One of Yoh’s clients, an international financial services firm, was looking for a partner to manage their program in a vendor neutral model. The client needed help filling hard to fill competitive roles at a time of low unemployment rates. They had past partnerships that had failed and quickly needed a partner who would be flexible and hard-working to take over their talent acquisition program. The new total talent solution provider would have to focus on breaking a dependency the business stakeholders had with SOW engagement and find a way to cut costs and increase efficiency and program compliance. The dependency on SOW stemmed from a lack of program ownership and appropriate technology. When the total talent program was put out to bid Yoh was awarded the business because of our successful 6 year track record with this client managing permanent hires and expertise managing contingent worker programs.
Yoh proposed a total talent solution leveraging proprietary technology stack to manage internal permanent and external contingent hiring needs while managing the supplier network and providing high-touch service to the hiring managers to understand their business needs and fill critical roles in IT and Professional skill sets. One of the key goals to our strategy was to streamline the talent acquisition process by shortening the interview process and improve the quality of talent in the interview pipeline. Managers were regularly going through the familiar, convenient and expensive process to procure contingent talent in IT through SOW engagements. The Yoh team invested time training and educating managers on why SOW wasn’t always the most effective path while also customizing and integrating the technology solution to create a more effective hiring process. One of our top priorities was to be a truly engaged partner during every aspect of the hiring process while aligning ourselves with internal operations to create goals and strategies to best meet the needs of the business and organization as a whole.
In order to ensure that Yoh’s total talent program was working, we held a regular cadence of strategic performance reviews with client stakeholders quarterly and with the hiring managers twice a year to discuss the talent acquisition process and contingent worker population. During these reviews we found that 95% of contingent workers were meeting or exceeding expectations. Approximately 20% of permanent hires subsequently came from contingent labor conversions and the retention rate improved dramatically. Additionally, Yoh reduced the time to fill by 50% without compromising the quality of talent and we saw the annual permanent hires in multiple divisions more than double. Through a Total Talent Solution the need for SOW in IT was dramatically reduced which resulted in a 30% cost savings overall program to date. Yoh became the flexible, hard-working partner that our client needed for their total talent acquisition program.
Since the 2008/2009 stock market crash, the industry has grown exponentially. The wealth gap from the richest to the middle class has continued to expand. One of Yoh’s clients, an international wealth management firm with 16 offices globally was looking for a partner to manage their program into a vendor neutral model. The client needed help filling hard to fill roles as the unemployment rate dropped when the recession came to an end. The client had past partnerships that had failed and needed somebody who would be a strong advocate for the company to take over their talent acquisition program. Yoh had been working with the client since 1998 as a staffing provider and then was asked to be their onsite RPO in 2003. Based on our strategic partnership with the client and success achieved over the past 6 years, the client reached out to Yoh in 2009 requesting us to also be their onsite MSP provider to manage the IT contingent spend as the existing Contingent Worker program did not meet their needs and so our Total Talent Solution with the client began. In 2014 the entire program was put out to bid and Yoh was awarded the business thanks to the successful work we had been doing with the client for several years. In our expanded role, we were now tasked with breaking the dependency with SOW, finding a way to cut costs and increasing efficiency.
Yoh and the client HR team developed a partnership plan where Yoh would manage the staffing supplier network and work directly with the hiring managers to fill critical IT roles. One of the main goals was to streamline the hiring process by shortening the interview process and to improve the quality of talent in the interview pipeline to break the dependency on SOW.
Managers were working around the system and went through the familiar, convenient and expensive SOW process to procure talent. The client was utilizing their available resources on SOW contingent roles that should have fallen into staff augmentation which could provide a cost savings without losing quality candidates. The dependency on SOW stemmed from a lack of program compliance with staff augmentation policies and lack of technology. Yoh invested time to train and educate managers on why SOW wasn’t always the right path. As unemployment rates dropped, it became harder to find talent. We had to become incredibly strategic and versatile in filling these competitive roles, if the client was going to cut back on the use of SOW.
We added Yoh technology for a smoother hiring process. In an effort to accommodate the clients request for a white glove service approach, we customized our proprietary technology stack to develop a robust VMS and ATS platform to meet their needs. This technology solution streamlined the talent acquisition process while improving manager visibility and providing consolidated reporting and analytics to help them effectively manage their business. The supplier network found our Technology solution to be user friendly and effective.
One of our top priorities was to be an involved high touch partner during every level of the hiring process. We aligned ourselves with internal operations and created goals and strategies while leveraging the client’s messaging and employee value proposition. We met with every manager weekly to talk about everything from honest feedback on each submittal to the status of each interview until the requirement was filled. Yoh was responsible for onboarding all contingent workers and encouraged managers to reach out to all new hires (both permanent and contingent) prior to them joining. During their first day orientation, the contractors would meet Yoh's team before the manager so that we could ensure that they had system access, were aware of all policies and procedures and to provide them with a sense of belonging.
In addition, we also made it a focus to meet with the head of the Diversity and Inclusion group starting in 2014 to understand the clients strategy around under represented talent. We shared the importance of diversity with all teams, suppliers, and contractors and discussed the roadmap that compared results to objectives. Additionally, we also met with of all 13 Client Employee Resource Group and asked each one – “what can we do?” We wanted to fully understand each group’s objective and mission. We encouraged all managers to join a minimum of 2 groups and to invite their teams. Participation in each of the Employee Resource Groups increased tremendously which ultimately lead to workers feeling more connected to the business, increasing both retention and productivity.
In order to ensure that the program was working and managers were satisfied, we would hold performance reviews twice a year and ask questions like: How is the project going? Any concerns? Is there any training that you can benefit from? We wanted to learn how we could better understand and deliver their needs. Plus, through this process managers gained better insight on how to leverage our solution for both contingent and permanent hire needs.
During the term of our partnership and as unemployment continued to drop, Yoh optimized the contingent labor process. We removed the tiered requisition distribution system and we reduced suppliers from 13 to 7 within IT and Finance. We also partnered with the client to create a standardized competitive performance increase process at the end of the year for continued retention based on contingent worker performance.
Additionally, we integrated contingent and permanent hire talent pools in order to increase conversion rates. Approximately 20% of permanent hires would come from contingent worker conversions and the retention rate improved dramatically. We reduced the time to fill by 50% without compromising the quality of talent and the number of annual direct hires in multiple divisions increased 200%. Through Total Talent Solutions, the need for SOW was dramatically reduced which resulted in a 30% cost savings over 7 years. On the contingent labor side, we focused on risk mitigation including co-employment, adherence to the clients policies and procedures and an understanding of the why behind this to gain greater adoption.
This is a great example of how a strategic partnership can increase value in terms of total talent hiring but also extend out to greater engagement, diversity, equity and belonging. The value of Yoh’s Total Talent Solution programs is a testament to our “we do what we say” trademark throughout the talent acquisition lifecycle through continued innovation and evolution enabling our clients to win the war for talent.
$74.3 trillion of assets managed globally
Number of US millionaires has grown to 5.68 million
10% of US household own 80% of stocks
The wealthiest 5% of Americans have 24 times the wealth of an average household