start people large account services by most remarkable bv

Start People Large Account Services

Table of contents 1 Introduction

2 Market Conditions

2.1 Total cost of ownership

3 Methodology

4 Business Model

5 Organizational Model

6 Service Process

6.1 Process Analysis

6.2 Planning

6.3 Recruitment

6.4 Selection

6.5 Pool Management

6.6 Additional Services

6.7 Business Administration

6.8 Account Management

7 International Recruitment

8 Unique Selling Points

9 References

Appendix

1.0 Introduction

ACTIVE IN TEN COUNTRIES, USG PEOPLE IS ONE OF THE TOP 4 STAFFING COMPANIES IN EUROPE. EVERY DAY MANY THOUSANDS OF LARGE AND SMALL BUSINESSES AND INSTITUTIONS USE OUR EXCELLENT SERVICES.

Start People is a front runner when it comes to

Often one operating company uses the same

providing services to large accounts with process

approach to service the large accounts, but we

service requirements, that often also operate

see great differences among the various operating

internationally. These clients are constantly looking

companies and countries. This manual is based

for ways to decrease their cost structure and

on the experiences of Start People in the various

increase their returns without making concessions

countries.

to the quality of products and services and staff. This means that increasingly high demands

This manual for the provision of services to large

are set for Start People’s services. Continuous

accounts will lead to further harmonization and

improvement of the service requires a great deal

standardization of our services. This will result in

of flexibility and innovativeness on Start People’s

greater client satisfaction, larger client shares,

part, but is necessary to secure the loyalty of our

and higher returns. The possibility to use a uniform

clients. This way Start People assists its clients in

cross-border approach will greatly contribute to

further improving their business.

Start People’s distinctiveness in Europe.

Properly, efficiently and adequately meeting our

The guidelines in this manual will be normative for

clients’ demands requires a uniform approach to

the provision of services to our clients. Of course,

the provision of services to large accounts. The

local and client-specific aspects will not be forgotten.

increasing pressure on margins, both for clients and for Start People, make this a mutual interest.

Eric de Jong COO General & Specialist Staffing

The various countries and operating companies provide different services to large accounts. In many locations this is extremely efficient and to the full satisfaction of our clients.

2.0 Market Conditions

The demand of our clients is constantly changing.

This manual will focus on large account services.

Reducing the TCO (Total Cost of Ownership) is often

In this model Start People assumes responsibility

key. By extension, clients require far-reaching

for planning, introduction, training, and pool

forms of flexibilization. Start People constantly has

management of candidates. This is done efficiently,

to innovate its services in order to comply with the

keeping costs as low as possible, and on the level

changing client demand, while at the same time

of quality required by the client.

continuing to surprise our clients with new insights and proposals for improvement of returns. Conditions The traditional staffing model is no longer always

The large account services are best profiled

sufficient. If we look at the client demand in terms

for client’s with:

of making life easier, a spectrum arises with the

• an annual flex volume of 40,000 hours;

traditional staffing solution on the one hand and

• a maximum of 5 standard profiles;

the outsourcing solution on the other.

• a request based on 80% standard profiles; • a client working based on a forecast;

The traditional staffing model is on one end of

• greater fluctuations in staffing demand;

the spectrum. In this model Start People recruits

• Start People directing all or part of the process;

and selects candidates and is paid based on an

• Start People’s services being close to the

hourly rate. On the other end of the spectrum is

client’s process.

the outsourcing solution. This solution focuses on management of the flex population and payment based on unit prices.

OUTSOURCING Rate per unit Process optimization Output responsibility

STAFFING Hourly rate Payroll Selection/Testing Recruitment of candidates Figure 1: Various stages of service

LARGE ACCOUNT SERVICES

Management of staffing

Pool Management

Training/Retention

Introduction

Planning of staff

Hourly rate

Payroll Selection/Testing Recruitment of candidates

2.1 Total cost of ownership When hiring temporary workers, most organizations

indirect costs. Start People aims to help its

focus on (reducing) the direct costs related to these

clients to manage and reduce the TCO related to

activities for example:

hiring and managing temporary workers. In order to do so, Start People has developed a tailor made

• Direct wage costs (price per hour) including

and practical approach to help clients to:

surcharges for irregularity, overtime, shift allowance etc.;

• Gain insight in all the activities carried out to

• Out of pocket expenses for travel, supplies, etc.

manage the flexible labour base;

However, a significant share of the costs related to

and the elements that drive these costs;

hiring and managing temporary workers are indirect

• Identify and prioritize measures to reduce the

by nature and include the costs related to all the

TCO of managing the flexible labour base.

• Gain insight in true costs related to these activities

activities required to: Understanding and reducing the indirect costs of • Manage temporary workers;

managing the flexible labour base requires insight in:

• Manage the suppliers (‘Vendors’) of temporary workers.

