workforce transformation
TRANSCRIPT
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© Copyright IBM Corporation 2007
IBM Global Business Services
Workforce Transformation
(WFT) Solution Starter Pack
IT Workforce sales pack
27 Sept, 2007
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Document control
Version Date Comments
0.1 09 Mar 07 Initial draft by Stephen Haywood & Brian Phipps
0.1b 16 Mar 07 Revised draft.
Issued for review by Elaine Chan, Jamie S McGovern, Vivek Gupta
0.2 23 Mar 07 Further revisions.
Issued for review by Tim Ringo, Denis Brousseau, Alan Hewitt, LizHector, Martha Paul, Johnny Kwan, Lisa Wearing, Sarah Griffey
1.0 10 Apr 07 Amended to reflect latest HCM top deck
1.1 08 May 07 Miscellaneous changes
1.1a 14 Jun 07 Addition of ISV & Risk/Reward pricing materials
1.2 27 Sep 07 Addition of Gartner intelligence on evolving role of the IT function (slides33, 34)
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Contents
Part I: Introduction- Introduction- Workforce Transformation (WFT) wheel- Sales pack design criteria- Sales pack is the first of three steps- Glossary
Part II: Materials for the Client
Part III: Reference Materials(available separately)
- WFT diagnostic- IT healthcheck- Phase 0 methodology- WFT Project/IT workforce engagement
model- Citations
Part II: Materials for the Client
Storyboard (read first)
1. Challenges for the CIO
2. Challenges for Directors in IT*
3. Supporting surveys & evidence
4. IBM and WFT credentials, including our ISV
partners
5. What benefits can clients expect, includingrisk/reward pricing
6. How can IBM WFT deliver these benefits
7. References and examples of WFT projects
8. Assessing the scale of opportunity: WFTmaturity models
9. Next steps
* Those directors reporting to the CIO
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Part I: Introduction
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Introduction to the IT Workforce Sales Pack
This pack forms a component on theWFT Solution Starter pack.
This element presents the sales packfor an IT or Project Workforce WFTsolution, based mostly upon thesuccessful Norwich Union Catalystengagement.
This solution is suited to clientswhere either a project workforcesolution needs to be introduced or an
existing project workforce solutionneeds to be improved
This sales pack is in 3 parts:
1. Introduction for those who will beusing this material with clients
2. Information for clients, to beapplied on a ‘pick and mix’ basis
3. Reference materials to be used insupport of sales activity, egcitations, diagnostics, phase 0method
This document will be available in theWFE Toolkit on KnowledgeView,together with links to associatedassets
What is a Project Workforce solution?
Any opportunity where most staff are task managed on a short to
medium term basis, such as on task forces or projects. Project Workforcesolutions involve all segments of the WFT wheel (see later slide)
In these assignments, the solution usually involves:
- New sourcing strategies and capacity plans for long & medium termbenefit
- Day to day project or task management being separated from careermanagement to give real focus to longer term performancemanagement and people processes
- New roles and processes to deploy staff onto short or medium term
tasks to match supply and demand effectively- Amended structures and processes to create identity & loyalty forstaff, encourage professional practices and appropriate knowledgesharing
- Measured and effective use of external resources to meet peaks andtroughs in demand
The common feature of such solutions is that staff can be grouped intoone or more pools from which they are drawn to supply tasks. Theminimum size of total Project Workforce for these assignments to be
worthwhile is around 500. This is a common opportunity within corporate IT businesses. It is alsorelevant to other sectors that wish to benefit from
- the outcome focus of project-based working,
- the productivity gains from more effective utilisation, and
- the advantages in speed and quality of response gained throughcross-departmental working.
For example, in the UK Central Government, both DTI and NAO haveimplemented such solutions and Defra are considering it.
