5
Future Proof
PHILIPS:
steps towards
developing
an integrated
workforce
Martin Thomas, Head of Total Workforce Management
at healthcare technology giant Philips, outlines some
practical steps the company has taken to embrace
the concept of total workforce and view the
workforce holistically.
T
o prepare for
the future
of work and
ensure Philips
is able to gain
access to the right skills in
the right place at the right
time – within a global labour
market – we are developing
a total workforce strategy. It
is designed to empower the
business to become more
agile and responsive to rapidly
changing market conditions
and customer expectations.
Since June, we’ve been
making some practical moves
towards this.
alexandermannsolutions.com
14
1
We’ve moved
ownership of our
contingent worker
programme from
procurement into talent
acquisition. The strategy
for both permanent and
contingent workers is now
owned by talent acquisition,
so it is aligned and takes
into consideration both
groups or skill capabilities.
However, we keep the
operational acquisition of that
strategy separate.
We’ve forged a very close
partnership between talent
acquisition, procurement,
finance and HR; only if you
look across all of these are
you able to adapt and change
the way you are sourcing,
attracting and engaging
with talent.
2
We’ve taken away
a focus on head
count. We now ask
managers to focus
on total workforce cost. This
might comprise permanent
employees, contingent
workers, outsourced services
and task-based work packages,
but they look at the workforce
holistically.
For example, a contingent
worker might be more
expensive than a permanent
employee in the short term.
If we were to put a head count
control on permanent staff,
managers might augment
their team with contingent
workers, when ultimately
it might be better to recruit
permanently. Recruiting is
becoming the wrong word:
it’s gaining access to the right
skills for the task required.
3
We’re launching
our zero-based
costing approach.
With this, budgets
start from a zero base and are
built around what is needed
for the upcoming period.
Managers can factor in both
permanent and contingent
labour.
We’re getting ready to kick
off the new budget in the
new year, so there’s a lot of
communication, training and
advice needed around this.