• The processes & activities of hiring and managing flexible labour;

Evaluating, managing and reducing the costs

• The processes and activities of managing the

related to hiring and managing temporary workers

agencies that provide flexible labour;

should focus on the Total Cost of Ownership (TCO)

• The costs related to these processes and activities;

consisting not only of direct costs but also of

• The drivers behind those costs.

3.0 Methodology

It all starts with the client and its client needs.

Questions relating to the organizational model:

During the negotiations the client needs are

4. What resources will be used?

discussed. At a later stage the client needs are

5. How will the resources be organized?

described by way of a partnership agreement. As

6. What system of measures will be permitted

soon as the client needs are clearly identified,

by management in order to assess whether

an answer can be offered to the key question:

the resources perform in the structure as they

â&#x20AC;&#x153;What decisions need to be made, for purposes

should, and what resources management will

of drawing up a strategy, optimally to meet these

use to warrant appropriate performance of

client needs?â&#x20AC;? For this purpose a methodology is

the resources?

used based on answering questions relating to the business model, the organizational model, and the service process. Questions relating to the business model:

Questions relating to the service process:

1. Whom to address? What client needs and

7. How will the service process be organized in

requirements will be met by Start People?

order to realize the services?

2. What will be offered? What characteristics

should the services satisfy in order to add

value for the client?

3. How will this value be offered?

METHODOLOGY: OUR CONCEPT

Resources

CORE PROCESSES

Target group - Client

Planning Recruitment Selection

Start People Organizational Model

Structure

Monitoring

SUPPORTING PROCESS Business Administration

Start People Business Model

What

How

Figure 2: Our concept

4.0 Business Model

When recording the business model three questions

Labour Market and Industry Analysis

need to be answered:

The local labour market is mapped to identify where the available flexworkers are found and whether

1. Whom to address? What client needs and

sufficient potential is available to continue to

requirements will be met by Start People?

meet the client’s demand. In this context also the number of employers in the immediate vicinity

In this respect it is useful for all key people to

with similar profiles is considered.

be clearly identified with their individual needs and requirements. Interviews with key people

An insight into the industry in which the client is

at the client’s provide an insight into the client’s

active gives a good idea of the field of forces in

expectations as to the services, possible

which the client operates. This way, Start People

bottlenecks, etc.

can be a full-fledged discussion partner and swiftly anticipate changes.

Start People always starts the provision of services to a new client with an extensive client analysis. Client’s Structure and Expectations The client analysis provides an insight into a number

A good understanding of the client’s structure

of essential points:

helps create a good connection between the

• labour market development and the industry in

client and Start People. Based on a structured

which the client is active;

client analysis form consultative structures, the

• the client’s organization, departments and

DMU, contacts, and all other relevant aspects for

associated competencies and consultative

optimum services are made transparent.

structure, and the client’s expectations as to the required services;

2. What will be offered? What characteristics

• (joint) working processes.

should the services satisfy in order to add value

for the client?

The client analysis and interviews will make clear what primary services are of value to the client and what additional services may have added value. It is crucial to test these findings together with the client? 3. How will this value be offered? To answer this question, two choices will have to be made: what partnership model is preferred and how will we facilitate it?

Partnership Model In the large account services we are confronted

Master Vendor or Master Supplier: In this

with high volumes and specific and demanding

construction there is a single service provider that

client expectations. This may make it necessary or

centrally assumes coordination, so that the client

advisable to work together with other temporary

has a single point of contact. Usually, in this type,

employment agencies, either within or outside

also second and third tier suppliers are designated.

USG People. There are several partnership models,

In a Master Vendor relationship, all orders will

each with its own specific working method.

usually go first to the Master Vendor to either be filled or distributed to secondary vendors. This type

Depending on the complexity of the client and its

gives more possibilities for direct cost savings on

requirements in respect of making the deployment

the billing rate. Here, too, there is a contract, but the

of flexworkers easier, various types of partnerships

SLAs and processes are usually more customized.

are distinguished. A Managed Service Provider (MSP) is a service Regular Hiring is the â&#x20AC;&#x153;classicâ&#x20AC;? type of service,

provider that manages suppliers, as well as all

typically decentralized with multiple suppliers.

processes relating to the flexible workforce, on

In this model the processes are mainly managed

behalf of the client. This way the MSP can measure

internally. There is a direct relationship between

the effectiveness of the suppliers against the

the client and the various suppliers.

clientâ&#x20AC;&#x2122;s requirements. The MSP controls all acts within the flexible workforce from beginning to

Multi Vendor & Preferred supplier: In this type

end. Business efficiency is increased as a result

of partnership there is a limited set of suppliers.

of better monitoring, more information, and more

These suppliers have been selected by the

transparency. Usually a Vendor Management

client. The client can determine a kind of order

System (i.e. an integrated e-tool for the total

of preference and indicate who the preferred

process) is used in this type of service. This

supplier is. For this type of partnership contracts

type offers possibilities, not only for direct cost

and SLAs are usually drawn up.

savings on the billing rate but also for Total Cost of Ownership savings.

