.joegirard.com/" target="_blank">Guinness Book of World Records</a>, had a <a href="https://www.joegirard.com/posts/girards-law-250/" target="_blank">&ldquo;law of 250&rdquo;</a>, by which he meant that if he did a poor job of dealing with someone, he could lose 250 more customers. He believed that was the number of people we could directly or indirectly influence, and this was before the Internet age! Imagine how many prospective candidates can be put off by one bad review on the web? As we know, today&rsquo;s consumers place more emphasis on peer reviews than anything else.&nbsp;</div> <div>&nbsp;</div> <div>So as a hiring organization, how much visibility and control do you have over the influence of your candidate experience? Do you know how your supplier base is representing you? Even though a contractor is employed for a specific role for a specific period of time, they also have a set of intrinsic goals that they want to achieve within that short-term assignment. The supplier has to be able to understand the candidates&rsquo; needs and desires from a role and then assess whether they will be a fit for the client:</div> <div>&nbsp;</div> <ul> <li>What part about the role can the candidate connect with?</li> <li>Is it meeting his/her expectations in terms of the challenges sought?</li> <li>Does it fit with the candidate&rsquo;s desired career path?</li> <li>Does it offer opportunities for growth into the next role?</li> </ul> <div> <h2>Realistically Improving the Candidate Experience</h2> </div> <div>Unfortunately, this deep of a focus on the candidate is often far from the approach that is actually employed. Many recruiters reach out to candidates primarily based on their experience and skillset, simply matching job description to resume or profile rather than &ldquo;selling&rdquo; the candidate on the merits of the company or assignment. How many times have candidates left their assignment early because they did not like the client&rsquo;s environment or because the project did not meet their expectations?&nbsp;</div> <div>&nbsp;</div> <div>Here&rsquo;s where an MSP can really add value. By strategically focusing on the candidate journey, there are multiple ways to realistically improve the candidate experience:</div> <div>&nbsp;</div> <div style="margin-left: 40px;"><strong>A consistent experience through multiple touchpoints</strong></div> <div style="margin-left: 40px;">&nbsp;</div> <div style="margin-left: 40px;">A candidate can end up speaking to three different sets of organizational cultures: the supplier, the MSP and the hiring organization. It is imperative that the candidate receives a consistent message about the opportunity and the company, along with a great experience at every touchpoint. The MSP can and should focus on this journey for the candidate, and work with the supplier regularly to make sure the supplier is up-to-date on any new initiatives at play with the client, and also hold the supplier responsible for ensuring the candidate recruitment journey is reflective of the employer brand. The MSP along with the supplier and the client must map out the candidate journey, right from the first email/call through the subsequent conversation to the onboarding.</div> <div style="margin-left: 40px;">&nbsp;</div> <div style="margin-left: 40px;"><strong>The staffing supplier&rsquo;s brand</strong></div> <div style="margin-left: 40px;">&nbsp;</div> <div style="margin-left: 40px;">The supplier&rsquo;s reputation and processes are important. Candidates want to know whether this supplier will be able to help them find another role when this assignment comes to an end. Will they get training to bring their skills up to speed? Will they be paid on time? The best staffing agencies have their own brands that establish credibility, inspire confidence and entice talent to research their offerings further. By promoting an image that helps candidates identify and connect with them, they drive applicants to their job postings, translating in a more diverse and talented bench of candidates. Effective MSP programs look to engage with staffing suppliers who have brands that will lead to robust talent pipelines and relationships.&nbsp;</div> <div>&nbsp;</div> <div style="margin-left: 40px;"><strong>Constant communication &amp; messaging</strong></div> <div style="margin-left: 40px;">&nbsp;</div> <div style="margin-left: 40px;">Most organizations are rapidly evolving in one form or another. Are the suppliers able to keep up with the changing value offerings and opportunities that your organization has to offer to candidates? To send the right message to the candidates, the MSP needs to collaborate with the supplier to ensure that the messaging to the candidates is refined and targeted every time. Refined so that it reflects the message you want to share with talent specifically, and targeted so that it shares the details of what the assignment requires in terms of skills and what it offers in terms of challenges and opportunities to potential candidates.</div> <div style="margin-left: 40px;">&nbsp;</div> <div>For MSPs seeking the highest quality talent for client programs, sourcing suppliers can be a challenging process. However, by seeking out and partnering with staffing suppliers who can champion and execute the desired candidate experience, customer-centric MSP can go a long way in helping to establish a great brand value proposition for a client; i.e. a targeted marketing campaign without any extra expenditure. Just keep in mind that candidates end up having a kaleidoscopic view of your organization, looking through the supplier&rsquo;s and MSP&rsquo;s mosaic, so be judicious about who you select to act as the stewards of your employer brand.