Welcome to doing business the randstad way
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Welcome to… Doing Business the Randstad Way. Get to know your classmates by…. Yell out when you are done. The first person finished gets a prize. Scavenger Hunt. …getting a scavenger hunt form and find someone who: Filled a job order last week Got a talent referral last week

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Welcome to… Doing Business the Randstad Way

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Welcome to…Doing Business the Randstad Way

Get to know your classmates by…..

Yell out when you are done.

The first person finished gets a prize

Scavenger Hunt

…getting a scavenger hunt form and find someone who:

  • Filled a job order last week

  • Got a talent referral last week

  • Previously worked in the staffing industry

  • Has a master’s degree

  • Has attended a chamber event in the last three months

  • Has worked as a temporary or contract employee before

  • Volunteers for a charity organization

  • Has been mentioned in a magazine article

    Document their name in the category.

    Note: Individuals can only fill one category per page. In other words, you can’t put Darlene’s name down for 3 of the 8 categories.


Doing Business the Randstad Way

Learning Department


Key concepts

Update with new poster versions


Objectives

  • After completing this course you will be able to …

    • Analyze your unit and personal performance, identify gaps and set an action plan to meet Administrative Support expectations

    • Conduct business development activities to build the Randstad brand and generate profitable job orders

    • Recruit and screen candidates to identify job, boss and company fit criteria

    • Take a “truer fit” job order and manage the joint hiring process leading to client and talent satisfaction

  • …The Randstad Way.


Path to Profitability Journal

<insert picture of house style cover>


Agenda

Insert final handout version


Results that matter

Module 1


Confidential Information

US general staffing ambitions

To rank amongst the top 3 commercial staffing companies in the US in terms of revenue, growth and profitability through the pursuit of quantity and quality leadership positions on a regional basis.

To achieve minimum organic gross profit dollar growth of between 15-20% in any year that annualized US GDP growth exceeds 2%

To attract, retain, develop and engage a top quartile workforce

To have a sustainable EBITA level of 5% by 2013


Confidential Information

Growth

Growth:

To achieve minimum organic gross profit dollar growth of between 15-20% in any year that annualized US GDP growth exceeds 2%


Profitability

Profitability:

To have a sustainable EBITA level of 5% by 2013


Engagement

Engagement:

To attract, retain, develop and engage a top quartile workforce


Randstad performance results

<insert performance result trend chart>


Competing by segment

Confidential Information


Confidential Information

Branch & RIS revenue mix 2010 vs. 2013

14

9/18/2014


Branch key performance indicators (KPIs)

  • Targets:

  • Contribution Operating Profit:

  • Target branch specific

  • GM $:

  • 20% Year-Over-Year GM$ Growth

  • # of New Accounts:

  • One per Month per Field Staff

  • GM/Field Staff:

  • $3500 per Field Staff per Week


Linking key wellness indicators (KWIs)


Key wellness indicators


Exercise: definition matching

Break into three groups

Your worksheet lists the KWI at the top

Match the KWI to the Definition.

You have 7 minutes.


Key wellness indicators


Administrative support unit expectations

Measurement of success

Admin Support Unit Result Expectations:

30% Growth

$2000 fee per week

Equal mix of temp versus temp to perm orders

Consistent perm fees

35-50 Active TW

PBDI = 50

WPI = 100

  • Admin Support Individual Result Expectations

  • xxxx

  • xxxxx


Activity expectations

Is this still valid? Are these the unit or individual expectations? I assume weekly?


Reports to analyze performance

  • Results Analysis

  • OAR Report

  • Pricing Report

  • Activity Analysis

    • SOAR Report

    • WPI

    • PBDI


Unit performance – example unit

  • How successful is this unit?

    • Are results meeting expectations?

    • Is the branch profitable? Is pricing aligned with goals?

    • Are the required number of activities taking place?

    • Are activities generating results? Explain.

    • Are both unit members contributing equally to the unit’s success?

    • What are the top three positives?

    • What are the top three red flags?

    • On a scale of 1-100 how would you rate this unit’s health? Explain.

    • What 3-5 recommendations do you have for this unit to drive success?


Partner Analysis

  • Analysis should include…

    • Are results meeting expectations?

    • Is the branch profitable? Is pricing aligned with goals?

    • Are the required number of activities taking place?

    • Are activities generating results? Explain.

    • Are both unit members contributing equally to the unit’s success?

    • What are the top three positives?

    • What are the top three red flags?

    • On a scale of 1-100 how would you rate this unit’s health? Explain.

    • What 3-5 recommendations do you have for this unit to drive success?


Goal setting for the week

  • Name:

  • Results analysis:

    • KPI to improve:

    • KWIs that support KPI:

    • Identify 2-3 tasks to improve:

  • This weeks goals:

    • Connects:

    • Orders:

    • Appointments scheduled:

    • Interviews scheduled:

    • Referrals:

Create your personal

Goals Flipchart


Module one wrap up… Results that matter

Who is Randstad?

How is Randatd different?

What are the company’s ambitions?

How is success measured?

How am I performing today?

What do I need to improve?


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