Characteristics

Supply management

Monitoring

Issue management

Information Management

Description

= not applicable = fully applicable

Multivendor

Preferred supplier

Master/neutral vendor

MSP

The extent to which the vendor has a standardized method for management of the entire process vis-à-vis its suppliers The extent to which the vendor controls the process and the performance of its suppliers The extent to which problems are resolved structurally and implemented in the client’s total value chain The extent to which the client is informed of the quality of the overall service

Pricing

The level of transparency for all parties involved

Operational service delivery

The extent to which the vendor assures operational service level agreements in the total value chain

Vacancy filling guarantee

The extent to which the vendor guarantees a 100% vacancy filling rate

Quality of service delivery

The extent to which the vendor is able to make the client needs 100% clear to the suppliers

IT support

The extent to which the IT infrastructure integrally supports the processes for all the parties

Entrepreneurship

The extent to which the vendor is able to provide cost savings, improvements, and innovations

Scalability

The extent to which the vendor is able to grow with increased applications/service expectations

Payroll & billing

The extent to which payrolling and billing are aligned with the client’s processes

Demand management

Regular hiring

The extent to which the vendor has a standardized method for management of the entire application process

Figure 3: The differences between the various types of partnerships.

Distribution Model In addition to the partnership model the distribution

• in-house: an in-house solution is the solution

model should also be reviewed: how will we offer

where the Start People office is integrated with

our services to the client? This can be facilitated

the client location.

in various ways:

• or a combination of the foregoing. If clients do

• from one of our offices: opting for a dedicated

not want to have applicants visiting their office,

team, and a single point of contact;

an at-house or a hybrid form, in which recruit

• based on at house or ex house: this is a location

ment and selection are done at-house, and

established close to the client location. The exact

planning is done in-house, is more suitable.

details will depend on the requirements of the client.

In the large account services concept in-house service is preferred, since good client contacts are always essential to proper provision of services.

5.0 Organizational Model

THE ORGANIZATIONAL MODEL REFERS TO ALL THAT IS NECESSARY TO REALIZE THE BUSINESS MODEL. THE BUSINESS MODEL IS A THEORY ON THE VALUE THAT WE WISH TO CREATE FOR THE CLIENT; THE ORGANIZATIONAL MODEL IS A THEORY ON HOW WE WILL CREATE THAT VALUE.

The organizational model comprises three elements: 4. What resources will be used? We use tangible resources, such as offices, computers, desk materials, ICT applications, recruitment tools, etc. to carry out the service processes. But we also use resources in the form of the knowledge, skills, and attitude of our own staff. In this respect the culture of the Start People employees who successfully carry out the service process plays an important role. This is characterized by a number

5. How will the resources be organized?

of key themes: The success of the service process is particularly • A proactive attitude and taking responsibility;

found in a close relationship with the client: more

• Working based on ratio rather than emotion;

or less forming part of the client’s process and

• Commitment to the first time right principle;

culture. This requires an organizational structure

• Hands-on and result-oriented;

in which elementary business is usually conducted

• Solution-oriented.

on site at the client’s. All other activities not directly affiliated with the basic services, such as

Start People’s own employees are managed

marketing and sales, should be centralized.

and deployed in the same way as this is done at the client’s. This means that the employees

Possible partnerships with external partners,

are deployed based on their competencies. In

such as other temporary employment agencies,

addition, the employees are further developed

training centres, schools, benefits agencies,

by means of training and education, so that they

municipalities, etc., are clearly described.

are multi-deployable.

6. What system of measures will be permitted

by management in order to assess whether the

resources perform in the structure as they

should, and what resources management will

use to warrant appropriate performance of

the resources?

Roles

There are different monitoring methods:

The roles can be divided into operational

• Periodical verification of the adequate

and management roles.

application of Start People’s processes, procedures, and standardized working method.

Operational roles:

This is done by way of a quality audit or self-

• Accounting;

assessment. A Self-Assessment is an audit

• Recruitment and selection;

of a Start People office that is carried out

• Planning;

by the person responsible for that office. The

• Pool management;

purpose of a Self-Assessment is: to control

• Account management.

the commercial, financial, strategic, operational,

An officer can hold one or more roles. Depending

and compliance risks; to gain an insight into the

on the exact wish and scope of the client demand,

existing risk status of the office; to identify and

the roles are combined or carried out separately.

initiate improvement actions for these offices;

The roles are shaped depending, inter alia, on the

to increase the risk awareness on the part of all

distribution model chosen.

employees in the organization; optimally to align the self-assessments with existing Internal Audit processes, if any.

Management roles The number of management roles will depend on the number of clients. In each location there is at least one process manager responsible for the day-to-day management of the team. A regional manager manages several locations. An operational manager manages several regions. The Managing Director manages the operational managers and is responsible for the overall management.

