Sushant_Upadhyay_-_Global_Sourcing_and_T

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Published on January 9, 2009

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Global Sourcing and Talent Management : Global Sourcing and Talent Management Russia IT Season, Chicago Slide 2: Global Talent - Trends Efficiency and Productivity : Baseline Spend Consolidation Demand Mgmt Eliminate overlaps and waste Identify obvious process improvements and standardisation opportunities Implement control tools and processes (e.g. CRM, service mgt) Improve employee utilization Identify work drivers Implement workflow/ self-service technologies Apply to achieve operational improvements Lower cost of labor Efficiency and Productivity “Typical” cost savings by moving processes to an offshore shared service center Baseline costs 10-20% 5-10% 5-10% Automation 20-50% Offshoring 40-70% Offshore SSC costs Our Point of View on the Future Workforce : Our Point of View on the Future Workforce The workforce is in the midst of a dramatic transformation Demographic, economic, socio-political, and technological shifts are driving five workforce trends: Smaller and Less Sufficiently Skilled Increasingly Global Highly Virtual Vastly Diverse Autonomous and Empowered Macro Level - Need for Workforce Shift : Macro Level - Need for Workforce Shift The Government of ‘Catcher’ locations need to develop a skilled labor force to achieve “Workforce Development” aligned to economic realities. The Situation today: No linkage of Workforce Development Systems to Labor and Market economic needs Inefficient Public Education System Uncertain Employee Career Path No ongoing support for lower rung of workers Fragmented Governance Structures Workforce Development - The Future Vision: Establish Linkages from Economic Needs to Workforce Development Develop Talent with strong Foundational Skill Help workers in career management Strengthen work support systems Create the framework for correct Governance and Accountability Address the complete value chain : Address the complete value chain Students School Education Primary School Secondary School College Education Students Employment Opportunities Employers Parents, Friends, Society Dept. of School Education Employment Exch Dept. of Labor Dept. of Higher Education Dept of Technical Education Dept. of Industry Dept of Commerce Dept. of IT Other ind spec depts Department of Finance Department of Planning Differently : Differently Parents, Friends, Society Economy Various industry sectors Department of Finance Department of Planning Supplier Input Process Output Customer Trained Workforce as per industry needs Define CTQs Identify master skills Identify esp skills Align educational inputs Raw Talent and Growth projections Workforce forecasts by various skills National Counil and Nodal Agency for workforce development Various industry departments supporting nodal agency Company Level - Future of Talent Management : Company Level - Future of Talent Management To remain competitive, organizations must adopt: Predictive Workforce Monitoring and Strategic Talent Decision Making Flexible and Anticipatory Talent Sourcing Customized Rewards and Communications Distributed and Influential Leadership Unified and Compassionate Cultures A radically different workforce requires a rethinking of approaches to managing talent Workforce Challenges in Offshoring : Workforce Challenges in Offshoring #5 HR Service Delivery #1 Talent Sourcing #2 Attrition Current Scenario Challenges How Tos #3 Culture and Brand #4 Middle Management Talent Sourcing : Talent Sourcing Current Scenario High reliance on Search firms for sourcing Willingness to overpay for attracting Talent Low process adherence Low conversion rates The Need of the Hour Strong SLAs and metrics to manage the sourcing vendors A market benchmarked and consistent compensation philosophy Monitoring and Control systems to ensure adherence to recruitment process Industry level initiatives to enhance the talent pool* Attrition : Attrition Current Scenario Retention Strategies have over reliance on Compensation Expectation mismatch of candidates when they join due to overselling at time of hiring Jobs not being positioned as long-term career options The Need of the Hour A strong Employer Brand that creates a brand promise and consistently delivers to the same A Total Rewards Strategy that extend much more and beyond compensation to focus on Learning & Development, People skills of line managers, Employment Experience, Work life balance, Work environment, Best-in-class employee servicing Industry collaboration to curtail early stage attrition due to poaching Organisation Brand/Culture : Organisation Brand/Culture Current Scenario Little focus on creating a strong Employer Brand Too much emphasis on employment frills rather than a strong employment promise Alignment with the parent organization in case of captives and managing ‘micro-cultures’ of various client teams in Third Party Providers poses a challenge Need of the Hour Creating a strong Employer Brand which is consistent with the parent organization and differentiated vis-à-vis market practices Creating the right ‘culture migration’ practices Move towards a more ‘professional’ image of the work as against a ‘fun at work’ image Mid Management Development : Mid Management Development Current Scenario Promote from within (is being used as retention strategy!) Due to rapid growth and relatively new industry, lateral hiring is also a challenge Little importance to skills and competency mapping Need of the Hour A robust competency framework and development planning for middle managers Focus on People management, coaching and mentoring skills of Managers – people join organizations but leave managers Ongoing Learning & Development HR Service Delivery : HR Service Delivery Current Scenario Many organizations adopt global policies as against ‘glocal’ ones Employee expectations on HR administration are rising Strong trends towards Shared Services and Outsourcing Processes are expected to be simple and employee-friendly Need of the Hour HR becoming more metrics-driven and customer-oriented Improving cost efficiencies of delivering HR services Improving the very way in which employee information is captured and maintained. Lack of good structure here can make the best of processes and technology fail Look for real ROI on Technology Investment Brand Promise gets delivered through employees : EmployeePromise The ExternalBrand Brand Promise gets delivered through employees The Organization Holistic Package of Goods and Services Some of the benefits are real, other are intangible, and even imaginary The Customers It’s employees who make brands come alive for their organizations! Brand Alignment Customer Promise Attitude, discretionary effort, creativity, enthusiasm, innovation, commitment, so on . . . Capital, leadership, vision, direction, etc. The Employees CustomerPerceived Value 15 Employer Brand Influences : Employer Brand Influences The Employer Brand defines who the company is as an employer and serves as an organizational compass Integrated Talent Management : Integrated Talent Management There are challenges and potential for improvement in all the four areas Organisations need to focus on ‘Align’ to create the greatest leverage Food for thought…… : Food for thought…… Is my recruitment machinery geared up to recruit 5 times the numbers that I am hiring toady? (Sourcing Strategy) Am I developing middle managers of tomorrow today? (Middle Management Development) Am I making a compelling employment promise and delivering it? (Employer Branding) Are all my associates motivated and aligned to organisations goal? (Employee Engagement) Do we communicate – effectively and regularly (Employee Communication) Are our associates living and breathing the same promise and commitment? (Culture & Values) Getting the Alignment Right : Getting the Alignment Right HR Strategy to Business Strategy Linkage Establishing the expectations of business from HR and the correlation between HR and business performance Employer Brand Creating and delivering a consistent employment promise to the employee Regular communication which follows a theme and keeps employees engaged Cultural Alignment Ensuring that the offshore offices of the firm follow the same values, ethos and culture Thank You : Sushant Upadhyay sushant.upadhyay@hewitt.com +91 9810312940 Thank You

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