Earlier this year, we had the opportunity to attend the annual KellyOCG Analyst Day and write about it. One of the main points driven home at Analyst Day and elsewhere was the emphasis on “talent supply chains” in the KellyOCG client engagement strategy. For example, Teresa Carroll, SVP and GM of Global Talent Solutions at Kelly Services, said KellyOCG was “aiming to address the talent problem by helping customers build their talent supply chains.”
Of course, before building, some analysis and planning is necessary. At Analyst Day, something called the KellyOCG Talent Supply Chain Maturity Model or TSCMM was mentioned, but not discussed in detail. Spend Matters therefore followed up to receive a specific briefing on TSCMM.
TSCSMM is essentially a framework and methodology that allows a client organization’s talent supply chain to be compared to market benchmarks. It is used to understand and recommend where a client should be investing to modify its supply chain and bring it into alignment with the overall talent strategy (as established through the KellyOCG Talent Strategy Goal Assessment, or TSGA).
TSCMM is typically conducted when KellyOCG starts an outsourcing (MSP, RPO, BPO) engagement with a client, and then every year thereafter or when changes at the client make it appropriate. However, TSCMM can also be conducted as a part of a consulting/advisory engagement.
The TSCMM entails an analytical process of evaluating a client’s supply chain across 10 major categories:
- Process excellence
- Reporting and Analytics
- Recruiting logistics
- Supplier/agency management
- Assignment engagement management
- Talent relationship management
- Employer of Record
- Strategic workforce planning
Underlying these 10 categories is a total of 60 so-called “building blocks” that refer to critical processes. So under the category of recruiting logistics, for example, some of the “building blocks” would be talent attraction, engagement, assessment, etc. Each “building block” is evaluated based on responses to anywhere from 10-15 questions posed to relevant stakeholders. A maturity score from 1 (limited) to 5 (optimal) is then ascribed to each building block and is further summarized at the category level.
As shown in the diagram below — one of the ways TSCMM outcomes are represented to clients — TSCMM assessments are performed for different “labor categories” and for different geographic regions (as indicated to the right of each spider chart).
It seems to us that TSCMM leads to three main practical results for clients:
- Establishes the maturity level of a client’s talent supply chain and components thereof
- Provides a kind of “gap analysis” relative to the Talent Strategy Goal Assessment, showing to what extent the current supply chain aligns to the client’s talent strategy aims
- Pinpoints where changes and investments should occur to better align with talent strategy and to increase supply chain maturity
In addition, as noted above, when clients are utilizing KellyOCG’s outsourcing services (such as MSP, RPO, BPO), TSCMM can be conducted regularly to provide a measure of improvement in the supply chain programs.
KellyOCG asserted that while workforce solution companies and consulting firms may offer operational diagnostics/benchmarking services of this sort, its offering was differentiated in a number of ways. One was operational depth and specificity. KellyOCG asserted that, for example, most other providers tended to consider integration of labor categories a significant indicator of maturity (movement toward total talent management). But from KellyOCG’s perspective the optimal degree of labor category integration very much depended on the operational profile of any given business.
When it comes to operational diagnostics/benchmarking approaches, there are likely to be many ways to skin a cat. KellyOCG has clearly worked out a strong framework and methodology to support its client engagement strategy of helping customers build their talent supply chains.