• Verification of the extent to which the targets are met. For this purpose the “TAC” (Target Analysis-Countermeasure) method can be used. • A client satisfaction survey. • As adjustment based on KPIs at clients is so important, this principle is also used for Start People’s own employees. Virtually the same KPIs as agreed with the client, such as vacancy filling ratio, sickness absenteeism, staff turnover, and duration, are also used as internal KPIs.

Partners Target : Partners 20% - STP 80%

Analysis:

Counter measure:

Verdeling FTE’s TT/STP

100 90 80

Share FTE’s vgl july 2012 vs YTD:

To do Start People:

YTD

To do Start Client:

- Partners

19,99% 24,89%

Juli 2012

- Start People 80,01% 75,11%

70 60 50 40 30 20 10 %

0 Jan

Feb

Mar

Apr

May

Jun Jul

Aug FTE’s

YTD TT/STP

Figure 4: Example Target-Analysis-Countermeasure

6.0 Service Process

In addition to a business model and an

The implementation of the process is divided into

organizational model there are also several key

a primary and a secondary process. The starting

processes. Therefore, the next step is to answer

point for both is an extensive client analysis.

the following question: 7. How will the service process be organized in order

The primary process focuses on the basic services:

• planning • recruitment • selection

to realize the services?

The service process (also referred to as the key

Pool management plays a crucial role in connecting

processes) is created as the result of aligning

the processes. The account management between

the business model to the organizational model.

the client and Start People is the connecting

The process aims at adding value for the client to

element. This basic process should always be in

enable the client to realize its business targets.

order for 100%.

Start People helps by providing efficient and effective services.

The primary process can be supplemented both prior to and during the provision of the services with

In addition to its basic services, Start People:

value-added services. One may think of planning

• continuous improvement of the joint processes;

permanent staff.

• flexible services according to the client’s requirements;

The secondary process focuses on administrative

• support to the clients to enable them to provide

support of the process and comprises contracting

better services to their customers;

flexworkers, invoicing, payment of wages, and

• insights into the processes relating to deployment

reporting.

of labour; • proactive proposals for improvement.

The various steps in the process are described below.

Account Management

Continuous Improvement

Client Analysis

Planning

Recruitment

Additional Services

Selection

Broadening Scope

Feedback

Basic Services

Expanding Scope

Pool Management Business Administration • Reporting • Invoicing • Payment of Wages • Contracting

Figure 5: Service delivery process

Account Management

6.1 Process Analysis A process analysis is carried out to gain an insight into the (joint) working processes. The three cornerstones of process analysis are interviews, analysis of the data, and the Business Improvement Scan. This approach makes it possible to gather all the relevant information, to gain an understanding of your business, and to organize the working processes. In this phase the clientâ&#x20AC;&#x2122;s full cooperation is required to gather all the information.

Step-by-step plan for process analysis

Current process

Inventory

Determining the key people

Interview

Business Improvement Scan

Analysis of the data

Total analysis

Design of new process

Submission to, and approval by, the client

Evaluation

Implementation

Drawing up a new contingency plan

Figure 6: Step-by-step plan for process analysis

Start People has developed the Business Improvement Scan (BIS) to obtain an understanding of the processes relating to the hiring of flexible staff. The BIS focuses on the twelve processes taking place between the client and the supplier, and identifies the client satisfaction and potential for improvement for each process. Based on the results of the BIS, concrete improvement projects can be set up or savings realized. The BIS is carried out upon commencement of the partnership with the client. Subsequently, it is carried out on a periodical basis.

The new processes and procedures are coordinated with the client and fine-tuned. All the information required for good cooperation will be recorded in a contingency plan. The employees involved can refer to this contingency plan at any time to find the correct information. If necessary, the contingency plan will also be used for efficient knowledge transfer (backup staff).

PROCESS 1: Forecast & Planning

PROCESS 2: Request

PROCESS 3: Recruitment & Selection

PROCESS 4: Deployment of staff

PROCESS 5: Planning/ Rostering

PROCESS 6: Placement procedure

• Expected

• Procedure for

• Job profiles

• Matching

• Aligning

• Inflow procedure

production volume

submitting

• Selection method

competencies

deployment of

• Contract types

• Expected staffing

requests

• Selection tools

to work

staff to workload

• Arranging correct

needs

• Communication

• Introduction

• Aligning staff

• Communication

information

• Reporting and

of requests

procedure

supply

• Procedure for

• Assigning

information

• Supporting

• Lead time

• Pool management

planning (tools)

workplace

• Supporting

resources

selection

• Exchanging staff

• Induction

resources

• Satisfaction

procedure

• Target groups

• Satisfaction

• Supporting

• Satisfaction

resources • Satisfaction

PROCESS 7: HR activities

PROCESS 8: Administrative process

PROCESS 9: Management information

PROCESS 10: Savings

PROCESS 11: Vendor Management

PROCESS 12: Communication

• Payment of wages

• Time recording

• Procedure

• Optimalization

• Clients

• Understanding of

• Absenteeism

• Payment of salary

for collecting

• Suppliers

each other’s

• Reintegration

• Invoicing

information

• Agreement

working method

• Career and further

• Monitoring

• Satisfaction

• Clear

training

• Satisfaction

performance

communication

• Assesment system

• Contractual

(structures)