</div> <div>&nbsp;</div> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/sourcing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Sourcing</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/recruiting" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Recruiting</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/candidate-experience" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Candidate Experience</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/managed-service-provider-msp" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Managed Service Provider (MSP)</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="The Candidate Experience Kaleidoscope: How an MSP Can Help Improve Talent Sourcing &amp;amp; Engagement - Future of Sourcing" addthis:url="https://futureofsourcing.com/the-candidate-experience-kaleidoscope-how-an-msp-can-help-improve-talent-sourcing-engagement"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Wed, 23 Oct 2019 21:38:40 +0000 Sameer Srivastava 1624 at https://futureofsourcing.com https://futureofsourcing.com/the-candidate-experience-kaleidoscope-how-an-msp-can-help-improve-talent-sourcing-engagement#comments Harnessing Workforce Intelligence for Strategic and Holistic Decision-Making https://futureofsourcing.com/harnessing-workforce-intelligence-for-strategic-and-holistic-decision-making <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Harnessing_Workforce_Intelligence.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Harnessing_Workforce_Intelligence.jpg" title="Harnessing Workforce Intelligence for Strategic and Holistic Decision-Making" class="colorbox" rel="gallery-node-1584-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Harnessing_Workforce_Intelligence.jpg?itok=yQ49gNcO" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div>Organizations of all sizes capture countless amounts of data across a variety of areas. When you make investments into ERPs and other solutions to manage day-to-day transactions and gain operational efficiencies, you&rsquo;re aggregating terabytes of valuable data.</div> <div>&nbsp;</div> <div>Human Resources (HR) and Procurement have mountains of data about their workforces, but often have little understanding of how to derive insight and value from this information. As organizations seek greater business agility, it becomes more important to have the ability to make informed decisions in real-time. Unfortunately, despite having this evidence-based data available to them, many executives are not able to utilize it effectively, thus relying on decision-making based on guesswork, tradition or tribal wisdom.</div> <div>&nbsp;</div> <div>When it comes to hiring especially, it&rsquo;s of strategic importance that the firm has the ability to leverage this data to find top talent. With the pressure to identify the right talent (at the right time and the right price) increasing, companies need to have a more holistic view of the candidate journey, which will allow for greater spend visibility, tracking cycle time, identifying workforce gaps and more. And this is essential to close the loop between business strategy, workforce planning and talent acquisition, enabling organizations to overcome skill shortages in a tight talent marketplace and move into a proactive position to drive more value.&nbsp;</div> <div>&nbsp;</div> <div>So, the question that looms is: how do you turn this huge volume of data into an organizational and strategic asset?&nbsp;</div> <div>&nbsp;</div> <div> <h3>Starting Off: A Few Key Focal Points</h3> </div> <div>Many organizations fail to realize value from their data analytics initiatives, often becoming overwhelmed by the great quantities of data available to them or purchasing sophisticated data and analytics tools without having a true understanding of their requirements and organizational alignment, especially in terms of integration.</div> <div>&nbsp;</div> <div>To start, here are a few organizational-wide realizations that need to happen:</div> <div>&nbsp;</div> <ul> <li>Research and precedent support decision-making that is backed by actionable data enables better business outcomes. Building an internal business case to overcome resistance to big data capability investments will help explain how better data harnessing aligns to organizational goals. &nbsp;</li> <li>Data tools have to be well-integrated throughout the enterprise, providing the ability to retrieve, share and synthesize data. To manage and measure a strategic talent supply chain sourcing practice, it will be essential to bring together multiple systems and multiple data sources, moving from a reactive to an integrated approach for workforce planning.</li> <li>Use your data to map out current state with an honest assessment of the maturity of your HR and contingent workforce management (CWM) programs. Often organizations make the mistake of focusing on data that explains &ldquo;what&rdquo; happened, but in doing so miss out on the opportunity to use data to enable the creation of a forward-looking strategy.