Workforce Trends Study

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

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

Workforce Trends Study

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