Solving for Contingent Talent Sourcing Challenges May 2, 2018 at - PowerPoint PPT Presentation

Beat the Clock – Solving for Contingent Talent Sourcing Challenges May 2, 2018 at MGM National Harbor Karen Feeney, MSHR, SHRM-SCP Sr. HR Operations Mgr. & HR Consultant

My Story Inspiration: “ It’s for the kids.”

Who Will Care for Your Family?

Workforce Planning (WFP) Challenge: Managing Growth vs. Gig Millennials top U.S. FTE Growth voluntary turnover groups; 25% of U.S. 4% Average FTE 3 vs. 7 year average workforce are Hiring Increase tenure at CHOP Millennials and 1 YOY Since FY13 of 3 want freelance “gigs” for flexibility; Patient Volume Increase CHOP now employs twice 3% Average Patient that many Volume Increase YOY Since FY13 Sourced from nonprofit HR

WFP Consideration: Sourcing Efficiency Time, Expectations, and Cost May Make or Break You Cost for clearance processing and tracking to CHOP for FTE in FY17 was over $1M (average $250 per direct hire) and waiting time to start readiness typically >2 weeks.

Talent Demand vs. Supply : “ David vs. GOLIATH ?” HEALTHCARE INDUSTRY • One-third of US job growth by 2024 –  Nation's first hospital exclusively for care of largest sector children: total patient days > budget 2% new • appointment lag time average 3 weeks 50% of jobs went unfilled in 2016 costing $160 billion  Committed to providing breakthrough experiences; staffed at over 13000 FTE plus • Service demand forecasted: > 10% average 5000 additional workforce GDP; jobs to grow >15%  #12 on Indeed’s 2017 “Best Places to Work” for hospitals & health systems • Talent Shortage Alert:  US News & World Report’s Honor Roll: Nation’s – > 45,000 primary care physicians, best children’s hospitals – 46,000 surgeons + medical  FTE: Turnover < 1 year at 12.4%; average time to specialists fill over 60 days so potentially >50,000 specialty – Technology Skills gap >50% care visits/ $100k daily care practices

Case Study : Contingent Workforce Management (CWM) at  Implemented MSP as a strategic 2-year, 3-year, 5-year plan  FY17: Contingent labor spend >$23M supporting gross revenue generation>$5B  Saved 10% of total contingent labor spend fully utilizing MSP services  FY18YTD: >$120k saved just in negotiated rates for staff augmentation  Reduced time to fill by up to 50%; improved selected talent diversity >20%

CWM Consideration: 1. Build Branding To get where you're going, you must know where they're coming from … Align visibly all staffing activity visibly: brand and centralize program.

Workforce Optimization Build Partnership: Introduce a MSP Total Talent Management Self-Sourced Talent Pools SOW Management • RightSourcing recognized as largest, most-tenured Scheduling workflows healthcare MSP (not a staffing company!) • Provides industry-recognized consultative services and to help healthcare organizations procure & manage CW Strategic Analytics Actionable analytics Workforce Market intelligence Compliance Management Continuous Improvement Worker credentialing Procurement Worker classification Program visibility Co-employment expertise Vendor management Technology & processes Contracts and legal Complete data integrity RightSourcing Confidential Information

Invest in CWM: 2. Promote as WFP Option GOALS GAP ASSESSMENT: SUPPLY & DEMAND SOLUTIONS • SHORT – TERM What is the work today? Replace “in kind” (Next 12 Can we achieve goals with current staff • Restructure Roles months) capabilities? • Contingent What roles are vacant now? Workforce Who are flight risks? • Temp to Perm MID/ LONG- What is the planned work? • Training/ TERM What roles need eliminated or adjusted? Development (1-3 years) What gaps exist: current capabilities vs. • Redefine Work future needs? Scope Do we build or buy talent we lack? • Adjust What external drivers influence strategy? Commitments

Go the Distance: Fully Leverage MSP & VMS for CWM Single MSA for all vendors Staffing Suppliers Requisition Oversight & Volunteers Vendor Management Worker Credentials Audits Onboarding Optimization Automated Time/Expense Independent Contractors Consolidated Invoicing Best Practices Contractor Compliance RFI Automation Market Intelligence Statement of Work Strategic Analytics  Improve Worker Quality  Increase Process Efficiencies  Mitigate Risks  Reduce Costs

Go The Distance: Help Leaders Digest Change Stop serving up a big bucket of cold alphabet soup: MSP, VMS, CWM…ACK! Heat up and spoon-feed targeted WFM consultation strategically to achieve optimal consumption levels through: – Education – Assistance – Reinforcement

CWM Winning Game Plan: Think BIG • B uild centralized CWM solution, branding, and partnerships to gain time-sensitive yardage • I nvest in CWM option to posting “in kind” direct hire FTE roles • G o the distance fully leveraging CWM plan before the clock runs out 36% of companies currently incorporate CW planning into strategic workforce planning with an additional 51% planning to seriously explore it within the next two years. – WF Solutions Buyers Survey 2017

Contact me Karen Feeney, MSHR, SHRM-SCP Sr. HR Operations Manager with questions Children’s Hospital of Philadelphia or feedback! feeneyk1@email.chop.edu or 215.240.0642 linkedin.com/in/karenfeeney