HR and Welfare MultiSupplier Event

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HR and Welfare Multi-Supplier Event Victoria
Quay, Edinburgh 11th March 2009
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Central Government Centre of Procurement
Expertise
CGCoPE welcomes our Collaborative Partners from
across the central government sector.
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Agenda for the day
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Public Procurement Reform Programme
Central
Boards
Government
Health
CGCoPE
NHS National Procurement
Organisations
Procurement
Scotland
Policy Guidance
Best Practice
Local
Colleges
Reform Programme
APUC
Scotland Excel
Manage- ment Information
Competitive Supply Base
Authorities
Universities
People Skills
Category A National Contracts
e-Tools
Procurement
Scotland
Police
Fire
Category B Sectoral Contracts
Services
Police
Rescue
Services
Category C Local Contracts
Fire
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Mission Statement
To stimulate, facilitate and deliver advanced
procurement across the central government sector
in Scotland.
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Temporary Staff Services
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Meet your CGCoPE Contract Manager
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Content

• Milestone Events
• Challenges
• Benefits
• Pertemps Approach
• Core Roles
• Elements of Price
• Services Levels
• Management Information
• 1st Post Award UIG and Strategic Contract
  Management Meeting
• 2nd Post Award UIG and Strategic Contract
  Management Meeting
• Questions

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Milestone Events
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(No Transcript)
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Benefits

• Highly competitive commission rates.
• Increased control of direct spend and
  transparency on temp staff costs.
• Robust service credit mechanism.
• Reduced risk of employment claims.
• Improved quality of candidates in geographically
  dispersed areas.
• Consistent contractual terms set by CGCoPE.
• Sharing of best practice between Collaborative
  Partners.
• Ability to drive further supply chain
  efficiencies through supplier management.

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Pertemps Approach

• One-stop-shop. Master Vendor solution for all
  flexible requirements delivered through a
  national network of Pertemps branches and a fully
  vetted sub-contractor supply chain that ensures
  all geographic locations and specialist skill
  sets are covered.
• Dedicated account management and implementation
  team that will initially be responsible for the
  implementation of the contract, starting the
  business engagement and setting up the
  supply-chain with back-to-back agreements.
• Responsibility for the continued business
  engagement, fulfillment of requirements,
  monitoring and measuring SLAs and for providing
  robust MI that will meet the needs of the
  Collaborative Partners.
• Responsible for delivering continuous improvement
  throughout the lifetime of the contract.
• Range of robust recruitment and attraction
  strategies to satisfy all requirements, including
  peaks in demand and urgent requests.
• Pool of cleared flexible workers.

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Core Roles
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Elements of Price

• Total cost per hour composed of the following
• Worker pay rate
• Working Time Regulation (WTR)
• Workers National Insurance (NI)
• Employers National Insurance Charge
• Commission
• VAT
• Temporary to permanent placement.
• Change in WTR legislation increase from 1st
  April 2009.

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Service Levels
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Management Information

• Monthly reports to the Collaborative Partners
  Contract Manager.
• Tailored to show only information that is
  relevant to that particular Collaborative
  Partner.
• Reports should be submitted to the Collaborative
  Partners Contract Manager within 14 working days
  of the end of each month. This can contain

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1st Post Award UIG and Strategic Contract
Management Meeting

• Account management structure.
• Implementation.
• Sub-contractors.
• Management information performance against
  service levels.
• Market information trends in the employment
  market have led to a higher volume of high
  quality candidates.
• Briefing process for temporary staff.
• Pertemps actively encourage feedback from
  managers on how their temporary staff are
  performing questionnaire issued to line
  managers.
• Jim Bligh, Policy Officer at the Confederation of
  British Industry (CBI) 2008 Employment Trends
  Survey.
• Philip Curry, External Relations Advisor
  Recruitment and Employment Confederation (REC)
  Agency Workers Directive

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1st Post Award UIG and Strategic Contract
Management Meeting (cont)

• Ideas suggested for future discussions /
  presentations included
• Problems faced by Collaborative Partners, and how
  these were overcome.
• What stage different Collaborative Partners are
  at in implementing the new contract.
• Experiences of ESS (Electronic Sourcing System
  pilot).
• Regional development challenges, and how these
  have been overcome case study.
• Summary of developments from CGCoPE.
• Master Vendor agreement clarification, case
  study.
• Pertemps explanation of problems experienced, and
  solutions they have put in place.
• Pertemps presentation on updates in market.
• Pertemps Attraction Strategy.
• Pertemps briefing on processes.
• Pertemps demo of ESS and update on pilot scheme.
• Best practice introduced.
• Further updates on Agency Workers Directive.