</li> <li>When evaluating business intelligence technology, consider all the types of worker data your organization needs visibility into. For CWM programs in particular, there is enormous complexity since workers and contractors are engaged from a large and growing number of sources. Onboarding the right solution will help business managers make sense of their existing external workforce data by answering questions such as &ldquo;which staffing supplier provides qualified candidates the fastest?&rdquo; or &ldquo;which categories of non-employee worker rates the highest for performance quality&rdquo;, thus driving analysis and decisions on future labor requirements, workforce segmentation, and internal/external labor market analysis.</li> <li>Have more meaningful conversations on buy vs. build for talent sourcing by making the &ldquo;people conversation&rdquo; a central part of business planning</li> </ul> <div>&nbsp;</div> <div> <h3>Beyond Time-to-Fill</h3> </div> <div>Simply measuring time-to-hire/fill and conversion rates are no longer enough to ensure that talent sourcing processes are delivering a strategic impact. Rather organizations need to look a broader set of recruiting metrics including candidate experience, turnover, quality of hire, source of hire, new worker attrition and contingent talent management process metrics.</div> <div>&nbsp;</div> <div>To that end, an applicant tracking system (ATS) is not enough. While, the ATS automates the processes and workflows of moving a candidate through the application process, it tends to only capture operationally focused data. Combining the ATS with other solutions (i.e., vendor management system, recruitment marketing, sourcing, new worker onboarding, etc.) will help the organization improve their ability to source and attract the candidates they need. A broader talent acquisition intelligence platform allows companies to gather more valuable data to measure the real impact of talent engagement.</div> <div>&nbsp;</div> <div><img alt="" src="https://futureofsourcing.com/sites/default/files/Workforce_Solutins_FOS.png" /></div> <div> <div>In the end, it goes beyond just HR or procurement metrics, towards aligning metrics with business strategic goals. &nbsp;</div> <div>&nbsp;</div> <div> <h3>Don&rsquo;t Get Caught Up in the Hype</h3> </div> <div>Artificial intelligence and machine learning are very buzzy right now. However, more and more HR technology leaders are becoming critical about evaluating data analytics tools to ensure they are effective and avoid potential bias (as made famous in that well-publicized <a href="https://www.reuters.com/article/us-amazon-com-jobs-automation-insight/amazon-scraps-secret-ai-recruiting-tool-that-showed-bias-against-women-idUSKCN1MK08G" target="_blank">recruiting bias case with Amazon</a>). This means looking beyond the marketing hype and vendor promises to ensure the product can really deliver. When evaluating workforce and market intelligence solutions, be sure to ask providers for validation studies and use cases. &nbsp;</div> <div>&nbsp;</div> <div> <h3>Holistic Workforce Intelligence</h3> </div> <div>Often HR organizations focus their data harnessing on their full-time employees. Yet, as the use of contingent workers continues to grow, many companies are actively trying to determine how to effectively assimilate these workers into their business, thus extending their performance management processes to include non-employees and manage this extended workforce in a way that mitigates compliance risk and lessens administrative burdens. &nbsp;</div> <div>&nbsp;</div> <div>Whether as part of the core HR system, in a focused vendor management system (VMS), or through a new standalone platform, new technologies can be leveraged to provide business leaders with a unified view of all worker types, helping them manage their contingent workforce more strategically. These systems make it easier to compare labor costs, worker availability, and skill sets across the workforce to ensure the right talent is plugged in where it&rsquo;s needed. For example, a VMS helps companies automate the process of procuring and managing external workers, including temporary staff, contractors and statement of work consultants. The VMS platform is designed specifically for the purpose of managing contingent talent, giving HR a more holistic view of their entire workforce while helping mitigate compliance risk. &nbsp;</div> <div>&nbsp;</div> <div>Such platforms also make effective collaboration between HR and procurement functions easier, which is critically important when it comes to contingent workforce management or total talent management (TTM). According to the <a href="https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html" target="_blank">2019 Global Human Capital Trends survey by Bersin, Deloitte Consulting</a>, &nbsp;the key to utilizing an alternative workforce more strategically partly lies in connecting different parts to the enterprise more effectively, and unfortunately, procurement, IT and HR often operate in a fragmented manner when onboarding contingent workers.&nbsp;</div> <div>&nbsp;</div> <div> <h3>Workforce Intelligence in the Future of Work</h3> </div> <div>Ultimately, it&rsquo;s a given that business today (and in the future) will truly run on data. As the way we work evolves, we know that the success of a business will rely on the ability to attain better outcomes through greater visibility and analytical acumen. Since a key component in the future of work is how we utilize talent to optimize how work is done, having the deep workforce intelligence related to talent, spend and suppliers is no longer a desirable aspect, but an absolute imperative capability.