• Coaching

agreements (KPI

• Satisfaction

• Outflow

and SLA)

• Outplacement

• Supporting

• Satisfaction

resources

Figure 7: Business Improvement Scan (BIS)

6.2 Planning This process is the pivot between Start Peopleâ&#x20AC;&#x2122;s

to keep the pool of available flexworkers and active

services and the clientâ&#x20AC;&#x2122;s process. Unclear

staff up to date. The layers within the scope of

agreements and incorrect or delayed forecasting

the service are a precondition for the setup of the

can lead to overstaffing or understaffing.

pool. Planning is based on competencies. The

Overstaffing leads to lost returns for Start People.

competencies required in the various departments

Undercapacity leads to lost production and, thus,

have been determined during the client analysis.

unhappy clients. Overall, inefficient planning leads

The competencies of the flexworkers are identified

to unnecessary cost increases for both parties. So,

during the recruitment and selection process.

good forecasting is a great mutual interest. A planning tool is often required to support the During the client analysis the demand is analyzed

planning process. The eventual package depends

so as to result in a layered model of various target

on the complexity of planning, the clientâ&#x20AC;&#x2122;s wishes,

groups, competencies, and contract types required

and the available software packages.

Flex staff, zero hours contract, qualified and motivated Stand-by Pool qualified and rapidly deployable Client permanent internal staff client internal employees

Potential assessment and advancement Figure 8: Example of a Layered Model

6.3 Recruitment A well-organized recruitment procedure is

Target Group

necessary to keep the scope of the pool, both

The first step in the recruitment process is the

quantitatively and qualitatively, up to date. For

definition of the target group. The target group

a proper composition of the pool means that

is a group of potential candidates with common

sufficient capacity will be available even for ad hoc

characteristics. One may think of: age, stage of life,

requests. The basic forecast, in numbers and on

gender, and training level. Defining a target group

competencies, supplemented by the contingency, is

is important, because it helps deploying concrete

leading for the composition of the pool.

recruitment campaigns. The message is to reach the target group. Every target group requires a

Recruitment refers to the process of recruiting

customized approach.

candidates for a certain position. Important in this respect is the exact definition of a target group, knowledge of the local labour market,

The target group is defined as follows:

and a target group-oriented action plan. Topic is

• Look at the competencies required;

that the recruitment is the selling of the client’s

• Translate the competencies into characteristics

distinctiveness!

based on which candidates can be selected; • Deploy focused campaigns for these target groups.

Before commencement of the recruitment process, it is determined whether the existing pool is aligned

A good starting point is to analyze the characteristics

to the client’s wishes, both in terms of quantity

of flexworkers and employees currently holding

and competencies. If not, the recruitment process

these positions.

is started.

Recruitment Text The second step is to draw up an appropriate

Recruitment is preferably carried out together

text that appeals to the target group, clearly and

with the client, because of the attractiveness of

concretely formulating what exactly is expected

the client’s image and possible cost savings.

of the flexworker. A clear text makes sure that potential candidates can send in focused job applications, which will make the selection

Recruitment Channel

process easier for Start People.

The third step is to determine the channels for the recruitment campaigns. Take a critical look at the target group. The Internet and the use of

Input for a good text can be obtained as follows:

social media are highly suitable for a younger

• Inquire with the existing flexworkers about

target group. When approaching housewives,

what makes working for the client so great;

distributing flyers at schools or supermarkets

• Analyze the client’s fringe benefits and

may be a more suitable method.

explicitly state those in the recruitment text.

Recruitment texts should be written so as

A few examples of recruitment channels:

to make clear what this job will mean to the

• Mailing to the former employed staff;

flexworker (i.e.: we offer, rather than we require).

• Link on the client’s website;

In this respect it is highly important to give a good

• Contacting employed staff (word-of-mouth

description of the client’s distinctiveness.

advertising); • Putting up and distributing flyers; • Advertisement in the client’s staff journal/Intranet; • Use of social media; • Use of adword campaigns on Google. Here, too, an inquiry with the existing flexworkers will offer leads for the choice of channel.

Job and Profile Analysis

Recruitment Campaigns

(Telephone) Pre-selection + verification of documents

In-depth Interview (biography + STAR)

Testing

Informing and Training

Figure 9: Example of the recruitment funnel

Measuring The last step in the recruitment process is to measure the results. For future campaigns it is highly important to know the effect of the campaigns and channels used. Based on these ratios even more focused recruitment channels can be used in the future.