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2nd Post Award UIG and Strategic Contract
Management Meeting

• Group Discussion 1 A discussion regarding the
  different stages the Collaborative Partners are
  at in implementing the new contract.
• Group Discussion 2 A discussion based around
  the core roles of the temporary workers.
• Electronic Sourcing System (ESS) Update.
• Team Structure
• Management Information
• Flexible Working and Hiring Managers Survey
• Market Conditions
• Legislative Update Working Time Regulation
  (WTR) and Agency Workers Directive (AWD)
• Case Study Volume Placement
• Presentation Equality and Discrimination
  Responsibilities of Agencies and Hirers Ian
  Watson, Law at Work, Training Services Manager

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Questions?
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Interim ManagersExecutive Search and
SelectionAssessment Centres Related Services
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Meet your CGCoPE Contract Managers
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Content

• Scope of Contracts
• Call Off Procedures
• Benefits
• Strategic Contract Management
• Questions

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Scope of Contract Interim Managers

• This contract covers the provision of suitably
  qualified candidates for a diverse range of
  specialist skills over a range of mid to senior
  grades.
• A contract period of 3 years (with an optional 1
  year extension)
• Multi-Supplier Framework 6 suppliers

• The specialist areas covered by the contract are

NOT ALL OF THE CONTRACTORS COVER ALL OF THE
SPECIALISMS
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Scope of Contract Executive Search Selection

• Executive Search and Selection is the process of
  recruiting individuals to fill executive
  positions.
• A contract period of 2 years (with 2 x 1 year
  optional extension periods)
• Multi-Supplier Framework 6 suppliers

• The areas of expertise covered are

NOT ALL OF THE CONTRACTORS COVER ALL OF THE
SPECIALISMS
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Scope of Contract Assessment Centres

• This contract covers the provision of Assessment
  Centres and Related Services
• A contract period of 3 years (with an optional 1
  year extension)
• Single supplier framework
• Development of bespoke assessment centre
  exercises
• Assessors / Psychologists / Actors / Occupational
  Personality Questionnaire etc.
• Training Courses

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Call Off Procedures for Multi-Supplier Framework

• Two Options
• Mini Competition / Wider Candidate Search
• Direct Award

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Call Off Procedures for Multi-Supplier Framework
(cont)

• Option 1. Wider Candidate Search (recommended)
• Conduct a mini-competition amongst the
  Contractors listed for that particular
  specialism.
• Maximum of 3 candidates will be provided by each
  Contractor.
• Guidance Document held on the CGCoPE website
  contains pro-formas and spreadsheet for evaluation

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Call Off Procedures for Multi-Supplier Framework
(cont)

• Option 2. Direct Award (for short notice
  requirements)
• A direct approach can only be made to the
  Contractor ranked 1st. Only IF the Contractor
  ranked 1st is unable to fulfil your requirement,
  can you then approach the next ranked provider.
• For a direct award you must approach each
  Contractor in turn in the order of their ranking,
  generated as a result of the robust procurement
  exercise.
• Use the pro-forma in the Guidance Document
  tailored to suit a direct approach.

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Call Off Procedures for Single Supplier

• Use the pro-forma and follow instructions
  contained in the Guidance Document.

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Benefits

• Improved Service Levels and Value for Money
• Continuous Improvement
• Provision of Management Information
• Sharing of Best Practice between Collaborative
  Partners
• Consistent contractual terms set out by CGCoPE.

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Strategic Contract Management

• User Intelligence Group (UIG) to be resurrected.
• Regular meetings with Contractors
• Quarterly contract management meetings beginning
  April 2009.
• Supplier meetings shared best practice
• Analysis of Management Information
• Cost Benefits recorded and reported

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Guidance Documents on how to use these contracts
can be found on the CGCoPE website Assistance
and advice from the staff at CGCoPE Questions
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Employee Assistance Programme
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Meet your CGCoPE Contract Manager
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Content

• Milestone Events
• Aims and Objectives
• Scope of Services
• Contract Benefits
• Continuous Improvement
• Management Information
• Questions

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Milestone Events
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Aims and Objectives

• To maintain a healthy and productive workforce in
  a cost-effective and proactive manner.
• To manage absence proactively.
• To facilitate an employer duty of care to staff
  and dependants.
• To facilitate a knowledgeable workforce.
• To minimise litigation arising from psychiatric
  injury in the workplace.

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Scope of Services EAP

• An Employee Assistance Programme intend to
  provide confidential and immediate access to
  information, assessment and counselling services
  for all employees and their immediate family
  members and includes the following
• Telephone counselling services, including
  personal circumstances work legal problems
  and, financial difficulties.
• Information services, including separation and
  divorce childcare eldercare disability and
  education.
• Advice for carers, including care and respite
  legal queries and, social and state benefits
  entitlements.
• Services to management staff.
• Face to face counselling sessions.
• Referral procedures.

