Group Professionals Concept. Robbin Brugman MD Group Professionals Concept

Transcription

1 Group Professionals Concept Robbin Brugman MD Group Professionals Concept

2 professionals important aspect in strategic roadmap * * 2009 revenue professionals 2.7 bln. 2

3 Randstad among leading players in professionals (exclude outplacement at Adecco & Manpower = different service offering ) 2009 M Professional Revenue Professional Gross Profit Professional Gross margin Share of Professional segment in group Revenue Staffing Industry Analysts Revenue ranking 1. Adecco ,3% 28,0% 1 2. Robert Half Int ,3% 100,0% Manpower ,4% 22,2% 3 4. Hays ,5% 100,0% 8 5. Randstad ,4% 18,9% 2 6. Allegis ,4% 50,6% 4 7. Michael Page ,1% 100,0% Advantage ,8% 78,1% 9 9. K-force ,4% 100,0% SThree ,0% 100,0% Hudson ,7% 100,0% Kelly services ,5% 27,3% SFN ,9% 43,7% Brunel ,6% 100,0% AMN Healthcare ,9% 100,0% Skilled Group ,7% 48,9% Robert Walters ,8% 100,0% Volt ,5% 50,6% USG people ,0% 10,3% Harvey Nash ,1% 100,0% 45 Subtotal ,5% Others ,9% Total ,1% 3

4 Randstad Professionals global operations 2009 Revenue 4

5 split of professionals segments Professionals IT Engineering 1,5% 0,8% 10,9% 1,8% 13% 9% 6% 15% 15% 5% 9% 16% 3,8% 33,2% 51% 6% 26% 29% 12,9% Netherlands France Germany UK North America Other 16,9% 18,2% Healthcare Finance IT Healthcare Education HR Local Specialties Engineering/Technical Accounting/Finance Legal Executive 16% 23% 5% 5% 51% 25% 14% 15% 26% 19% * Figures are based on half year one results 5 11/25/2010 Analyst & Investor days 2010, London/ Professionals

6 concept advantages 10% Collective learning by combining best practices Concept described and validated Drive performance improvements by concept alignment across current Opcos Drive focused copy & paste roll-out across sectors/segments across Opcos Cost savings by merging companies branding, back-offices, branches, network efficiency Higher visability among candidates (e.g. UK campaign) Cross selling with different segments and countries 6

7 Professionals concept build on best practices (e.g. Finance) Business model A > Market & Process >... Business model B > Market & Process >... Business model C > Market & Process >... Business model D > Market & Process >... Business model E > Market & Process >... Business model F > Market & Process >... BEST PRACTICE 7

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9 Professionals Supplements (modules) 9

10 what s different???? Specialist Credible partner (line manager) > Tenure consultants Mid to High Job level High competitive market Concentrated distribution Value focused Separate perm & temp Candidate focus (buckets & Leads) Sales led culture (every body sells & sales hooks) Individual accountability Team structure Billing managers High performance model Commission/Bonus Recognition/ Awards Open & Strict Field steering (White boards, League tables) Reviews/PEP/PAP 10

11 credible partner true knowledge mandatory factors but not consistent through opcos desirable value differentiators knowledge of our market relationship with individual consultants deep client understanding properly vetted candidates good quality candidates value for money credibility with line manager straight talking approach ability to positively represent client brand provision of valuable market intelligence 11 11/25/2010 Analyst & Investor days 2010, London/ Professionals

12 strategic targets Professionals Concept (targets) GP/PE, OP > 10%, GP/FTE Concept alignment to improve operational & financial performance Copy & paste Professionals concept in case of new implementation (time to market) 12

13 achieve profitable growth by using concepts Grow market Grow GP Grow existing business Grow business as is Achieve profitable growth Grow Randstad share Grow in new business Transfer to optimal business model Copy Randstad models Reduce costs new for Randstad 13

14 achieve profitable growth by using concepts Grow market Grow GP Grow existing business Grow business as is Achieve profitable growth Grow Randstad share Grow in new business Transfer to optimal business model Copy Randstad models Reduce costs new for Randstad 14

15 > Control the professional recruitment engine > KPI and process driven approach 15

16 small packages influence smallest entity Calculation example, per consultant: Perm Interim/Temp Yearly target per consultant : $ (A) Average Fee per hour: 20% x $50,- = $ 10,- Average fee per placement : $ (B) Average job duration : 26 weeks x 35 hrs Required # placements to meet target : A/B = 21 placements Value placement 26 x 35 x $ 10,- = $ Fill rate on validated jobs : 50% Fill rate 60% Required # jobs in a year : 21 * 50% = 42 ($ / 9.100) / 60% = 34 (20 filled) Sales target Companies Client relationships > Fill rate $ 185 K Predict demand Prepare Control Sell 16 11/25/2010 Analyst & Investor days 2010, London/ Professionals

17 gross profit/fte (actual example) Transform - Improved market focus - Transparent Management Steering - Excellence in execution - Higher productivity / FTE Revenue decreasing - No sales led organization - Low productivity Decrease costs - Shared services - Accommodation - Remuneration Gross Profit FTE 17

18 gross profit/fte (actual example) Concept alignment - Improved Focus - Strict Management steering Internal changes -Integration Decrease costs - Locations -Shared services Joint effort - Business scans per Zone - Training management 60 Gross Profit FTE 18

19 Temp Billing Per Day vs. Avg. Corporate Staff Index Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Temp Billing Avg. Corporate Staff 19 11/25/2010 Analyst & Investor days 2010, London/ Professionals

20 improve performance by concept alignment EBITA, GP/PE GP/PE I1 J1 K1 H1 Case 2 Case 1 B1 EBITA 20

21 concept alignment/ performance index development GP/FTE Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 Accountants Int'l - US Randstad Technologies UK CPE London (former BBT Team) Engineering Canada 21 11/25/2010 Analyst & Investor days 2010, London/ Professionals

22 Summary Professionals Building Blocks strong concepts - Prof concept defined and validated - Drive performance improvements by concept alignment across current Opcos - Drive focused copy & paste roll-out across sectors/segments across OpCos best people - HR module for professionals (competencies, profile & remuneration) excellence in execution - Drive performance improvements by concept alignment across current OpCos strong brand - Professionals brand integration - Professionals design completed - Joint campaign materials in use - New web platforms implemented - Operational Marketing module for professionals 22