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IBM’s Professional Excellence Model provides the basis for our
approach to Project and IT Workforce Solutions
Career management
Resource
management
Task
management
Community
of practice
What the individual in the resource pool sees
Fluid
(resource
pool)
Standing
Contractors
Global
SourcingPart
ners
An overview of a possible structure
IBM’s Professional Excellence Model provides an approach to the
structures, processes, tools and culture needed in a professionalservices organisation. Its elements are:
The separation of task or project management from people
management, with consequent changes in the role of task managers
The creation of full time career management (also called people
management or professional development management) posts,
staffed by individuals on secondment from operational roles
The creation of a full time resource and deployment management
function The concept that the differentiated cost of workforce resource
follows that resource. This means that task managers have budgetary
responsibility and also an incentive to use only the right level of
experience for the need
The creation of communities of practice based on the competencies
of individual professions
The establishment of one or more fluid labour resource pools from
which individuals are deployed or seconded to tasks The establishment of standing resource structures to manage the
business from outside these resource pools
The use of contractors and global sourcing partners to supplement
resources during activity peaks or for commodity needs
The creation of a high performance collaborative culture
The use of appropriate professional services automation and
collaboration tools to support the above
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This pack is based upon the HCM/WFT wheel
The contents of the wheel are described later within this pack
Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
Enterprise
StrategyEnterprise
Performance
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Sales Pack Design Criteria
Usage of the sales pack
To focus on sales material relevant to projectworkforce type opportunities, specifically ITworkforces
To guide WFT practitioners to make best useof the client material within this pack
To create materials that can be used byothers within IBM, such as S&D, to allow them
to ‘open the door’ to sales opportunities To create ‘pick and mix’ materials to beextracted for use in client situations asrequired, eg WFT cold calling
To contain material suited to both issue-basedand solution-based selling
To help qualify the type of clients we can bestassist, eg by size of workforce
To form the basis of a subsequent WFT salestraining module
Content of the sales pack
To be contain material dedicated to a targetworkforce category (IT workforce) alongsidegeneric material applicable to all workforcecategories
To contain descriptions of pain pointsapplicable to different client audiences:specifically CIO and their directors
To contain descriptions of how WFTinterventions lead to improvements in variousmeasures that directly influence the painpoints, eg how skills frameworks can benefitstaff motivation and morale
To establish the client’s level of maturity, inorder to better position our offerings
To reference assets outside this pack for usein client meetings, eg client citations,
diagnostic tools To reference phase 0 plans as the next steps
we could recommend a client takes To reference some specific WFT services &
propositions, eg those contained in the WFTtaxonomy
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Full scale assignment
-
Engagement Model
Initial assignment
-
Health Check
Open & qualify
the sale
-
Sales Pack
This WFT sales pack is the first step in a three step process
Initially
engaging
with the
client
Establishing
our
credibility
and defining
the client’s
problem
Delivering a
beneficial
and
sustainable
solution
This pack will also reference materials from the next two steps
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Part II: Materials for the client
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Storyboard for Client Materials section
1. Challenges
for the CIO
3.Supporting
surveys &evidence
4. IBM WFT
credentials
5. What
benefits canclients expect?
6. How IBM
WFT can
deliver these
benefits
7.References &
examples of
WFT projects
8. Assessing
the scale of
opportunity
9. Next steps
Self contained introductory packs for two typesof target client role, aiming to build empathy,generate awareness & interest, and to qualifythe WFT opportunity. Suitable in standalone
form for delivery by non-HCM practitioners (eg
S&D). Also suitable for HCM practitioners to
extend with materials from the following
sections
Material to support thecase for IBM’s WFT
intervention. To showthat client competitorsare likely to be looking
at this
Describing thescale, breadth and
competence of IBM’s WFTcapability
Describing howWFT interventions
will generatebenefits that feed
through to thebottom line. To
make the case for change & supportrisk/reward pricing
Describing the types
of solution that IBMcan deliver. To cover both solution-basedselling and issue-based selling
To summarise some
relevant references andcitations. To further emphasise our credibility in deliveringreal benefits
Presenting two maturity
models to use to assesspotential improvementavailable to the client:
• for their IT function
• for the IT workforce
Describing three alternative
next steps:• 6 week health check;
• a full engagement model
2. Challenges
for directors inIT
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Workforce challenges for the CIO
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It is a tough time to be a CIO. The current environment requires reducing
costs while simultaneously increasing capabilities.
Take 20-40% out of the IT cost base• Reduce costs in IT operations expenditure, both now
and in the future
At the same time, improve “control” over IT spending• Improve quality & predictability in development,
integration, and operations
At the same time, improve service and create new
capabilities• Increase security & business continuity, “upgrade”
infrastructure• Create capability to support new business ventures,
initiatives, and products/services
AND create a workforce which can build and sustain
these new capabilities• Enable the workforce to support the strategic
initiatives that drive growth and earnings
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IT investment is on the increase – but what is the “next big thing” to get the CIOthrough the new delivery challenge?
IT Investment
ITSpend:ITOperating
Budg
etas
%ofrevenue
(cross-indu
stry)
Fixed cost for “business as usual”
IT Investment over time / yrs
IT “Investment Fund”
Expectation Gap
Costpres
sure
Expectation
rele
a se
2003 2005
2.8
3.0
3.2
2.78
2.93
2.6
4.2
3.4
3.6
2001
3.18
3.8
4.0
4.4
4.6
2002 2004
4.43
3.94
The Challenge• Over recent years, CIOs like all C-
Level executives, have had to deliver “more from less”. Many haveresponded with:
– renegotiation of key contracts – server consolidation
– selective outsourcing – job cuts – organization consolidation
• The good news is that businessinvestment in IT is on the increase, butpent up demand and deliveryexpectations are also increasing on a
daily basis
…and the CFO is still fully focused on costcontainment
Source: Gartner Data – IT Spending 2005
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IBM is not alone in thinking the “next big thing in IT” is to transform the
workforce.