&nbsp;</div> </div> <p>&nbsp;</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/data" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Data</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/human-resources" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Human Resources</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-acquisition" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Acquisition</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/workforce-intelligence" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Workforce Intelligence</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Harnessing Workforce Intelligence for Strategic and Holistic Decision-Making - Future of Sourcing" addthis:url="https://futureofsourcing.com/harnessing-workforce-intelligence-for-strategic-and-holistic-decision-making"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Tue, 24 Sep 2019 00:53:36 +0000 Neha Goel 1584 at https://futureofsourcing.com https://futureofsourcing.com/harnessing-workforce-intelligence-for-strategic-and-holistic-decision-making#comments Innovations in Talent Management: The Boeing Company https://futureofsourcing.com/innovations-in-talent-management-the-boeing-company <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/FOS%20Header%20Image_Innovations%20in%20Talent%20Management_0.png"><a href="https://futureofsourcing.com/sites/default/files/articles/FOS%20Header%20Image_Innovations%20in%20Talent%20Management_0.png" title="Innovations in Talent Management: The Boeing Company" class="colorbox" rel="gallery-node-1605-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/FOS%20Header%20Image_Innovations%20in%20Talent%20Management_0.png?itok=gb76OoTL" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-field-intro field-type-text-long field-label-hidden"><div class="field-items"><div class="field-item even"> <p>This October, the&nbsp;<a href="https://futureofsourcingawards.com/?__hstc=215510152.344406f4865c40604cf6029be7e958e0.1543422516683.1570634530778.1570641360208.645&amp;__hssc=215510152.6.1570641360208&amp;__hsfp=2721840510" target="_blank">Future of Sourcing Awards</a>&nbsp;will celebrate organizations and individuals that have shown innovation, leadership and transformation in categories that are critical to the sourcing industry. Interviews with the finalists provide helpful insight about their projects, the problem they sought to solve and the impact to their organizations. Below, read about how The Boeing Company developed the Integrated Sourcing Roadmap, the Sourcing Knowledge Repository, as well as provided talent management/training including an outsourcing class, SOW development and Subcontract Requirements Engineering (SRE) training.</p> </div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div> <h3><em>Can you outline why your team embarked on this project and the problem that needed to be solved? </em></h3> </div> <div>With over 50% of its IT workforce outsourced, Boeing cannot deliver IT services without robust supplier contracts and vendor governance. With increased competition for new talent (resulting in turnover) there is a need for better tools, training and mentorship. Consequently, we developed what we call the Integrated Sourcing Roadmap, the Sourcing Knowledge Repository, as well as provided talent management/training including an outsourcing class, SOW development and Subcontract Requirements Engineering (SRE) training. Additionally, we assigned mentors to assure consistency and improve outcomes across the enterprise in sourcing strategy, solicitation development, supplier selection, and vendor governance. The Roadmap clarifies RAAs and contains procedures with drill-down processes at each step. The Repository is where the rubber meets the road(map) and goes from theory to reality, with hundreds of artifacts that include best practices, templates and training tutorials. &nbsp;</div> <div>&nbsp;</div> <div> <h3><em>How were things done originally and what was the inspiration to innovate the process?</em></h3> </div> <div>Circa 1999, different IT operations teams performed pre-contract sourcing and post-contract vendor management and were responsible writing statements of work with no common process between them. This resulted in contracts that were sub-optimal at best and The Boeing Company exposed to risks at worst.&nbsp;</div> <div>&nbsp;</div> <div>Circa 2010 along came the sourcing teams. In the beginning there were five different teams in Boeing IT who performed sourcing work. However, the vendor management role was still being performed by distributed IT operations teams.&nbsp;</div> <div>&nbsp;</div> <div>Circa 2017 all the sourcing and vendor management teams and functions were centralized, rationalized and adopted one way of doing things.&nbsp;</div> <div>&nbsp;</div> <div>Today, Boeing IT sourcing teams have the tools, processes and templates needed to optimize our global &ldquo;OneBoeing&rdquo; sourcing and vendor management vision, with operations in Bangalore, Mesa, St. Louis, Charleston, Houston, Chicago and Seattle. We call this the Global Sourcing &amp; Vendor Management (GS&amp;VM) team.&nbsp;</div> <div>&nbsp;</div> <div> <h3><em>What KPIs did you use to measure success for this project? (For example: performance, customer satisfaction, revenue, sales or relevant financial gains?)