Total Workforce Management – Aventi’s Scott Wilson speaks with Philip’s Head of Workforce Strategy
Maarten Hansson is the Head of Workforce Strategy at Philips. He is one of my industry peers that I always enjoy sharing views with, discussing what the future of talent models could look like, and learning from his experiences.
Philips executive management have taken a fully proactive approach to put in place a truly end to end Total Workforce Management (TWM) program. This approach is the envy of many organisations, so I thought, why not ask Maarten to share some insights into how they have been able to do this.
Why is TWM important to Philips?
Hansson: A lot of companies are becoming more global and technology driven, and therefore the workforce, the types of work and where the work gets done is changing. Philips as a company has also changed, moving away from product manufacturing, to more of a solution selling company, with data as a key enabler, which required a fundamental shift of focus.
To stay competitive and agile, we decided to create a holistic approach within our organisation to eventually manage our entire Workforce (Permanent, Contingent, Outsourced, Robotics).
How do you define what is in the Total Workforce pool?
Hansson: Individuals or companies that are needed to get the work done. As an example, from a risk perspective alone we like to know which individuals have access to our applications and premises.
What is the goal of your program?
Hansson: To enable the business to get work done in the right way, location and at the right cost. From a talent perspective that means connecting the business with talent and vice versa in a seamless way. In practice this means we need to offer an integrated process and systems landscape to facilitate this. Secondly, we have a great opportunity to use our brand to attract and engage great talent directly.
Currently we are still on the journey, however, we’re making great progress. Current stage covers all our employee and contingent acquisitions. Future stages will include: SOW & Outsourced and Internal talent pools management (re deploying internals)
Who are your sponsors?
Hansson: The Chief HR Officer and the Chief Financial Officer. It’s so Important to ensure that the executives take cost category ownership to support the message of change throughout the organisation. Also, we need to manage holistically in a total workforce budget approach, since we took the decision that headcount management should not determine the workforce category or composition.
What do you think has made your TWM program successful?
Hansson: Philips Executive Management. They fully support the program and give me and the team the full empowerment to implement. Without this support, we wouldn’t have been able to do what we have done.
What technology systems have you put in place to support the program?
Hansson: For talent acquisition, we have an ATS (Permanent acquisition), VMS (Contingent acquisition and SOW sourcing, supplier distribution, process and governance) and an FMS (direct sourcing and external talent pooling). We also have an HRIS system where we capture important employee information and are currently creating total workforce insights by developing a data model, integrating elements from all source systems, external data on risk, talent availability and cost benchmarks. This gets presented in a BI tool and enables our HRBP’s and TA leads to have a fact-based conversation with our business, market and function leadership around workforce modeling.
Where do you see the biggest challenges in relation to implementing the program?
Hansson: This really depends on the stage you’re at, but at a high level, it all relates to Change Management:
– Trying to build the Workforce visibility of current state
– Technical Integrations – deciding what will be integrated and won’t
Transformation – communication of the change, educating and providing support
– Alignment on who does what (stakeholders, suppliers and users)
– Sustaining the program, making sure all that is created stays in place
You can find out more about our change management journey here.
What is the hardest part of your job?
Hansson: Still we need to convince parts of the organisation to support the change. Even though the end game is great to Philips, the transparency and visibility this program can bring isn’t always received well. It is critical for the adoption to align business and personal target setting to this model.
When program challenges happen, how do you get around it?
Hansson: The top down executive sponsorship within the organisation supports the change conversations. When a dialogue is opened with the challenger, we can start to explain and highlight the value add of the program directly. Mostly having that conversation, providing the facts and the insights, leads to an intrinsic motivation to improve. This way we use the top down support to lead the change bottom up. Not by ‘ivory tower target setting’ but by showing the opportunities and benefits. 80% of time in the program is spent on explaining, selling, and answering questions of concept.
Where do you think the future is heading in relation to TWM ?
Hansson: It’s going to utilise all the data attributes from the different acquiring channels, using AI to automate the decision making on fact-based information with the full focus of getting the work done!
What advice would you give to someone considering implementing a TWM model?
Hansson: Executives need to own the change. You need the right expert resource to lead the program with the mandate to make it happen. Don’t underestimate (anything or anyone) the impact, time, resource, passion that goes into a program to make it happen.