Proven Correlation between WorkforceManagement and BusinessPerformance
Companies with effective workforce managementpractices have generated nearly 9% total return toshareholders over a three-year period comparedto a 0.6% loss by companies with less effective
workforce management practices. IBM Research, 2004
IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENTCAPABILITY Optimizing human capital is becoming a strategic imperative.By employing human capital management best practices, IT management candifferentiate their organizations and gain competitive advantage in therecruiting and hiring of top IT talent, retain a greater percentage of their existing talent, and improve the execution of their strategic goals. Forrester
Research, 2005
IT organizations unresponsiveand not very agile
Only 41 percent of businessexecutives believe their ITorganizations react well to businesschange. IBM Source, 2005
Organizations will fail to develop or hire appropriate leadership…The notion of Leadership is advancing from leadership by title to leadership by influence.Emerging leaders will unify people across borders and business lines, bond people acrossmatrices, infuse the organization with a sense of purpose and spur collaboration andperformance under intense workloads. Many organizations, however, will fail to make the timeor develop the capacity to identify, develop or hire people with appropriate traits and levels of leadership. Gartner Research, 2005
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What is IT Workforce Transformation?
• driving excellence in leadership
• implementing top talent management strategies and approaches• driving new skills and capabilities
• thoroughly enabling the IT workforce with the right skills, righttools and information needed at the right time
• rewarding differentiated performance
• proactively engineering and managing change
• building employee commitment to organisational goals
IT Workforce Transformation tangibly improves the
performance of the IT workforce by:
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Proven improvements to output measures such as function pointsand/or delivery metrics
Proven individual utilisation gains and reduced downtime,
producing overall fewer gaps and gluts
Productivity
Delivery Quality
Service Quality
Cost Avoidance
*Indicative from preliminary IBM research (subject to maturity of the IT organization)
Proven improvement to meeting delivery promises and service
level agreements
Proven improved access to the right skills & knowledge at the right time
Proven improvements to service downtime and service level
agreements
Proven improved motivation producing better, more flexible service
delivery
Proven improvements to retention rates and tangible benefits from
IT change programs
Proven more cost effective use of contractors, less recruitment
wastage and productivity gains
There are four areas that show tangible improvement from IT WorkforceTransformation.
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So, if this is your situation…
…you face pervasive issues:
• downward spiral of customer satisfaction due to unacceptable quality andmissed project deadlines
• salary bill that is becoming unbearable
• deteriorating staff morale and commitment to the organisation
• losing the brightest and the best of your staff
• Increasingly hard to attract core IT skills in a competitive market
…you need a solution that creates a step-change in at least one of thesekey outcomes:
• productivity
• delivery quality
• service quality• cost avoidance
…you have a large operation with several hundred workers
… then, we can help you
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ibm.com/bcs/humancapital
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© Copyright IBM Corporation 2007
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Produced in the United States of America
05-06All Rights Reserved
IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International BusinessMachines Corporation in the United States, other countries, or both.
Other company, product and service names may be trademarks or service marks of other companies.
References in this publication to IBM products or services do not imply that IBM intends to make them available in allcountries in which IBM operates.
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Workforce challenges for Directors within IT
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If you need to move your project staff
Average
productivity
Averageproductivity
Stressed
Lookingbusy
‘I’m stressed out meeting this deadline and
they are just sitting there, playing around onthe Internet. We don’t have the skills to dothe job properly, so everything takes 5-timeslonger than it should – I won’t stand for thismuch longer’
‘I’m waiting for my project to start, so I’mdoing an online course … it might come inhandy one day’
‘I feel that we are all part of one team and I
am using my talents on work that thecustomer really values’
‘I am constantly being presented with newopportunities that will build my credentialsand my career’
Average
productivity
+ productivity
+ staff morale
+ staff competence
+ customer satisfactiontime
time
from this to this
Stressed
Looking
busy
Averageproductivity
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Then, IBM’s Workforce Transformation (WFT) offers a solution
An integrated approach that maximises and protects the return from your
workforce investments
Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy&
Plan
Enterprise
StrategyEnterprise
Performance
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Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
These are the types of workforce problem that our WFT can solve
• Project managers use favouredstaff and not the best person for the job• Staff working on projects areover-skilled, adding to costs• Poor flexibility in adapting tochanging demand and specialrequirements
• Weak and patchy individualperformance• L&D investment poorly targeted• Low morale partly due to poor andunfair progression opportunities
• Not having the right information in the rightplace to do the job, eg re-inventing existingsolutions• Poor cross-working between some of thefollowing: business analysts, architects &designers, project managers, testers, systemanalysts, programmers, etc• No forum or mechanism to develop newgeneric solutions, eg new architectures
• Slow on-boarding process• High drop-out from new recruits
• Poor retention of the best performance• Too high retention of other performers• Inefficient use of partner resources• Contractor spend too high and not used
just to fill short term gaps
Weak and unreliable view of future
skill needs and provision Failure to identify skill gaps and gluts
in time to remedy them Lack of focus on and investment in
strategically important skills and
capabilities due to these not being
differentiated
• Past efforts to change have failed todeliver necessary benefits
• Past efforts have only a short term resultand are not sustained• Poor levels of compliance undermineprocess investments• Inappropriate culture results in the wrongtype of behaviour
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Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
Enterprise
StrategyEnterprise
Performance
Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
SetStrategy
&Plan
Enterprise
Strategy
Enterprise
StrategyEnterprise
Performance
Enterprise
Performance
There are four areas that show tangible improvement from IT workforce
transformation.
