Six Steps To Optimise Your Procurement Workforce - Procurement News

Big Ideas Summit | by Doug Leeby on 31/08/2018 01:45 | 0 comments |

To become more agile, companies are re-evaluating their workforce strategies. Although strategists often talk about “total workforce management,” what their companies need most is something much simpler: total workforce optimisation.

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For most businesses, human capital is both the organisation’s most important asset and its largest single operating expense. It is also a constant concern for executives who fear they don’t have, and can’t acquire, the right mix of top-tier talent to compete and succeed.

Total Workforce Optimisation is the process of determining the right mix of employee and non-employee talent to meet operational requirements. It ensures that the organisation has the skills it needs as well as the flexibility to anticipate and respond to market changes.

What it is, and what it’s not

Total Workforce Optimisation is sometimes confused with Total Workforce Management (TWM), also called Total Talent Management (TTM), which is a much larger and more comprehensive process. TWM/TTM not only incorporates the engagement and management of employee and non-employee labor, but also issues such as training and succession planning, which are outside the scope of Total Workforce Optimisation.

Total Workforce Optimisation is also different from Total Talent Acquisition (TTA), which is a subset of TWM/TTM. However, Total Talent Acquisition is compatible with, and can be incorporated into a Total Workforce Optimisation program.

Total Workforce Optimisation is actually very simple. It is nothing more than looking at your organisation’s entire employee base and your non-employee base, putting them together, and determining the right mix to achieve your desired business outcome.

1.Focus on business outcomes

The focus on business outcomes is one reason Total Workforce Optimisation is more specific and easier to achieve than Total Talent Management. While Total Talent Management has the potential to offer great long-term benefits, which are often somewhat abstract, Total Workforce Optimisation is concerned with finding the most cost-effective, highest-quality way to accomplish specific tasks and achieve specific outcomes.

Total Workforce Optimisation is the process of modeling and sourcing the right mix of employees, contractors, freelancers, and consultants—all viable labor options—to achieve the outcomes that are important to your business.

To get there, there are six key steps you need to take.

Step 1: Get the data in one place

To implement Total Workforce Optimisation successfully, you must start by getting all of your workforce data in one place. It is all about visibility.

Most organisations are already doing a great job in terms of employee visibility. You probably have human resource platforms containing all relevant employee data. So, the missing link tends to be non-employee data.

With the advent of vendor management systems (VMS) about 15 years ago, we started collecting data addressing the contractor population. And, about 7 years ago, organisations started managing statement of work (SOW) based activity and putting that data into their systems as well.

With the advent of the gig economy, freelancers represent another large labor pool whose data must be gathered and put in one place where it can provide visibility.

This can be accomplished using your VMS or possibly another system, but the important thing is to gather this non-employee data and make it visible.

Step 2: Risk-proof the workforce

The second step is to risk-proof this workforce, both employees and non-employees. This means ensuring proper classification of every individual worker. Every organisation has a governance model in place to protect against co-employment and statutory compliance risks. To risk-proof your workforce, you must ensure that every worker is in the proper employment bucket.

You start by putting them in the right classification bucket and then ensure that they’re in the right sub-buckets—temporary staff or contractors, W-2 or 1099, outsourced labor, freelancers, interns, or retirees. Then you can confidently put them to work and not worry about what the legal, compliance, or security consequences are going to be.

Step 3: Ascribe quality to all workers

The third step is very important, and for some reason, it appears to be very elusive for many companies. It is simply the process of ascribing quality to all workers and all work efforts.

Organisations do that already when it comes to full-time employees. Virtually all organizations require periodic performance appraisals, as well as quarterly KPIs or similar processes.

So, the concept isn’t foreign, and implementing it is not a challenge. The challenge is to extend this process to contractors, to consultants, and even to freelancers. Sometimes clients tell us that they’re afraid measuring non-employee quality due to co-employment risks. We believe that is only an excuse because there are ways we can assign quality measurements to the work effort and even to individuals without getting into co-employment trouble.

So, organisations must correct this misconception internally. Once you become comfortable with ascribing quality to all workers and all work assignments, you can rate the work and tie the cost equation to the quality equation.

For years, organisations have been so focused on costs and the lowest bill rate. While this is valuable, it is also short-sighted. To optimize the workforce, it is absolutely essential to factor quality into the mix.

Step 4: Merge the data

If your organisation has good employee data, and make a serious effort to bolster your non-employee data, what is next? The next step is to merge those two together.

It does not necessarily have to be one database. Organizations have separate Applicant Tracking Systems and Vendor Management Systems. Analytics programs available today can consume data from both sides with ease. By analyzing and comparing this data, organizations can get to what is really interesting and fun, which is the modeling. Modeling leads to predictions, forecasting, and what-if scenarios. That is the next step.

Step 5: Analyse the data for decision-making

Once the employee and non-employee data is merged, the next step is to analyze and apply the data. Artificial intelligence and the spectrum of the analytics available today allow organizations to use visualisations to discern where changes in the workforce mix will produce the most benefit.

For example, you may traditionally be working with 80 percent employees and 20 per cent contractors. On a specific task that will deliver a specific outcome, what would happen if you changed the mix to 50 per cent full-time staff and 30 per cent consultants, 10 per cent freelancers, and 10 per cent contractors, based on skills? How would that compare to other possible blends of resources.

Modeling also allows you to factor in scarcity of talent, core and non-core positions, and other considerations. Once you start to bring these factors into play, you can engage in a variety of what-if scenarios to determine what would best fit your business strategy.

Step 6: Take action

Of course, the last step is to do it—simply execute a workforce optimisation program. Create a model and try it.

You are probably closer to Total Workforce Optimisation than you imagined. You already have a tremendous amount of data. What you lack—probably the performance quality data from certain elements of your extended workforce—can be obtained with a little effort and the right technology.

Of course, implementing Total Workforce Optimisation cannot be accomplished by snapping your fingers. It will take resources and commitment. But your workforce mix is critical to your organisation’s agility and competitiveness.

So, now is the time to begin to make progress toward the goal. And, frankly, the technology is there to enable you to reach it. To find out more, click here.

Doug Leeby will be speaking at Big Ideas Chicago on 27th September. For more information and to request an invitation to this leading CPO event, click here.  


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Author

CEO of Beeline, the largest independent provider of software solutions for sourcing and managing the extended workforce. My career includes more than 25 years of sales, product, marketing, and management experience, primarily in the technology sector. Joined Beeline in 2002 as Vice President of Product Management, where I oversaw and facilitated the strategic direction of Beeline's suite of solutions. In 2003, assumed responsibility for the sales organization, which achieved consistent double-digit year-over-year growth. Named president of Beeline in 2010. Became CEO in 2016 when the company was merged with IQNavigator, and continued in this position when Beeline subsequently acquired in 2018 by New Mountain Capital.


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