Pre-Selection The candidate is screened for a number of hard criteria, such as education, experience, salary wishes, accessibility, willingness to work in shifts. Pre-selection can be done by telephone, face-toface, or on the Internet, based on a form.

Reference Check A reference check is to avoid surprises down the road. Furthermore, it gives a professional impression to the organization where references are checked.

Business Information In information sessions potential candidates are given an introduction to the company, the rules, the culture, and the job. Subsequently, the candidates may be given a tour of the clientâ&#x20AC;&#x2122;s business by a Start People employee, possibly in groups, to give

6.4 Selection

candidates the opportunity to see their possible future workplace. During the tour the candidateâ&#x20AC;&#x2122;s motivation and attitude are specifically monitored. Individual Interview

Selection assures that the right candidates are

In the individual interview the candidate is screened

selected, matching the required competencies.

for the competencies required for the position.

Carrying out the selection process efficiently

Depending on the agreements made with the client,

leads to high productivity on the part of employees.

at the end of this step the candidate is introduced

The recruitment and selection processes are

to the client.

closely intertwined. A thorough interview is to give the recruiter an idea The selection process consists of a number of

of who the candidate is. First, the CV, personal

steps. These steps do not necessarily have to be

data, education, language skills, computer skills,

carried out in the same order.

professional and technical knowledge, and working experience are discussed in detail. Subsequently, the criterion-oriented or competency -oriented interview will be conducted. The recruiter verifies whether the candidate has the necessary competencies and is sufficiently motivated. Furthermore, the candidateâ&#x20AC;&#x2122;s personality is reviewed more closely.

An example of a competency-oriented interview used for candidates is the STAR method.

Situation

The situation with which the candidate was confronted.

“Explain a situation in which you had to ...”

Task

The candidate’s duties and responsibilities.

“What were your specific duties in that situation?”

Action

The action taken by the candidate “What action did you take?”

Result

The results achieved by the candidate. “What was the result?”, “

What have you learned?”

A R

Figure 10: STAR-method

Testing Specific additional tests may be used for the client, to test, for example, attitude, competencies, and skills. Focused testing increases the chance of “first time right”. The test also provides an insight in skills to be taught, if any.

Registration Following the individual interview and the test, the candidate is finally and completely registered. This is necessary for purposes of payment of wages to the flexworker, and is in line with the applicable statutory requirements. All forms relating to the employee, such as resume, diploma, test results, and other statements required for the client, are included in the personnel file (preferably digitally).

6.5 Pool Management Pool management assures that competent staff is available to the client when needed. Proper pool management is an important precondition for efficient planning, recruitment, and selection. Pool management means aligning the composition

Pool structure

and size of the pool based on the client’s forecast,

The pool is structured by way of drawing up a

the availability, and the inflow and outflow of

selection procedure tailored to the client. This is

candidates. Good employment practices are a

based on a pool structuring model to identify and

crucial link for optimum setup of pool management.

follow up on the needs and realization.

Pool management has three aspects: • Pool structure • Pool management • Pool retention

Forecast Process step

wk 1

wk 2

wk 3

wk 4

wk 5

wk 6

wk 7

wk 8

wk 9

wk 10

Portal

1000

Start People selection day

200

Interview

120

Inclusion in pool

Pool after dropout

Start training programme 24

Actuals Process step

wk 1

wk 2

wk 3

wk 4

wk 5

wk 6

wk 7

wk 8

wk 9

wk 10

900

800

700

500

1250

600

1200

1100

1200

Start People selection day

175

150

250

175

540

250

220

300

Interview

120

110

150

Inclusion in pool

Pool after dropout

Actual Start 36 training programme

Portal

Figure 11: Example of Pool Structuring Model

Pool management Pool management mainly comprises management of the pool tailored to the client. A link is created between the pool and the active flexworkers. In concrete terms this means that a pool is created of available flexworkers in addition to the active flexworkers. This pool is updated on a weekly basis. The total number of flexworkers in the pool may vary according to the number of active flexworkers. The most important elements of pool management include training and assessment of the flexworkers.

Inflow through recruitment and selection Non-active flexworkers with working experience at the client Non-active without working experience at the client Active flexworkers

Outflow through desired and undesirable staff turnover or advancement to other positions or to the client Figure 12: Diagrammatical Representation of Pool Management

When

What

Who

Before commencement

• Providing, explaining, and signing instructions, providing

Start people employees

of work

information book

Flexworker

1st day

• checking show-up

Start People employees

1st four weeks

• contact with superior about the overall impression of the

Start People employees

flexworker • contact with flexworker about the impression of the work at the client’s 4th week

Quarterly

Last working week

Throughout the

• flexworker’s performance

Superior Start People

• flexworker’s satisfaction

employees

• evaluation and progress meetings about the flexworker’s

Superior Start People

performance

employees Flexworker

• exit interview about reasons for leaving and/or

Superior Start People

opportunities for advancement

employees Flexworker

• training needs interview

Start people employees

working period

Flexworker

Figure 13: Coaching Flexworkers

Training For the client it is important that the flexworker’s

evaluate them. The client’s input is gathered based

induction period is limited to a minimum. After all,

on a form, completed by the flexworker’s superior.

induction training takes time and money. Training is sometimes necessary to ensure that the candidates

The flexworkers are also periodically asked about

have the right basic qualifications.

the assessment of Start People’s services and the client’s working conditions.