Productivity
Delivery Quality
Service Quality
Cost Avoidance
*Indicative from preliminary IBM research (subject to maturity of the IT organization)
Proven improvements to output measures such asfunction points and/or delivery metrics
Proven individual utilisation gains and reduced
downtime, producing overall fewer gaps and gluts
Proven improvement to meeting delivery promises and
service level agreements
Proven improved access to the right skills &knowledge at the right time
Proven improvements to service downtime and service
level agreements
Proven improved motivation producing better, more
flexible service delivery
Proven improvements to retention rates and tangible
benefits from IT change programs
Proven more cost effective use of contractors, less
recruitment wastage and productivity gains
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So, if this is your situation…
… then, we can help you
…you face pervasive issues:
• downward spiral of customer satisfaction due to unacceptable quality andmissed project deadlines
• salary bill that is becoming unbearable
• deteriorating staff morale and commitment to the organisation
• losing the brightest and the best of your staff
• Increasingly hard to attract core IT skills in a competitive market
…you need a solution that creates a step-change in at least one of thesekey outcomes:
• productivity
• delivery quality
•service quality• cost avoidance
…you have a large operation with several hundred workers
IBM Global Business Services
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ibm.com/bcs/humancapital
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© Copyright IBM Corporation 2007
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Produced in the United States of America
05-06All Rights Reserved
IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International BusinessMachines Corporation in the United States, other countries, or both.
Other company, product and service names may be trademarks or service marks of other companies.
References in this publication to IBM products or services do not imply that IBM intends to make them available in allcountries in which IBM operates.
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Supporting surveys and
evidence
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Why workforce aspects need addressingIBM is not alone in thinking the “next big thing in IT” is to transform the workforce.
IT organizations unresponsiveand not very agile
Only 41 percent of businessexecutives believe their ITorganizations react well to businesschange. IBM source, 2005
Organizations will fail to develop or hire appropriate leadership…
The notion of Leadership is advancing from leadership by title to leadership by influence.Emerging leaders will unify people across borders and business lines, bond people acrossmatrices, infuse the organization with a sense of purpose and spur collaboration andperformance under intense workloads. Many organizations, however, will fail to make the timeor develop the capacity to identify, develop or hire people with appropriate traits and levels of leadership. Gartner Research, 2005
Proven Correlation between WorkforceManagement and BusinessPerformance
Companies with effective workforce managementpractices have generated nearly 9% total return toshareholders over a three-year period comparedto a 0.6% loss by companies with less effective
workforce management practices.IBM Research, 2004
IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENTCAPABILITY Optimizing human capital is becoming a strategic imperative.By employing human capital management best practices, IT management candifferentiate their organizations and gain competitive advantage in therecruiting and hiring of top IT talent, retain a greater percentage of their existing talent, and improve the execution of their strategic goals. Forrester
Research, 2005
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Why workforce aspects need addressing
The IBM CEO Survey 2006 (recommended for the CIO)
Key Findings
1. People’s skills are more important than technology,globalization and regulatory concerns.
2. Massive shift in demographics: billions of talentedpeople entering the world economy, populationsaging, huge migrations
3. Beyond any other factor, collaboration demonstratedthe clearest correlation with financial performance.(Revenue growth, operating margin growth, or
average profitability over time). Strong collaboratorsconsistently came out on top. Internal and externalcollaboration is necessary to widen the innovationcircle and capture fresh ideas and new approaches.
4. The integration of business insight and technologycapabilities early in the development and planningprocess supports collaboration and maximizesinnovation success.
5. Must foster climate for creativity, search for new ideas,
& actively drive innovation agenda.
1. IBM / EIU CEO Survey 2006
What does this mean for you?
1. What core capabilities must you develop andretain?
2. How can you make best use of your offshorepartners? Are they simply augmenting your labour? Can they add more value through out-tasking, managed services or full outsourcing?
3. What are you doing to promote cross-boundary
working? Is your innovation hampered byinternal and external organisational boundaries?Are there big barriers to sharing and learningfrom each other?, eg low priority, weak tools,behavioural obstacles
4. Who is looking at business insight andtechnology? Are your workforces and processesadept at capturing customer experiences to
shape product and service development? Dothey have the right skills and aptitudes? Is it apriority?
5. How important is creativity? Are thereincentives? What barriers stop it happening? Is itreally effective?
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Why workforce aspects need addressing
8 of the top 10 people challenges* (recommended for Directors within IT)
What does this mean for you?
1. How well is your workforce connected to your customers? Do they know how their efforts canbenefit or frustrate customers?
