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Le séminaire Total Talent Management

Total talent management – 15 citations – 15 visions

Le séminaire Total Talent Management (Gestion Intégrale des Talents) fut synonyme de deux journées passionnantes en témoignages de la part d’organisations allant vers une politique du personnel intégrée. Les comptes-rendus de quelques-unes de ces sessions sont disponibles sur la plate-forme NextConomy.

Voici un aperçu des déclarations les plus surprenantes, les plus fortes et les plus inspirantes faites par des orateurs. À vous d’en profiter

How much is your brand worth and do you care? 

(Dan Khublall, sr. Director Global External Workforce Programs Thomson Reuters)
CW can impact your reputation. Put CW on the agenda of the board.

A baby with 2 moms has no mom at all 

(Katja Euler, sr. Director Strategy & Projects Adidas)
You need accountability for the CW program, 1 end responsibility, either HR or Procurement.

 

    1. “Get the CFO involved!”
      (Celia Sanchez San Juan, Director Group Procurement Adidas)
      External labour impacts the P&L, brings a whole set of risks. On top is a need for spend details in order to build the program and not to fly blind.
    2. “If you don’t adapt to what people expect, companies will die.”
      (Simone Ribeiro, sr. Project Manager HR strategy Adidas)
      Go with the flow and change the way you get in contact with your talent pools.
    3. “The power is increasingly sitting with the candidate and not with the company.”
      (James Hick, Managing Director ManpowerGroup Solutions UK)
      Talent no longer has a carreer for life or a job for now. Talents have a carreer for ‘me’ not for the organization and choses when, how, where they will work.
    4. “Employers have a great role to play to anticipate on the technological changes ahead.”
      (James Hick, Managing Director ManpowerGroup Solutions UK)
      There will be new jobs that now even don’t exist, new skills will be needed and the lifecycle of skills will be shorter. Companies will need multiple employment models and mix skill sets.
    5. “One unlearning we had to do is that external workforce is not a commodity but a strategic means.”
      (Simone Ribeiro, sr. Project Manager HR strategy Adidas)
      CW impacts the results and the future of your company.

 

  • “Stop head counting management and start total budget management.”
    (James May, VP Sevenstop RPO)
  • Head count is no longer a factor but total workforce cost is now our driver for sourcing the right skill”
    (Maarten Hansson, Global Commodity Leader HR, Philips)
    Philips now has no longer a traditional annual budgeting process.
  • “Work together with your CW supply chain instead of trying to change your supplier”
    (Maxine Kelly, Head of Sourcing Corporate Services Rolls Royce)
    Critical skills have to be at your provider, they provide you with the knowhow and benchmark. Collaboration between all parties to get aligned is key to success.
  • “ The days of HR to fill the vacancies are gone.”
    (Mildred Matesan, Strategy & Sourcing Manager, Ericsson)
    The impact and change for HR will be massive. HR departments are evolving to a self-service provider. What will the future role of HR be on a strategic level: sparring partner or innovator?
  • « CW est comme un iceberg : le coût le plus important est sous la surface. »
    (Mark Camilleri, Procurement Mgr. Professional Services, Jaguar Land Rover)
  • « Un job fixe n’est plus du tout fixe, mais dure en réalité environ 18 mois. En moyenne, un talent flexible hautement qualifié passe 18 mois sur un projet. Où se trouve alors encore la différence entre fixe et flexible ? »
    (Will Peachey, Head of Resource Supply Chain, CapGemini)
    La rareté des talents va de pair avec l’augmentation du nombre de freelances. Accueillez avec enthousiasme le changement et les freelances, intégrez leur acquisition et leur déploiement dans votre politique RH. Mais vos collaborateurs fixes veulent tout autant de flexibilité et de liberté, plus de défis et de projets ; faites en sorte qu’ils les obtiennent. Les RH ont comme défi de garder les collaborateurs à bord.

 

  1. « Composez une équipe de talents juniors. Junior n’est pas synonyme de jeune, mais bien de nouvelle étape dans la carrière de quelqu’un. »
    (Will Peachey, Head of Resource Supply Chain, CapGemini)
    Dressez un programme pour les Millenials, mais aussi pour les talents plus âgés qui effectuent un virage dans leur carrière. Stimulez les compétences et offrez des perspectives de carrière.
  2. “One of the biggest elephants in the room is modern slavery.”
    (Will Beattie, Head of Bus. Dev., CIPS)
    The biggest risk for procurement is there are mores slaves now than ever. 18 slaves produce your daily cup of coffee. Mind the risk of damage reputation when you arrange for the supply chain, esp. your 2nd and 3rd tier suppliers. Make sure you are not a ‘thicking box’ and expand your CSR policy expand to the the CW.

Marleen Deleu – Director Trends & Insights NextConomy – on a mission to bring insights and expertise to the freelance workforce and users of contingent labor in Belgium

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