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Scope of Services Welfare

• Comprises both a support mechanism for staff and
  a management reporting function for Human
  Resource (HR) Managers. Welfare requests will
  normally be managed via HR to the Contractor.
• Support for Employees will be in the form of
• Crisis intervention
• Home visits
• Advice / Information and,
• Advocacy (facilitating meetings on behalf of
  individuals).

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Contract Benefits

• Prices fixed for 3 years.
• Fourth year subject to indexation no greater than
  CPI.
• AXA ICAS agreed specific service levels and
  corresponding service credits if these levels are
  not met. Performance against service levels will
  be measured and reported per Purchaser.
• Access to wider set of services than previous
  contract welfare and trauma counselling included
  in the contract.
• AXA ICAS has proven track record in providing
  similar services to many central government
  organisations as well as other private and public
  organisations in Scotland.

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Continuous Improvement

• AXA ICAS will implement a system that delivers
  continuous improvement over the contract period
  against one or more of the following outputs on
  an ongoing basis
• Increase in process efficiencies to the
  Purchasers
• Quality (reliability, clarity of reports etc.)
• User satisfaction
• Service levels and,
• The facilitation or promotion of best practice
  across the Collaborative Partners.

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Management Information

• The following reports shall be submitted or made
  available as required
• An overall national annual report shall be
  submitted to each Collaborative Partner and the
  CGCoPE Strategic Contract Manager within one
  month after the end of the year
• A quarterly report must be submitted or made
  available to each Collaborative Partner within 10
  calendar days after the end of the quarter
• A monthly report must be submitted at the same
  time as any invoice
• A report on service levels to be included as an
  attachment to the monthly report
• Annual trends report and,
• Ad hoc trends reports.

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Questions?
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Occupational Health Services
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Meet your CGCoPE Contract Manager
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Content

• Milestone Events
• Aims and Objectives
• Scope of Services
• Contract Benefits
• Continuous Improvement
• Management Information
• Questions

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Milestone Events
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Aims and Objectives
The purpose of this contract is to ensure that
the continuing needs of the Collaborative
Partners are met with regards Occupational Health
Services. This includes the following business
objectives

• Maximising attendance (reducing and preventing
  absence)
• Ensuring the Collaborative Partners are legally
  compliant and adhere to medical best practice
• Facilitating employees being fit for employment
• Promoting employee health, wellbeing and safety
• Providing advice and support for Human Resources
  ensuring best fit for the organisation rather
  than simply best practice and,
• Compliance with the Collaborative Partners
  processes.

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Scope of Services Core

• The following is a list of services that the
  Collaborative Partners may require under this
  contract
• Case referrals
• Case conferences
• Ill-health retirement assessments
• Pre-employment referrals and,
• Regular provision of generic advice.

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Scope of Services Non-Core

• Statutory and non-statutory health surveillance
• Injury benefits full pay extension and annual
  allowance
• Health screening
• Lifestyle screening
• Immunisation / vaccination
• Workplace assessments
• Specialist medicals / examinations
• Diagnostic testing and laboratory
  investigations
• Specialist assessments e.g. physiotherapy /
  osteopathy
• Health promotion activities
• Overseas work advice
• Awareness training and policy development
• Home visits and,
• Fast track / emergency appointments.

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Contract Benefits

• Benefits provided by the new contract include
• Prices fixed for 3 years.
• Fourth year subject to indexation no greater
  than CPI.
• A rebate applies whereby the prices are dropped
  for all organisations once an annual threshold
  has been reached.
• OHSAS and Salus have agreed specific service
  levels and corresponding service credits if these
  levels are not met. Performance against service
  levels will be measured and reported by
  Collaborative Partner.
• OHSAS and Salus have a proven track record in
  providing similar services to many of the central
  government organisations as well as other private
  and public organisations in Scotland and England.

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Continuous Improvement

• OHSAS and Salus will implement a system that
  delivers continuous improvement over the contract
  period, delivered against one or more of the
  following outputs on an ongoing basis
• Increase in process efficiencies
• Quality (reliability, clarity of reports, etc.)
• User satisfaction
• Service levels and,
• The facilitation or promotion of best practice
  across the Collaborative Partners.
• Continuous improvement will be monitored by the
  CGCoPE Strategic Contract Manager in the regular
  reviews with the Contractor.

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Management Information

• The following reports shall be submitted or made
  available as required
• An overall national annual report shall be
  submitted to each Collaborative Partner and the
  CGCoPE Strategic Contract Manager within one
  month after the end of the year
• A quarterly report must be submitted or made
  available to each Collaborative Partner within 10
  calendar days after the end of the quarter
• A monthly report must be submitted at the same
  time as any invoice
• A report on service levels to be included as an
  attachment to the monthly report
• Annual trends report and,
• Ad hoc trends reports.