2. Do you know what resources you will have availablein the short, medium and long term? How flexiblythey can be deployed - specifically what range of skills do they each possess? What are you doing tomake flexible use of your contractors and offshorepartners?
3. What is the quality of leadership among your supervisors and managers? Can they get best valuefrom their staff?
4. How do you encourage people to develop skills inthese areas? What type of incentives do you haveavailable?
5. Do you know which staff members have mostpotential? What are you doing to develop and retainthem?
6. What is sapping your employee’s motivation? Howdoes your performance compare with competitors?How involved are they in the business?
Key Challenges
1. Optimising workforce & sourcingto conciliate people costs, legalconstraints & customer
satisfaction
2. Anticipating & managingworkforce rebalancing, increasing
adaptability & flexibility
3. Reinforcing management skillsand developing leadership, foster growth behavior
4. Developing skills to supportgrowth, innovation, differentiation,customer satisfaction, …
5. Identifying, managing and
retaining key people, highpotential, managing successionplanning
6. Increasing employees’ motivation,performance and involvement
1. IBM CHRO Survey 2005 *Source: IBM Next Generation HR Survey 2005
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Gartner Research 1
There is an identity crisis happening in many IT organizations. They recognize that they are not completely
fulfilling their missions regarding the expectations of the business and are attempting to change. What was once broadly known as the Management Information Systems (MIS), Information Systems (IS) or
Information Technology (IT) organization will be known by many different names in the future. This is already thecase in a growing number of companies.
- Many IT organizations have already spawned new groups that reflect their focus on business processes and relationshipmanagement.
- In some cases, the CIO role has been expanded to cover domains such as strategic planning, supply chain management andinnovation.
- The capabilities that once resided in the IT organization, such as portfolio management and strategic change management, will besubsumed into the business.
- Some of the most compelling capabilities of the IT organization (such as innovation, enterprise architecture, risk management, sharedservice management, and program and portfolio management) will not necessarily reside in one organizational unit.
Gartner Research assumes that traditional IT organizations will fracture into multiple parts.- The sourcing organization will understand IT demand, develop service plans, and manage the optimum blend of internal and external
services.- The business solution organization will understand how technology can support, enable and drive the business. It will manage
architecture, emerging technologies, business processes, and innovation.- The shared service organization will identify and implement opportunities for creating high-performance, high-efficiency services that
can be shared by various business units.
Source: Gartner Research, Refocusing and Renaming the IT Organization Are Not Easy Tasks, #G00144704, July2007
Implications to IBM: Promote services that advise clients on their IT organization's required capabilities, and how they can best
be delivered. Demonstrate how IBM itself has transformed the role of IT using innovation and creativecollaboration between business and traditional IT professionals.
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Gartner Research 2
The IT organization is in transition. The landscape is changing substantially, moving from a technology
focus to an emphasis on business outcomes and brokered solutions. Gartner Research notes that enterprises will have to use strategic planning and demand governance
to understand and conform with the expected role of IT.- By 2012, IT contribution will be cited in the top three success factors by at least half of top-performing
businesses, and IT barriers will be cited in the top three causes of failure by at least half of the lowest performers.- Also by 2012, at least half of large IT organizations will split into two parts, one focused on technology sourcing and
delivery, the other on architecture and change.- By 2010, more than half of large IT organizations will refocus on brokering services rather than delivering IT services
directly.
- Also by 2010, IT organizations in midsize and large companies will be at least one-third smaller than they were in2000.- IT will be expected to reduce technology complexity that inhibits business flexibility and efficiency, particularly
in the areas of legacy hardware, applications and sourcing. This will mean preparing for service-oriented architecture(SOA), business process management (BPM) frameworks and utility computing.
- IT will be called on to improve partnership sourcing by taking advantage of outsourcing outcomes and incentivesdefined in business terms.
Source: Gartner Research, Critical Actions for the Transition of IT Organizations: 2007 to 2008,#G00148987, June 2007
Implications to IBM: Help clients determine their established or intended business/IT alignment styles, and identify and
start building the required competencies. Emphasize the role of IBM IT Strategy and Architectureservices in enabling business value. Create a value proposition based on our proven ability tolead transformations and deliver business results.
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IBM Global Business Services
IBM & WFT Credentials
Including ISVs
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IBM can help you achieve excellence in Workforce Transformation
To understand today’s top Workforce Transformation, HR andLearning issues and developing tomorrow’s solutions, we investheavily in research and thought leadership:
- Institute for Business Value (IBV)- Institute for Learning and Organizational Performance- Global Human Capital Study
And we work closely with our partners to deliver complete solutions
We have a practice of over 2,000 workforce management professionals in 42
countries experienced in developing and delivering proven solutions leveraging aglobal delivery model
We have citations from 70 client engagements in workforce transformation,
demonstrating the breadth and depth of our capability
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Profiled as one of the world’s most “e-savvy HR organizations” by
Human Resources Executive
Named the #1 training organization by Training Magazinein 2004 and 2005
IBM Chief Learning Officer Ted Hoff was named
CLO of the Year by CLO Magazine in 2005
Eight-time Global MAKE (Most Admired Knowledge Enterprises)
award winner
w3 On Demand Workplace selected as one of “The Year's10 Best Intranets” for 2006 by the Nielsen Norman Group
Most Admired Companies – Fortune magazine
Work/Life Balance Award – from Society of Women Engineers
…drawing on our client experience and IBM’s own significant
transformation, we are uniquely positioned to help
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We work with several alliance partners to support our workforce
transformation solutions
SAP & Oracle havefunctionality across muchof this area, but we alsopartner with niche playerswho have specific
strengths. The mostsignificant of these aredescribed in this pack.
Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
Enterprise
Strategy
Enterprise
Performance
Set
Strategy
& Plan
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Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
Summary of some Workforce Transformation ISVs
To attract & retain• Taleo: leads e-recruitmentapplications, capable of automating the full hiring cycle
To motivate & develop
• Success Factors: has strongestfunctionality on career &performance management• Saba: leading vendor in e-learning suite offers LCMS & LMS• Callidus: leads incentivecompensation specialists• Taleo are introducingperformance & goal managementfunctionality
To connect & enable• Lotus Connections offers social software designed for business• IBM Workplace software products help simplify collaboration in a single integrated environment• Tacit ActiveNet addresses organisational disconnectedness• Filenet helps organisations make better decisions faster by managing the content and processes that drivetheir business•Imaginatik: is a leading vendor of Innovation and Idea Management technology
To deploy & manage• Kronos: long track recordin retail labour scheduling,time & attendance• Workbrain offers web-based workforce planningand budgeting solution,with schedule optimisation;solutions designed for
large complexgeographically dispersedorganisations
To set strategy & plan• Cognos: workforceperformance analytics• Aruspex: strategic workforceplanning
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Tools & ISVs with a specific IT workforce relevance
Tools for skills assessments and
common currency SFIA:
- Not a tool but an IT industry standard (SkillsFramework for the Information Age)
- www.sfia.org.uk
Spreadsheets:- Can be an easy option for a small organisation,
but can quickly become overly complex asnumbers & dimensions rise
Integrated (ERP) Solutions:- Offers a sometimes acceptable solution with the
advantage of being integrated into other business applications, especially in HR &Finance.
- Oracle is main provider
Best of Breed Solutions: - One main provider – Infobasis- Generally found to be an easy to use tool for
skills assessments, will also support LMS,appraisals & simple resourcing
Tools for, supply & demand forecasting,
time & utilisation recording Spreadsheets:
- Can be an easy option for a small organisation withlimited need for sharing (eg <200 staff), but notscalable
Small scale tactical solutions: - Offers a spreadsheet type format with a sharing
capability for small-mid sized organisations (200-500staff), eg Wallchart
Integrated (ERP) Solutions:- Provides a generally acceptable solution integrated
into other business applications, especially in HR &Finance.
- Peoplesoft & Oracle currently offer best
Best of Breed Solutions- Specialist solutions for workplaces where skill needs
are complex – also called Professional ServicesAutomation (PSA) solutions
- Mercury, Artemis, Rational IBM’s Professional Marketplace:
- Builds upon PD tool & CV wizard- A sophisticated solution, but often too complex for
common needs of medium to small sized operations.
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How we work with our clients
first listenwe
We pride ourselves on seamlessly
teaming with our client’semployees.
Together, we build on theadvances our clients have made,by co-designing solutions thatreinforce and extend the operatingimprovements they have alreadyachieved.
Our client’s solutions are tailored tomeet their specific needs and builtto deliver sustainable results.
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IBM Global Business Services
What benefits can clients
expect?
