©2016  by  Crain  Communications  Inc.  All  rights  reserved.

Case  Study  InterviewBeing  an  Agent  of  Change.SoCal  Edison  and  the  3.0  Program

Moderator:  Dawn  McCartney,  Director, Contingent  WorkforceStrategies  &  Research,  CCWP,Staffing  Industry  Analysts

Speaker:§ Lois  Heo,  Supplemental  Workforce  Program  Manager,  CCWP,  SoCal  Edison

MON  |  1:45  PM  |  PAVILION

©2016  by  Crain  Communications  Inc.  All  rights  reserved.

Who We Are

One of the nation’s largest electric utilities providing power to homes, businesses and communities for more than 125+ years.

Deliver more than 87 billion kilowatt hour of power to 15 million people in 50,000 square-miles across central, coastal and Southern California excluding City of Los Angeles and some other cities.

180 incorporated cities15 counties5,000 large businesses

280,000 small businesses

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Committed  to  keeping  electricity  safe,  reliable,  affordable  and  clean  today  and  for  the  future

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Contingent Workforce Program

16  Suppliers Pay  rolling

Supports  Enterprise:Power,  T&D,  Audit,  HR,  IT,  Legal,  

Nuclear,  F&A,  Regulatory

All  facilities/locations  in  California

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Program Timeline

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Contingent Workforce Program Assessment

Quality

•Tactical•Difficult  to  fill  high-­‐skilled•Lack  of  clear  vision  and  goals

Efficiency

•Manual,  non-­‐standardized  processes,  reporting•Lack  of  centralized  system•Data  management

Cost

•Rate  variances•Rate  transparency•Rogue  spend

Risk

•Worker  categories•Critical  roles•Manual  onboarding/off  boarding  processes

Solutions• Internal  program  manager  – develop  and  drive  strategy• Implemented  MSP  – strategic  partner  and  operations  management• Implemented  VMS  – Centralized  tool  to  facilitate  req to  check  process• Standardized/automated  processes  across  all  organizational  units• Integrations  onboarding,  off  boarding,  invoicing• Developed  standard  program  language  and  definitions• Developed  rate  cards,  standard  markup,  rate  management  • Instituted  Governance  structure  and  plan

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Evolution of Program

Current State•Generic  Job  Descriptions

• Flat  Markup  •Neutral  Supplier  Program

• Increased  Rate  Exceptions

Short-­‐term  Strategy• “Sub-­‐programs”•Niche  suppliers•OU  specific•Role  specific  rate  assessments

•Open  markup

Long-­‐term  Strategy•Removal  of  generic  descriptions

• Establish  job  description  guide  in  VMS

•Function  focused  titles

•Rate  restructure•Markup  determination

• Strategic  vendor  portfolio  capabilities  driven

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Program Governance

Executive  Sponsors

Executive  Steering  

Committee

Governance  Operations  

Team

Functional  Sub  Teams

HR,  Supply  Chain,  Technology,  Legal,  Business  Units,  Communication,  Security  

and  Finance

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Key Takeaways

Assess

Evolve/StopImplement

FeedbackSurveys/ScorecardsReportsInternal/External  Trends

Short-­‐term  vs  Long-­‐termStop  what  is  unsuccessfulContinuously  changing  Flexibility

Small  wins  vs  Big  winsAction  =  AdoptionReadiness  timing  

Relationship  partnerships  are  absolute  for  success  of  programInternal  – Supply  ManagementExternal  – MSP  &  VMS

Sponsor  Champions  – Leadership  within  HR  &  Supply  Management

©2016  by  Crain  Communications  Inc.  All  rights  reserved.

Two  Easy  Ways  to  Give  Feedback§ Rate  sessions  on  the  Mobile  Community (all  sessions)§ Fill  out  Evaluation  Card on  your  chair  (concurrent  sessions)

MON  |  1:45  PM  |  PAVILION

©2016  by  Crain  Communications  Inc.  All  rights  reserved.

Coming  up  Next  at  2:30,  Please  Choose  Between…  

• Application  &  Efficiency– Veranda  ABSourcing,  Negotiating,  and  Managing  SOW-­‐based  Services

• Talent  &  Quality– VerandaAttain  Total  Workforce  Management

• Technology  and  Innovation– PavilionThe  Talent  Potential:  Leveraging  the  Freelance  Marketplace  to  Harness  a  Global  Talent  Pool

• Research– Veranda  DEGlobal  Legal  Trends  and  Developments