The Contingent Staffing ‘Big Picture’ & Organizational Governance

Chairperson TBD: To learn how to chair this session contact Alicia Upchurch, Sponsorship Director, at 646-200-7452 or Alicia.Upchurch@wbresearch.com to get involved.

Contingent workforce is a relatively new function in the corporate lexicon and companies struggle to figure out who should develop it and who should manage it. This session will explore:
• The Contingent Staffing background and organizational
• The current CWM scope of duties and the newest challenges
• How the capability is expanding and what skillset is needed to succeed
• A successful case-study of a Contingent Staffing program

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McKesson Corporation is America’s oldest and largest health care services company and the largest pharmaceutical distributor in North America, delivering one-third of all medications used every day. Starting with a very small staff augmentation program in 2009, the program has expanded every year. Today, McKesson’s extended workforce program has grown into a vital source of talent for the corporation.

In this session, Wendy Chase, Sourcing Manager of McKesson Corporation and Roshan Kallivayalil, Director of Global Relationship Management at Beeline will discuss key aspects of McKesson’s success story.

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In an effort to have a large pool of talent to choose from, many in the industry turn to a large stream of vendors in order to fill the gaps, but this isn’t the right approach. This session will discuss implementation of a manageable Contingent Staffing vendor program to be successful:
• Juggling too many staffing providers can lead to disorganization and low visibility of workers
• Learn how to streamline vendors without giving up a large, varied talent pool
• Creating an evaluation method and benchmarking your program against others

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• Explore the basics of a strong foundation in basic talent management – acquiring, hiring and retaining
• Learn how to go beyond the basics in order to elevate your workforce to the next level of performance though proactive talent management
• Hone in on essential skills of current successful employees in order to identify talent with similar attributes
• Develop training programs that will quickly and efficiently induct contingent workers into the company culture

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• Discuss the benefits of long term relationships with suppliers
• Source partners that have similar organizational values and objectives
• Banish adversarial negotiations by establishing a collaborative relationship right off the bat
• Invest in benchmarking or scorecarding to measure the value of your supplier and address weaknesses so they can be fixed as quickly as possible

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Trends like shrinking employee tenure, increased use of flexible labor and the rising cost of permanent employees have redefined the composition of today’s workforce. Now more than ever, talent is a true differentiator and organizations can no longer afford to manage its employee and external workers in silos. A strong total workforce management strategy enables full visibility into the workforce and uncovers hidden opportunities for cost savings and more. In this discussion, panelists will discuss:

• Business drivers for engaging flexible workers
• The benefits of total workforce management
• Techniques and processes to engage workers holistically
• How workforce management will evolve in the future

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• Contingent workers are temporary, however they should not be treated as such
• Contingent workers are indispensable to the project they are assigned to and should be treated as such in order to get their best work done
• Unique tactics and rewards to suit the needs of your contingent workers

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• Create a vendor pool offering elite performers for high priority positions/projects
• Set aside dedicated budget- you get what you pay for
• Network with peers in order to get recommendations from the horse’s mouth- reputation and testimonials can tell you more than a website

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Be sure to join these interactive roundtable sessions and take a deep dive into the specific areas you came to discuss. Opportunities to sit and learn from executives like these do not exist elsewhere. Take control of your own event experience. Don’t be shy! Ask questions (or answer them!) of other conference attendees who are dealing with the same challenges as you.
1) Network with industry peers with very similar challenges, interests and responsibilities
2) Take a deep dive into a niche topic in an intimate and informal setting moderated by a subject matter expert
3) Don’t miss out on the discussions you want to participate in—you’ll get to select a new topic after 30 minutes

Topics Include:

1) Best Practices to Tap into an Internal Talent Pool

Simon Kapochunas, Corporate Director, Labor and Employee Relations, Northwell

2) Creating Solid Policies for Onboarding and Offboarding Contingent Workers

Tameka Harper, Director, IT Procurement, Coca Cola

3) Earn a Seat at the Table Through C-Suite Buy-In

Brandon Moreno, Director, Talent Acquisition & Contingent Workforce, Herbalife

4) What the Millennial Workforce Wants

Tammy Kirksey-Myrah,Manager, Talent Acquisition, GENCO (aFedEx Company)

5) Telling the Story: Leverage Data to Demonstrate the Success of Your MSP

Matthew Elliott PMP,Director Resourcing, Contracting and Vendor Management, PMO, Dignity Health System

6) Overcoming Obstacles to Rolling Out a Successful Managed Program

Wendy Chase, Manager Contingent Labor, McKesson

7) Building Long Term Supplier Relationships

Kanita Harris, Global Category Manager, Formerly Haliburton

8) Managing Self-Identifieds and Freelancers in an Ecosystem that Delivers Cost Savings,Compliance and Efficiency

Mark Zisholtz, VP, Contingent Workforce Compliance & Management, Hiregenics

Karen Thrasher, Employment Manager, Southwest Airlines

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An effective MSP can be built in-house or outsourced completely to a 3rd party. While there are no clear trends towards either side, companies and executives have strong feelings towards one or the other. This lively debate features two thought leaders proving that their way is the best way.

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