Including risk/reward pricing
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The WFT benefits chain:
Identifying which solutions will benefit client’s pain points
Competency-based
communities of practice (CONNECT &
ENABLE)
Skills frameworks &
career paths(MOTIVATE &
DEVELOP)
Dedicated Career
Managers (MOTIVATE
& DEVELOP)
Resource optimisation
and real timedeployment (DEPLOY
& MANAGE)
Workforce sourcing
strategy & capacity
planning (STRATEGY& PLAN)
Contractor
rationalisation &
partner valueenhancement
(ATTRACT & RETAIN)
Targeted recruit &retain solutions
(ATTRACT & RETAIN)
Replacement of fixed structureto encourage knowledge
sharing, learning & cross-
fertilisation
Providing the right resources
for the right role at the righttime
Giving priority, time and skills to
performance management of
individuals
Improved cross-working, less
silo thinking access the rightknowledge, more creativity
Improved utilisation, lessdowntimeMore effective focus on
appropriate personaldevelopment
Matching people to the role they
want to do
Fewer resource shortages
Improved recruitment
(less wastage)
More effective, flexible &cost efficient use of
external resources
Improved motivation andmorale
Improved individualperformance
Improved access to theright skills & knowledge at
the right time
New recruits are better matches
to skill needs
More timely completion
of work and improveddelivery & service
quality outcomes
Improved workforce
productivity
Cost avoidance due to
higher productivity andmore effective use of
partners & contractors
Improved revenue due
to improved customer satisfaction
Reduced risk due to
improved flexibility
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
Increased value from externals
Increased flexibility from
externals
Improved access to newmethods solutions and ideas
IT director interestIT manager interest CXO/CIO interest
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Contractor rationalisation and partner value enhancement benefits
Skills frameworks &
career paths(MOTIVATE &
DEVELOP)
Workforce sourcing
strategy & capacityplanning (STRATEGY
& PLAN)
Contractor rationalisation &
partner value
enhancement
(ATTRACT &
RETAIN)
Improved utilisation,
less downtime
More effective, flexible& cost efficient use of
external resources
Improved access to the
right skills & knowledge
at the right time
More timely
completion of work and
improved
delivery &service quality
outcomes
Improved
workforce
productivity
Cost avoidance
due to higher productivity and
more effective
use of partners& contractors
Improved
revenue due to
improvedcustomer
satisfaction
Reduced risk
due to improved
flexibility
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
Increased value
from externals
Increasedflexibility from
externals
Improved access
to new methods
solutions andideas
IT director interestIT manager interest CXO/CIO interest
Foundationcomponents
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Targeted recruit & retain solution benefits
Skills frameworks &career paths
(MOTIVATE &
DEVELOP)
Workforce sourcingstrategy & capacity
planning (STRATEGY
& PLAN)
Targeted recruit
& retainsolutions
(ATTRACT &
RETAIN)Providing the right
resources for the
right role at the righttime
Fewer resource
shortages
Improved inductionprocess
More timely
completion of work and
improved
delivery &service quality
outcomes
Improved
workforceproductivity
Cost avoidance
due to higher
productivity andmore effective
use of partners
& contractors
Improvedrevenue due to
improved
customer satisfaction
New recruits arebetter matches to
skill needs
Reduced new recruitwastage
Increased retention
of top talent & coreskills
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
IT director interestIT manager interest CXO/CIO interest
Foundationcomponents
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IT director interestIT manager interest CXO/CIO interest
Resource optimisation & real time deployment benefits
Skills frameworks &
career paths(MOTIVATE &
DEVELOP)
Resourceoptimisation and
real time
deployment
(DEPLOY &
MANAGE)
Workforce sourcing
strategy & capacityplanning (STRATEGY
& PLAN)
Providing the rightresources for the
right role at the righttime
Improved utilisation,
less downtime
Matching people to
the role they want todo
Fewer resourceshortages
More timely
completion of
work andimproved
delivery &service quality
outcomes
Improved
motivation andmorale
Improved individual
performance
Improved
workforceproductivity
Cost avoidancedue to higher
productivity and
more effectiveuse of partners
& contractors
Improvedrevenue due to
improved
customer satisfaction
Reduced riskdue to improved
flexibility
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
Foundationcomponents
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Dedicated career manager solution benefits
Skills frameworks &career paths
(MOTIVATE &
DEVELOP)
Dedicated
Career Managers
(MOTIVATE &
DEVELOP)
Workforce sourcing
strategy & capacityplanning (STRATEGY
& PLAN)
Giving priority, time andskills to performancemanagement of
individuals
More effective focus onappropriate personal
development throughfeedback, coaching and
L&D
More timely
completion of
work andimproved
delivery &
service qualityoutcomes
Improvedmotivation and
morale
Improvedindividual
performance
Improved
workforceproductivity
Cost avoidancedue to higher productivity and
more effective
use of partners& contractors
Improved
revenue due toimproved
customer
satisfaction
Reduced risk
due to improvedflexibility
Matching people to therole they want to do
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
IT director interestIT manager interest CXO/CIO interest
Foundationcomponents
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IT director interestIT manager interest CXO/CIO interest
Competency-based practice solution benefits
Replacement of fixed structure toencourage
knowledge
sharing, learning& cross-
fertilisation
Improved cross-
working, less silo
thinking accessthe right
knowledge, morecreativity
More timelycompletion of
work and
improveddelivery &
servicequality
outcomes
Improved
motivation and
morale
Improvedindividual
performance
Improvedworkforce
productivity
Improvedaccess to the
right skills &
knowledge atthe right time
Cost avoidancedue to higher
productivity
and moreeffective use of
partners &contractors
Improved
revenue due toimproved
customer
service &satisfaction
Reduced risk
due toimproved
flexibility
Competency-
based
communities of
practice
(CONNECT &
ENABLE)
Skills frameworks &career paths
(MOTIVATE &
DEVELOP)
Workforce sourcing
strategy & capacity
planning (STRATEGY& PLAN)
Improved sense of belonging,
generating extra
loyalty
Bottom line benefitsSolution components Intermediate benefitsImmediate benefits
Foundationcomponents
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The Project Catalyst Risk/Reward Model
A clear and common understanding of where
benefits could result was used to inform theProject Catalyst risk/reward model. Thiswould only be applicable on a large andcomplex assignment.
