Contingent Staffing (past event)
July 11 - 13, 2016
1.888.482.6012
Co-Employment and Compliance
For All Attendees
08:00 - 08:40 Continental Breakfast in the Networking LoungeWomen's Networking
08:00 - 08:40 Women’s Networking Breakfast08:40 - 08:45 Welcome Remarks
08:45 - 09:00 Chairperson’s Day Three Opening Address
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.
09:00 - 09:20 The New Gig Economy and the Worker Classification Conundrum
09:20 - 09:40 Deep Dive into the ACA: Everything You Need to Know to Remain Compliant
The ACA, and possible upcoming changes, has thrown the industry into a state of panic and confusion. This session discusses the language and intent of the ACA, what it means for employers, future trends and how to work with vendors in order to remain compliant.
09:40 - 10:20 CASE STUDY INTERACTIVE: Ideas in Action: The Bid Network for Centralized Savings
Take the challenges from the previous case study and apply them to your own workplace. Discuss with your peers how you would handle these challenges, which resources you would need at your disposal and how you could change management program updates in order to implement and enforce new measures. Roundtables should be prepared to report back to the group!
• GSK presents lessons learned from auditing their contingent workforce spend
• Collect and use benchmarking data around spend to see where you stand
• We ask: When is paying more then market rate acceptable?
• What’s better? An MSP managing costs or an internal benchmarking program
GlaxoSmithKline
• GSK presents lessons learned from auditing their contingent workforce spend
• Collect and use benchmarking data around spend to see where you stand
• We ask: When is paying more then market rate acceptable?
• What’s better? An MSP managing costs or an internal benchmarking program
Marcelo Loureiro
Director, Global Category Leader- HR Staffing & BPO ServicesGlaxoSmithKline
10:20 - 11:00 Morning Refreshment & Networking Break In The Networking Lounge
11:00 - 12:00 PANEL DISCUSSION: It’s a Huge World! Managing the Contingent Workforce Across Global Business Units
We’ve selected these companies to discuss global workforce management because they know how important it is to rely on the global workforce. With a combined 230,000 employees worldwide, hear from these companies discuss the global landscape.
• Utilize an enterprise-wide based approach in order to management contingent labor across global business units
• Collaborate with global counter-parts in order to source the best talent from local vendors
• Set systems in place to track and measure performance of contingent staff before they are hired
• Communicate frequently with management to keep tabs on which employees are excelling and any HR issues that
arise
Tech Mahindra
• Utilize an enterprise-wide based approach in order to management contingent labor across global business units
• Collaborate with global counter-parts in order to source the best talent from local vendors
• Set systems in place to track and measure performance of contingent staff before they are hired
• Communicate frequently with management to keep tabs on which employees are excelling and any HR issues that
arise
Gursharan Sing
Assistant Vice PresidentTech Mahindra
12:00 - 13:00 Workshop: CW 2.0: Elevating Your CSW Program to Recruit Top Talent
Have your training and recruitment programs kept up with your transformation? Even with the advent of supply chain MBA programs, it’s estimated that graduates will only fill 20% of the openings, clearly indicating a talent shortage in the field. When rising up through the ranks no longer is a guarantee for success, discuss during this working group how to optimize your procurement team, including:
• Conducting an employee skillset analysis
• Sharing resources across departments to locate potential future leaders
• Determining how much spend under management one person should have
• Ensuring mid/senior level external hires have a clear career trajectory
• Determining if you’re willing to sacrifice some savings to keep a less-than-ideal team fully staffed
• Reducing tactical headcount, and increasing “relationship managers”
• Conducting an employee skillset analysis
• Sharing resources across departments to locate potential future leaders
• Determining how much spend under management one person should have
• Ensuring mid/senior level external hires have a clear career trajectory
• Determining if you’re willing to sacrifice some savings to keep a less-than-ideal team fully staffed
• Reducing tactical headcount, and increasing “relationship managers”