</em></h3> </div> <div>In 2018, GS&amp;VM captured over $40M in cost savings and an additional $75M+ in cost avoidance by managing vendors, rewriting SOWs, reducing software license costs, managing license true ups, reducing value-leakage risk, and improving in first time quality of contractual SOWs/SLAs as reflected in SRE scoring, Red Team reviews (non-advocate review) and negotiation results.&nbsp;</div> <div>&nbsp;</div> <div>The Knowledge Repository has been very popular. For instance, SOW best practices were used 998 times, Technical Evaluation best practices were used 648 times, and Sourcing Strategy best practices were used 334 times, all within the last six months. A few additional highlights:&nbsp;</div> <div>&nbsp;</div> <div>The GS&amp;VM team was able to seamlessly onboard about 15 new team members&nbsp;</div> <div>The GS&amp;VM team received praise from numerous sources on the value and utility of the Roadmap, Knowledge Repository, and training programs. &nbsp;</div> <div>73 sourcing, vendor management, procurement, project management, IT business partner and other employees completed Outsourcing Master Class training in the last six months.&nbsp;</div> <div>&nbsp;</div> <div> <h3><em>How you do plan to ensure that the new model remains relevant and adapts to the future needs of the market?</em></h3> </div> <div>The team performs a retrospective (i.e., lessons learned) and identifies tools/templates/best practices that have changed or need to change each time a significant sourcing project is performed to incorporate the lessons learned and assure continuous improvement. Additionally, all senior positions on the team now require employees to earn their IAOP Certified Outsourcing Professional (COP) certification to demonstrate industry baseline knowledge and drive professional development.&nbsp;</div> <div>&nbsp;</div> <div> <h3><em>What advice do you have for those who may want to implement this innovative approach in their own organizations?</em></h3> </div> <div>Make talent management a priority, institutionalize processes, tools, and training that help assure continuous capability/competence, and improve first-time quality of team deliverables. And, assure that all stakeholders can easily find what they need to perform their work effectively. If it&rsquo;s not user friendly, it may not get used.&nbsp;</div> <div>&nbsp;</div> <div>What gets measured gets done, so put metrics in place that reinforce the process and assure use of the tools. Create a feedback loop for employees to know if and how they are improving. For example, at Boeing our Subcontract Requirements Engineers (SREs) score our high-dollar Statements of Work for quality and risk. These scores are sent back to the team for review, showing areas where improvement may be warranted. Additionally, retrospectives at the end of each significant sourcing event identify opportunities for continuous improvement that may drive changes in tools, processes, or training.&nbsp;</div> <div>&nbsp;</div> <div> <h3><em>What can you share that other companies can take as a &ldquo;lesson learned&rdquo; about talent management from your project?</em></h3> </div> <div>The full team that contributes to this process includes the Boeing organizations: Global Sourcing &amp; Vendor Management (GS&amp;VM), Indirect Supply Chain, Finance, Procurement Financial Analysis, Legal, Export Controls, Global Privacy Office, SRE, InfoSec and IT (service owners and portfolio leaders). Because of the complexity and number of organizations involved, it is extraordinarily challenging to put out quality work without the Roadmap, Knowledge Repository and training. Building tools and processes isn&rsquo;t enough, however. Everyone needs to be able to easily find and use the information. Consequently, pay attention to the location, look and feel of your knowledge base, making it searchable, user-friendly and actionable.&nbsp;</div> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/talent-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Management</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/talent-retention" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Retention</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/future-of-sourcing-awards" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Future of Sourcing Awards</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/strategy" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Strategy</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Innovations in Talent Management: The Boeing Company - Future of Sourcing" addthis:url="https://futureofsourcing.com/innovations-in-talent-management-the-boeing-company"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Sun, 15 Sep 2019 17:03:25 +0000 Future of Sourcing Awards 1605 at https://futureofsourcing.com https://futureofsourcing.com/innovations-in-talent-management-the-boeing-company#comments Outsource Your CULTURE to Speed Up Digital Transformation https://futureofsourcing.com/outsource-your-culture-to-speed-up-digital-transformation <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="https://futureofsourcing.com/sites/default/files/articles/Culture_Digital_Transformation.jpg"><a href="https://futureofsourcing.com/sites/default/files/articles/Culture_Digital_Transformation.jpg" title="Outsource Your CULTURE to Speed Up Digital Transformation" class="colorbox" rel="gallery-node-1566-hpZoTfTiCcQ"><img typeof="foaf:Image" src="https://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Culture_Digital_Transformation.jpg?itok=yfRld6q3" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <div>With the pending shortfall and inevitable fact that more and more companies will need to outsource their IT and Finance functions, it&rsquo;s important to take a look into what is really driving change in digital transformation. The current statistics show that by 2020, the U.K. alone will have a shortfall of 800,000 tech workers and at the same time, 80% of companies will rely on contingent workers.