In addition, training plays an important role in the flexworkers’ further development, increasing their

The results of the assessments may lead to

employability and satisfaction.

adjustments of the Start People services to the flexworkers. Signals about the working conditions

Periodically assess the training needs of the

are communicated to the client in the consultative

flexworkers and during regular evaluation and

structure.

progress interviews. In addition, make training a permanent item on the agenda in the consultation

The assessment is recorded in the flexworker’s

with the client.

personnel file.

Assessment

Coaching

The assessment interviews are conducted by a

Proper coaching of flexworkers is essential to

permanent contact of Start People, are scheduled

limit outflow. Therefore, periodical and systematic

in advance, and are accurately recorded.

coaching, outside the scope of assessment, is necessary. As the turnover is often great during the

In addition to personal interviews, Start People also

first few weeks, a great deal of emphasis is placed

uses input from the client about the flexworkers to

on coaching.

Pool retention

Client newsletter

Pool retention is used for both active and non-

All flexworkers in the pool periodically receive a

active flexworkers. The purpose is to retain the

mailing with news updates and other interesting

commitment of the active, but particularly also the

information about the client.

non-active, flexworkers towards the client. This will reduce the staff turnover in the pool. Competency passport Before commencement of work, the competencies Employee benefits programme

of the flexworkers are clearly communicated. The

Active and non-active flexworkers can participate

employeesâ&#x20AC;&#x2122; competencies are followed upon during

in an employee benefits programme of the clientâ&#x20AC;&#x2122;s

their placement. The competency passport thus

or set up by Start People, to benefit from discounts

forms the basis for possible improvement. For

on products or services, such as reduced insurance

the flexworkers the competency passport is an

contributions, discounts on audio equipment, etc.

additional trump card upon outflow.

Monthly call campaigns (non-active flexworkers) Monthly (or periodical) contacts to check whether flexworkers who worked for the client in the past year are still available.

Activities and events Both groups are invited to, for example, company parties, Christmas drinks parties, community website, sports events, performances, or participation in workshops. Figure 14: Example of a Competency Passport

6.6 Additional Services The provision of additional services by Start People is the next step in the close cooperation with the client. Important reasons for the provision of additional services are a higher level of client satisfaction, preventing competition from entering the field, and a higher margin for Start People. The target is to have a 100% client share. Additional services can be provided only if the basic services are entirely in order. Additional services can roughly be divided into two categories: 1. Broadening the deployment of the basic services, e.g. by coordinating with multiple suppliers or for the clientâ&#x20AC;&#x2122;s permanent staff; 2. Expanding the scope of the services (e.g. outsourcing services, outplacement, re-integration). To shape possible additional services it is important to carry out the client analysis on a periodical basis. Constantly maintain the dialogue with the client in order to gain an insight into possible additional services.

6.7 Business Administration Business Administration is a supporting process

Measuring based on indicators is important to

within the concept. The purpose of accounting is

shape continuous improvement. During the client

to have 0% error margin vis-à-vis the flexworkers,

analysis the provisional KPIs are identified. These

100% error-free invoicing to the client.

are tightened further during the provision of the services and reported periodically.

Error-free accounting starts with structurally embedding the agreements recorded in the contract and the SLA and made during the client analysis.

The KPIs are recorded in a format to assist in the discussions with the client.

The right choice from the various types of contracts,

Each format includes the following items:

e.g. part-time, full-time, or on-call, form the basis

• KPI name;

for the next steps in the accounting process.

• KPI description; • What does the KPI measure (numbers,

Complete and correct registration of the candidate

% completeness, % improvement)?

in the selection process, but also a good client

• How is the KPI measured by the client?

analysis, assure rapid and error-free payment of

• How is the KPI measured by Start People?

wages to the flexworkers.

• What is the possible positive effect of working with this KPI?

To facilitate error-free invoicing of the clients and

• What is the possible adverse effect of working

payment of wages to the flexworkers, a far-reaching

with this KPI?

level of digitization is targeted. The organization of these processes is governed by local legislation and collective labour agreements, and is in line with the applicable quality standards (e.g. ISO).

Examples of the most common KPIs are: • average rate

• average term

• vacancy filling percentage

• age mix

• mismatch production

• vacancy filling period

• payment period

• number of no-shows

• hygiene and safety certificates

• invoicing

• percentage of no show replacement

• sick reports.

