nasscom gic conclave 2016 building a talent on demand model to accelerate business impact
TRANSCRIPT
Future Readiness of GIC Talent Models
Nasscom GIC Conclave | Hyderabad21-22 April 2016
Eric Simonson, Managing Partner of Research
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What are we working for?
?
Career paths?
College degrees?
Employee-employer relationship?
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There is a shift in the emphasis on attributes of talentR
elat
ive
emph
asis
on
tale
nt a
ttrib
utes
Evolution of GICs from "participation" to "ownership"
Technical knowledge
Functional knowledge
Industry knowledge
Working in an integrated global environment
Analytical orientation
Adaptability to ambiguity
Creativity & innovation
Tabl
e st
akes
Am
plifi
ed e
mph
asis
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Alignment to current talent model
Impo
rtan
ce to
futu
re
Strongly agreeStrongly disagree
Stronglyagree
Stronglydisagree
MobilityRPA
Social & InteractiveCloud
Analytics
Neutral
Neu
tral
Cognitive
While all digital capabilities are important to GICs, the current talent model is not fully aligned to deliver
Source: Survey with 21 GICs, Everest Group (2016)
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Talent acquisition
Talent retention
Career pathing
Training and development
Performance measurement
Despite recognizing the importance of digital skills, GICs are not satisfied with their associated talent management competencies
MeanSatisfaction with competency for digital talent
Stronglydisagree
Stronglyagree1 2 3 4 5 6 7
4.6
4.7
4.3
4.9
4.6Source: Survey with 21 GICs, Everest Group (2016)
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Top reasons for lack of alignment between capability requirements and talent models
Not a challenge at all Significant challenge1 2 3 4
Lack of skills availability in the market 3.0
Inadequate sponsorship from parent organization 2.2
Inability to anticipate demand 2.7
Inertia to change current talent model 2.6
Limited success in adjusting training & development to reskill existing staff 3.0
50%
Source: Survey with 21 GICs, Everest Group (2016)
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Key changes required across talent model components
Go beyond traditional sources to align with
business needs
Institutionalize practices beyond accelerated
progressions and differentiated rewards
Upskilling is an imperative and no longer "good to have”
Evaluate new metrics to align with business impact objectives
Talent acquisition
Skill development
Talent retention
Performance measurement
1 2
4 3
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Hiring from alternative industries
Hybrid sourcing with service providers
Partnership with start-ups
Crowdsourcing
4.4
4.1
5.3
5.1
GICs are most comfortable with “familiar” approaches to accessing talent
Level of current usage
Strongly agree
Likelihood to use going forward
Stronglydisagree
1 7
Significantly utilized in most areas
Not usingcurrently
5 1
1.6
1.7
2.0
2.2
Source: Survey with 21 GICs, Everest Group (2016)
1
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Opportunities
GICs need to consider multiple issues in assessing alternative talent sourcing opportunities
Catalyze cultural change
Accelerate speed of innovation and gain access to best-of-breed solutions
Derive flexibility in talent sourcing
Enhance brand as an innovation-driven organization
Build leadership capabilities to identify and manage alternative talent sources
Intentionally manage how the cultural evolves
Alternative talent acquisition: sustained strategy vs. one-off to meet specific needs
Issues to consider
1
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5.1
4.5
Neither sourcing externally nor upskilling are currently very effective – something more will be required
Critical success factors for effective upskilling
Break functional barriers
Sourcing talent from the market
Reskilling / upskilling existing employees
Highly ineffective
Highly effective
1 2 3 4 5 6 7
Seed with new capability champions
Create challenges that align with new skills
Source: Survey with 21 GICs, Everest Group (2016)
Effectiveness for digital talent
2
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Ideas on how to practically accelerate the change
Aggressively and directly challenge people
Be boldEnsure a contemporary view of the state-of-the-art in learning
Understand the relevant talent-oriented start-ups
Increasingly move to project-oriented models for developing people
Adjust the work environment – break-up routines
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Topics for discussion
Effectiveness of upskilling/reskilling – successes vs. failures
Differentiated performance metrics for digital talent vs. traditional workforce
Start-ups – opportunities or threats
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Want to continue the discussion?
Eric SimonsonManaging Partner
[email protected]: +1-214-451-3030 | M: +1-214-616-8294
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