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Questions?
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Recruitment Advertising and Public Information
Notices (PINS)
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Meet your CGCoPE Contract Manager
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Content

• Milestone Events
• Strategic Objectives
• Value for Money
• 1st Post Award UIG
• 1st Strategic Contract Management Meeting
• Media Trial
• Online Bulk Buy
• Questions

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Milestone Events
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Strategic Objectives

• to develop an appropriate employer brand that is
  specific to each of the Collaborative Partner
  organisations
• to recruit the right people for the Collaborative
  Partner organisations in the most efficient and
  cost effective way
• to deliver a candidate-centred approach that
  ensures all applicants have the best possible
  experience of the Collaborative Partner
  organisations recruitment process
• to minimise the cost per hire and time to hire,
  without compromising the quality of hire
• to maximise the opportunities for sharing best
  practices in attraction strategy across the
  Collaborative Partner organisations
• to ensure that adverts and notices are right
  first time, thus reducing rescheduling and
  avoiding additional costs and,
• to provide transparency of cost to ensure value
  for money is achieved.

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Value for Money

• Potential for significant savings media
  discounts spot buy deals reduction in copy and
  advertisement size bulk-buying of campaign
  microsites bulk-buying of online media and,
  online discounts.
• Significant savings could be realised by
  educating the end users of the service and
  reviewing internal practices.
• Estimated contract value over 4 years 5 - 14
  million.
• Developing the Employer Brand research focused
  approach find out what the market and your
  current employees think about you as an employer.
  
• TMP are committed to facilitating the sharing of
  best practice between Collaborative Partners. A
  website is being developed which is intended to
  be used as a portal for learning and sharing
  information across the Collaborative Partners.

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1st Post Award UIG

• Sharing of experiences, ideas for driving
  continuous improvement and best value within the
  contract.
• In terms of traditional methods of advertising,
  bulk buying is also providing a significant
  saving.
• Revision to Civil Service Commissioners
  Recruitment Code 1st April 2009.
• A need to gather evidence and data as to where
  candidates are seeing the advertisements. Not
  only quantity / quality of candidates also.
• Recognition that TMP can and have been more
  creative in ad placement.
• In summary positive commitment to collaboration
  in terms of digital media. Group recognition of a
  shift in terms of reliance purely on traditional
  methods of advertising.

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1st Strategic Contract Management Meeting

• Adherence to service levels.
• TMP visited all existing clients and held 32 new
  client meetings.
• 50 Collaborative Partners on board.
• Negotiation of rates with the media.
• Shift in spending patterns 14.48 media spend
  was on digital.
• Online resource.

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Media Trial

• Declining circulation of most traditional press.
• Trial with a mix of alternative press media.
• Comparison costs with circulation figures and
  demographical and social grade groupings.
• TMPs aim to get the best value for money and
  best reach for quality candidates.

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Online Bulk Buy

• Currently Individual organisations placing
  volumes on general job boards.
• Proposal Joint purchase on cumulative value of
  contract.
• Similar situation to traditional press.
• Moving towards candidate rich environment.
• Contending websites will make this work.
• More partners join, greater savings for all.

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Questions?
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Guest Speakers
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In order to deliver Advanced Procurement, CGCoPE
have developed 8 Strategic Aims.
1. Best Value To deliver best value in
procurement for the central government sector in
Scotland, providing resources and solutions to
efficiently and effectively meet procurement
needs and support continuous improvement in
public services. This will include competitive
contracts, transparent processes and
participation of organisations to maximise
authorised spend through collaborative contracts.
2. Best in Class Practice To secure or exceed
targeted outputs by actively managing
performance, relationships and contracts. This
will include Supplier Relationship Management,
benchmarking internal efficiency, continuous
process improvement and risk management of supply
base.
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Strategic Aims (cont)
3. Advanced Level of Collaboration To actively
pursue opportunities that will secure benefits by
supporting and sharing resources in partnership
within central government and in partnership with
other organisations, such as the other Centres of
Expertise.
4. Corporate Social Responsibility To adopt a
proactive approach to corporate social
responsibility, taking account of the individual
organisational and functional business plans with
a particular focus on social, ethical,
environmental and sustainability issues.
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Strategic Aims (cont)
5. Excellent Information Systems To obtain and
provide data that supports advanced procurement
by clearly defining requirements and ensuring an
integrated approach to IS development and BPI
reporting.
6. Skilled Procurement Staff To employ and
develop staff with innovative skill sets and
recognised professional qualifications, providing
suitable opportunities for career planning.
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Strategic Aims (cont)
7. Strong Stakeholder Support To include partners
and other stakeholders in policy-making, business
planning and performance measuring activities.
8. Recognition of Performance To manage, monitor
and measure performance, using internal or
external resources as appropriate to facilitate
reporting and recognition of performance.
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HR Welfare Multi-Supplier Roadshow General
Feedback
Central Government Centre of Procurement
Expertise
Thank you for taking the time to complete this
form please hand it to a CGCoPE representative
before you leave.