• management reports

• undesirable staff turnover

• assessment structure

• phasing pool structure

6.8 Account Management Account management is an essential part of bringing together and guaranteeing all aspects of Start People’s services. In this process evaluation meetings are held with the client to review the results of the cooperation over the preceding period. Start People uses a clear communication matrix that structures the various types of evaluation meetings. All Start People and client levels are represented in order to evaluate and optimize the quality of the service and the cooperation. Important elements of the communication matrix are the mutual contacts, the frequency of consultation, and the permanent items on the agenda. Start People records all action items and decisions ensuing from the consultations. These reports are submitted for approval by the client and form the basis for continuous improvement.

CLIENT

Strategic level: Management/ Procurement

Tactical level: Operational management of client departments

Operational level: Local applicants/ team manager

START PEOPLE

Strategic level: Managing Director Operational Manager

Tactical level: Operational Manager Regional Manager Location Manager

Local process specialists and dedicated recruiter

TEAMS

Management Team

Account Team

Operational Team

AGENDA ITEMS

TWICE A YEAR ON SITE • Policy and strategy evaluation and innovation meetings • Structure of the partnership • Identifying and ventilating market developments

SIX TIMES A YEAR ON SITE • Structure of the partnership and contract monitoring • Evaluating/monitoring/ adjusting SLA and KPIs • Market developments and expected supply and demand • Process organization • Management reports and financial developments • Performance of the client’s account team

DAILY • Operational services • Expected supply and demand • Recruitment campaigns Discussing pool management • Complaint handling and registration

Figure 15: Communication Matrix

Evaluation Meetings

Current Status Innovation Meetings

Innovation Meetings Innovation meetings are an important aspect of further intensification of the relationship with the client. These meetings are organized once to twice a year. During these meetings future aspects of the further cooperation are reviewed. Usually the agenda contains two items: continuous improvement and innovation. For continuous improvement the possible improvement in the client’s end-to-end processes and in Start People’s own processes is reviewed based on the Lean philosophy. Subsequently, innovations, trends, new products, and/or solutions, but also experiences with other Start People clients are discussed during the innovation part of the meeting. The Target-Analysis-Countermeasure tool (TAC) is essential in these meetings. The TAC is not only to evaluate how Start People performs on the different KPI’s, but even when the target is met to see how we can improve even further.

7.0 International Recruitment

An important added value of Start People for its

This service is unique for the following reasons:

clients is the supply to these companies of flex

• Start People has the knowledge and experience

migrants from all over Europe. Start People’s

extensive network in the various European

years of experience with a network in 13 countries;

countries allows it to supply qualified staff. The

• An established working method of pre-selection

close cooperation with the Start People colleagues

of candidates by means of tight interviewing

in the various countries makes it possible to do a

techniques (Skype and using a foreign office

good local screening of candidates.

network) is used;

to recruit the required target group as a result of 12

• Permanent contacts are maintained by the native-speaking coordinators with a social and service responsibility to the flex migrant pool; • The focus is on properly arranging labour and healthcare insurance for the flex migrants; • Accommodation and transport are organized; • All flex migrants follow unique language and cultural programmes to help them quickly adjust to the new circumstances.

8.0 Unique Selling Points

Start People’s clients opt for the large account service for a number of reasons: • Transparent working processes closely

• Proactive supervision based on KPIs and SLAs;

following the Lean methodology;

• Proactive anticipation of expected market

• Extensive knowledge of extended processes

developments;

that can be adjusted to the client’s

• Proactive use of training tools to be able to

expectations by means of a process scan;

continue to fill scarce positions;

• A clear and unambiguous communication

• Start People is a human-oriented organization

structure with all the parties, assuring proper

developing a transparent partnership with

flow of information on all levels.

respect for the client’s values;

The communication lines are short, clear, and

• Start People is a stable organization and team with

consistent on all levels;

a thorough knowledge of the client processes

• A continuous improvement process keeping all

and culture;

the parties involved alert, and assuring that

• Start People is a partner with many ideas that

innovation remains a priority;

can be advantageous to the client.

• The certainty of correct administration as a result of integration of an accounting specialist; • Start People has the ability to work constructively together with other partners to optimize the inflow both quantitatively and qualitatively, with an eye for proactive pool management;

9.0 References

During its years of experience in Europe Start People has already successfully shaped the large account services for many companies. Below is a small selection of our clients in the various countries.

FOOD

NON FOOD

LOGISTICS

SERVICES

Appendix: Useful Tools and Templates

These tools and templates are available at Start People • Client Analysis • TAC Sheet • Self Assessment • Business Improvement Scan • Standard Intake Set • Preselecting Form • Candidate Review Form • KPI Report • KPI Template • KPI Overview • Pool Monitor • Actions and Decisions Form

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Editor: Start People Design: most remarkable Printing: EGP Volume: 500