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Workforce Trends Study

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Joel Capperella
Joel Capperella

Study on the segmentation of the workforce in fortune 1K companies and controls in place to manage and increase efficiency

Business
1  sur  14
Workforce Segmentation & Control Analyze perceived and actual control of the entire workforce Joel A. Capperella SVP Client Solutions
Workforce Trends: Opportunity, Segmentation; and Control Workforce Composition Analysis: Best Practices Capitalizing in a Bear Market
Commitment to Workforce Strategies Peter Cappelli ,[object Object],[object Object],HCM Involvement 360-Degree View of SAP
Workforce Trends: Opportunity, Segmentation; and Control Workforce Composition Analysis: Best Practices Capitalizing in a Bear Market
2009 Workforce Trends Study Cost Concerns Perceived Control Actual Control Realities of Total Workforce Control #1 Concern 84% of respondents 20% Reported control 65% Believe they are in control
Seeking Cost Efficiency FACTORS IMPACTING WORKFORCE Expected Impact of Control Key Finding #1 Concern over cost critical to overall workforce management 84.1% 14% 1.9% Significant to Moderate Impact Negligible Insignificant Economy & Budget Business Unit Needs 70.5% HR Workforce Plan 11.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 83.7%
Analysis of Continued Contraction Key Finding #1 Concern over cost critical to overall workforce management Segments of workforce impacted % of Decrease The two workforce categories with the least amount of contraction represent areas with fewest control mechanisms in place WORKFORCE CONTRACTION ACROSS SEGMENTS
Perceived Level of Current Control Key Finding #2 A Generally Favorable Perception of Control STATED LEVEL OF WORKFORCE COST CONTROL ,[object Object],[object Object],42.0% 23.4% 5.6% 5.6% Significant Partial Limited Negligible 89% 23.4% Complete
Actual Level of Current Control CONTROL OVER ‘NON-EMPLOYEE’ WORKFORCE Key Finding #3 Poor visibility and control into overall investment of total labor pool 10.1% 29.4% 60.5% Complete Control Significant Control Limited to No Control ,[object Object],[object Object]
Actual Level of Current Control Greatest areas of autonomy have least collaboration with HR Key Finding #3 Poor visibility and control into overall investment of total labor pool Workforce Categories Full-Time Contractors Professional Temp Consultants Project Work Temp
Actual Level of Current Control Key Finding #3 Poor visibility and control into overall investment of total labor pool Measurable control and risk mitigation minimal outside the fulltime workforce 0.00% 25.00% 50.00% 75.00% 100.00% Defined Policies ROI Measurable Quality Measureable Risk Mitigation Hiring Metrics Workforce Categories Full-Time Contractors Professional Temp Consultants Project Work Temp
Workforce Breakdown ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implications of Workforce Trends Cost Concerns Actual Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Perceived Control
Multiple Talent Streams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Best-in-Class enterprises are 98% more likely to centralize and standardize contingent labor management processes…” -2009 Contract Labor Management Study

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Workforce Trends Study

  • 1. Workforce Segmentation & Control Analyze perceived and actual control of the entire workforce Joel A. Capperella SVP Client Solutions
  • 2. Workforce Trends: Opportunity, Segmentation; and Control Workforce Composition Analysis: Best Practices Capitalizing in a Bear Market
  • 3.
  • 4. Workforce Trends: Opportunity, Segmentation; and Control Workforce Composition Analysis: Best Practices Capitalizing in a Bear Market
  • 5. 2009 Workforce Trends Study Cost Concerns Perceived Control Actual Control Realities of Total Workforce Control #1 Concern 84% of respondents 20% Reported control 65% Believe they are in control
  • 6. Seeking Cost Efficiency FACTORS IMPACTING WORKFORCE Expected Impact of Control Key Finding #1 Concern over cost critical to overall workforce management 84.1% 14% 1.9% Significant to Moderate Impact Negligible Insignificant Economy & Budget Business Unit Needs 70.5% HR Workforce Plan 11.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 83.7%
  • 7. Analysis of Continued Contraction Key Finding #1 Concern over cost critical to overall workforce management Segments of workforce impacted % of Decrease The two workforce categories with the least amount of contraction represent areas with fewest control mechanisms in place WORKFORCE CONTRACTION ACROSS SEGMENTS
  • 8.
  • 9.
  • 10. Actual Level of Current Control Greatest areas of autonomy have least collaboration with HR Key Finding #3 Poor visibility and control into overall investment of total labor pool Workforce Categories Full-Time Contractors Professional Temp Consultants Project Work Temp
  • 11. Actual Level of Current Control Key Finding #3 Poor visibility and control into overall investment of total labor pool Measurable control and risk mitigation minimal outside the fulltime workforce 0.00% 25.00% 50.00% 75.00% 100.00% Defined Policies ROI Measurable Quality Measureable Risk Mitigation Hiring Metrics Workforce Categories Full-Time Contractors Professional Temp Consultants Project Work Temp
  • 12.
  • 13.
  • 14.

Notes de l'éditeur

  1. TPSA Technology Professional Services Association