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talent management

Video: Shared Services Talent Priorities – Three Takeaways | Blog

By | Blog, Shared Services/Global In-house Centers

Chief Research Guru Michel Janssen shares a recap below of three takeaways from our recent webinar, “Is Your Shared Services Strategy Future Ready? 5 Differentiating Talent Capabilities“.  

Full script: 

We just completed our webinar on our shared services or GIC Talent Pinnacle Model. And what were trying to there is understand, what are those key business issues.

So the first thing we looked at is how the talent shortage is becoming chronic. And one of the statistics I used here with clients – I talk about how it used to be that executives were just concerned about the top talent – “how do I get the best talent in the organization” – so they can have an impact on the rest of the organization. But now, as we become more chronic in the numbers – and what I mean by the number is ten years ago, in the US, it used to be 700 people looking for 100 jobs. And right now in the U.S., we have 90 people looking for those same 100 jobs.

And so, what you’re finding is that there is more demand than there is supply in that conversation. But it’s a bit of a tale of two worlds. While you have shortages in the U.S. and Europe you’ve got a very different thing going on in low-cost locations, especially like India. And there, there’s not a shortage of talent, it’s finding the right talent – they’re concerned with, “how do I take the existing pool of people in and upskill them or reskill them into the needed skills for the organization to go forward.

So, what we’ve done is look at the Pinnacle Model, and we have found that there is a very dramatic cause and effect. And what we’re looking at in the Pinnacle Model – the way it works is you’ve got capabilities on the X axis, and you’ve got outcomes on the Y axis. And what you’re looking for is a nice correlation that goes from lower left to upper right. And what we’re trying to do there is establish the things that make a difference. And so, what we did in the rest of the video was talk about those capabilities that made that difference.

So we think those are impactful items, and if people were endeavoring to execute on those items, they got the results they were looking for. So click the link, and take a look.

Talent Management in Global In-house Centers: Are You Future-Ready? | Sherpas in Blue Shirts

By | Blog, Shared Services/Global In-house Centers, Talent

There’s no question that digital technological advancements, evolving business requirements such as changing consumer needs and faster time to market, and a heightened focus on customer experience are significantly changing the profile of skills needed to deliver services. As most global in-house centers (GIC) are already facing challenges in hiring people with the right skills for the future, it is concerning that their talent-related preparation for such a tectonic shift is lacking.

Talent Management GIC_1

Here are four talent management imperatives for GICs to develop the workforce of the future.

1. Identification of Skills Gap

As automation and other technological advancements kick in, human skills, such as innovation, design thinking, problem solving, empathy, and ethical thinking will become more critical. Identification of skills gap will be pivotal for GICs’ talent acquisition and development strategy. A recent Everest Group study of 80+ GICs across India, Philippines, and Poland identified multiple, and difficult to hire, skills that are likely to become more important in the future.

Talent Management GIC_2

2. Upskill/Reskill Current Workforce

Firms’ talent challenges will intensify with the automation of transactional services. They will face the dual risks of a large existing workforce with many skills that are likely to become redundant, while struggling to find talent with the right skills for their future needs. Upskilling/reskilling existing talent is an important lever for GICs to address these challenges while preserving their trained workforce with string domain/industry know-how. (See our detailed report on upskilling/reskilling in GICs for additional perspectives.)

3. Evolve Talent Acquisition and Development Strategy

As GICs look to develop a future-proof talent strategy, they will need to think outside the box to tap into alternative sources of talent. Opportunities include hackathons, hiring from startups and other industries, project-based partnerships with specialist agencies, and flexible resourcing. From an L&D perspective, traditional classroom model needs to evolve as learning is becoming more real-time, customized, and digitized, e.g., MOOCs, simulation, and gamification.

4. Agile Human Capital Planning

With a dramatic decline in skills’ half-life, particularly in the technical space, GICs need to identify and focus on skills that are more likely to be critical for their growth. A more frequent approach to human capital planning might be essential to account for rapid changes in these skills.

While many GICs are still taking a wait and watch approach to the talent management issue, some have already embarked on this transformational journey. And those that are proactively addressing it are reaping big rewards.

Watch this space for more insights and success stories. And if you’d like to share your challenges, successes, or questions with us, please feel free to write us at [email protected] or [email protected].

ProcureCon Total Talent Management — September 20-21 | Event

By | Events

Vice President of Research Julian Herbert will be a key speaker at ProcureCon’s Total Talent Management event held on September 20-21 in Amsterdam.

In Julian’s presentation, How to Ensure Your Talent Acquisition Model is Ready for the Future, he will discuss how this future-readiness can be achieved through benchmarking and how the process involves:

  • Looking beyond cost to focus on talent through assessment of solution elements, leverage of technology, SLA/KPI comparison around adequacy and stringency, future orientation, and the ability to innovate
  • Assessment of the ability to deliver total talent acquisition from a process, people, and technology perspective, both from enterprise and service provider readiness angles
  • A comprehensive, multi-dimensional assessment that looks at partnerships holistically
  • Contextualized assessment instead of a one-size-fits-all approach

Attendees will learn the importance of looking beyond the cost of services delivered by MSP and RPO providers, if they want to have a talent acquisition model which is in-tune with the latest economic, demographic, and technological changes.

When
September 20-21, 2017

Where
Novotel Amsterdam City

Speaker
Julian Herbert, Research Vice President, Everest Group

Learn more and register

Impact Sourcing Testimonials

By | Uncategorized

Impact Sourcing Testimonials

See how impact sourcing has benefited organizations

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Impact Sourcing Delivers

Organizations laud the positive effects that impact sourcing has delivered to their companies and their employees, while also benefiting society

Accenture: Manish Sharma, Senior Managing Director

“We are not doing impact sourcing to get more profits. We pay similar salaries to our impact workers and charge same rates from our clients. We are in this [impact sourcing] because we, as an organization and our employees, want to do this for the social welfare…”

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Aegis: SM Gupta, Chief People Officer

“It’s a win-win-win situation for Aegis as a company, our employees, and our clients.”

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Infosys: Mr. Raghavendra K, Vice President & Head of Human Resources

“…they [impact workers] adhere to similar performance standards as other employees. Some of them have show outstanding performance…”

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Microsoft: Tim Hopper, Responsible Sourcing Manager

“Microsoft’s mission is to help businesses and people reach their full potential. We at Microsoft believe that economic and social benefits should be accessible to all individuals.”

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Quattro: Raman Ray, Chairman and Managing Director

“…impact sourcing can help dramatically reduce costs, lower attrition, while providing similar, if not better, levels of performance as our normal agents.”

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Valeo InterBranch Automotive: Wael Abou El Maaty, General Manager

“…attrition rate for differently-abled employees and women employees tend to be on the lower side than that of the other employees.”

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