</div> <div>&nbsp;</div> <div>The offshore model is no longer sufficient because software development needs to be executed in real-time and at top quality, which means the notion of culture comes into play. Many CIO&rsquo;s now claim that successful digital transformation initiatives must be accompanied by culture changes, so what should companies do to ensure that they are outsourcing not only business requirements but also their culture?</div> <div>&nbsp;</div> <div>IT directors and CIOs know that culture can speed up <a href="https://futureofsourcing.com/the-rules-of-outsourcing-have-changed" target="_blank">digital transformation</a> through smart technology choices, which ultimately aligns technology design processes to form and mold the required work behavior patterns. It has recently been quoted that by 2021, 80% of midsize to large enterprises will change their culture in order to speed up and accelerate their digital strategy initiatives. Gartner, Inc. <a href="https://www.gartner.com/en/information-technology/insights/trends-predictions" target="_blank">predicts</a> that by 2021, CIOs will be as responsible for culture change as chief HR officers.&nbsp;</div> <div>&nbsp;</div> <div>With huge changes happening in business, it is critical to adopt a proactive approach to look at how culture can speed up digital transformation strategies. Working with HR is critical as CIO&rsquo;s will have a huge part to play in driving change and adoption. Organisations need better decisions made quickly and accurately at the front end. Front end teams need to be made up of diverse and multi-skilled professionals that take responsibility and accountability. This is a problem if you outsource to an offshore company as the culture barrier is an issue. Poland is a very popular outsource destination as culturally there is very little difference between <a href="https://futureofsourcing.com/all-rise-for-poland-a-thriving-outsource-destination" target="_blank">Poland</a>, the U.S. and other European countries. &nbsp;In addition, Poland offers a stable and healthy economy, a highly skilled workforce, a dynamically growing IT market and U.S. and EU standards in IP protection and data security. This contrasts with China and India, which are the top outsourcing software destinations. &nbsp;</div> <div>&nbsp;</div> <div> <h2>What is the answer?</h2> </div> <div>When outsourcing IT Outsourcing (ITO) and Business Process Outsourcing (BPO) functions there are several things to think about. As IT is driving tremendous change within company culture, executives need to look at not only at outsourcing business functions but also their own culture and company DNA. This can be achieved by working with a partner that understands the importance of embracing their client&rsquo;s cultural habits as this ultimately speeds up digital transformation initiatives. Company execs need to really look at culture when outsourcing as the ramifications of not doing so can be very damaging to their longer term business objectives for growth. Not only do companies need to look at retaining their top talent, they need to future-proof their business by partnering with next generation outsource thinkers that recognize and get the importance of embedding company culture from day one. With the rapidly changing lT landscape and technology shifts, there is little room for error. Companies need to think ahead of the game and put their culture at the forefront when considering outsourcing any ITO or BPO function to a third party.</div> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/digital-transformation" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Digital Transformation</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/business-process-outsourcing-bpo" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Business Process Outsourcing (BPO)</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/information-technology-office-ito" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Information Technology Office (ITO)</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/outsourcing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Outsourcing</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/contingent-workforce" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Contingent Workforce</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Outsource Your CULTURE to Speed Up Digital Transformation - Future of Sourcing" addthis:url="https://futureofsourcing.com/outsource-your-culture-to-speed-up-digital-transformation"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/europemiddle-eastafrica" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Europe/Middle East/Africa</a></div></div></div> Tue, 10 Sep 2019 19:19:42 +0000 Graham Fell 1566 at https://futureofsourcing.com https://futureofsourcing.com/outsource-your-culture-to-speed-up-digital-transformation#comments