The targets for the model are shownopposite. These were applied to both IBMand to the managers within the client toensure a common commitment to success
Critical activities in establishing these targetswere:
- Unambiguous definition of how they wereto be measured
- Clear baseline against whichimprovements were to be counted
IBM’s fees were recovered on a shared risk
and reward basis, with the profit componentof our fees being delivered partly oncompletion and partly 12 months later whenthe improvements were sustained
Measure Improvement
By when
Costs 33%reduction
In 12months
Productivity 50%
increase
In 30
months
Customersatisfaction
50%increase
In 30months
Staff commitmen
t
50%increase
In 30months
Delivery of projectportfolio
Top quartileperformance
In 30months
Servicemanagemen
Top quartileperformanc
In 30months
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IBM Global Business Services
How IBM WFT can
deliver these benefits
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How to use material within this section
Does your client havea solution in mind?
Go to slide 41 toposition the solution
set
Go to slide 42 to workthrough the business
issues
Then go to slide 42 todevelop un-met needs
Then go to slide 41 toposition possible
solutions
Yes No
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Collaborationand Portals
WorkforceManagement
Learning andDevelopment
PerformanceManagement
SetStrategy
&Plan
WFT Solution sets
To deploy & manage
• Time & attendance solutions• Rostering & scheduling
solutions
• Activity & project-based real
time deployment
• Workforce optimisation
(supply & demand balancing)
• Time & labour utilisation
management
• Professional market place
tools
To motivate & develop
• Career management &development, incl leadership
• Performance measurement &
management
• Effective reward &
remuneration
• Skills & Competency
frameworks
• Career paths, top talent &
succession planning
• Learning & development
To connect & enable
• Knowledge & content management
• Competency-based communities of
practice
• Mobility & remote workforces
• Collaboration practice and tools
To attract & retain
• Recruitment, retention & release
solutions
• Flexible working solutions• Sourcing of expertise & capability
(use of offshore & outsourced supply)
• Contractor rationalisation
To set strategy & plan
• Workforce sourcing strategies
• Workforce capacity planning
• Workforce analytics
• Issue-based strategies: eg maturing
workforce, diversity
To transform & sustain
• People & behavioural change
• High performance culture
• Organisation design• Communications and engagement
• Sustainable change
• Viral change and infused change
solutions
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WFT Issues
Competency-based
communities of practice (CONNECT &
ENABLE)
Skills frameworks &
career paths(MOTIVATE &
DEVELOP)
Dedicated Career
Managers (MOTIVATE
& DEVELOP)
Resource optimisation
and real timedeployment (DEPLOY
& MANAGE)
Workforce sourcing
strategy & capacity
planning (STRATEGY& PLAN)
Contractor
rationalisation &
partner valueenhancement
(ATTRACT & RETAIN)
Targeted recruit &retain solutions
(ATTRACT & RETAIN)
Key staff and top talent cannot
be retained
Unable to find the rightresources for the job
Low priority given to
performance management
Internal barriers blockcooperation and reduce
innovation
Low utilisation, high
downtime
Learning & development ofteninappropriate to individual and
job
People work in role they do notwant to do
Frequent & varied
resource shortages
High recruitmentwastage
External resources areinflexible and costly
Weak motivation andlow morale
Deteriorating individualperformance
Inability to access theright skills & knowledge
Recruits not matched to skill
needs
Untimely completion of
work, with poor delivery & service
quality
Low workforce
productivity
High costs due to low
productivity andineffective use of
partners & contractors
Weak revenues due to
poor customer satisfaction
Increased risk due to
inflexibility
CXO problemsSolution components Director problemsManager problems
Poor contractor/partner value
Inflexibility from contractors &
partners
Hard to develop new methods
solutions and ideas
IT director interestIT manager interest CXO/CIO interest
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IBM Global Business Services
References and Examples
of WFT projects
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Norwich Union Life transforms Change and IT functionby leveraging the IBM Practice Model (1 of 4)
The Key ChallengesCosts for IT were higher than the industry norm• Dissatisfaction across the business about the IT functionsability to deliver quality products on time• Help desk and support services were mediocre.• Inefficient processes and working methods meant lowproductivity• Low staff morale
The Solution
IBM Global Business Services Assisted TransformationProgramme (ATP)• Implementation of a new Practice Model including CapacityManagement, Resource Deployment, ProfessionalDevelopment and Practices• Infused IBM practitioners to drive sustainability• Supported by a transformational change approach to deliver sustainable behavioural change
The BenefitsImproved staff morale and productivity through theimplementation of a consistent way to deploy, develop andsupport people. Examples include:• Set up a series of practices / professions• Executed the annual appraisal cycle for all Professionals bythe year end against a forced distribution• Objective setting• Engaged staff in driving new behaviours from the bottom up
Aviva is the world's sixth-largest insurance group and the biggest in
the UK. It is one of the leading providers of life and pensions productsin Europe and has substantial businesses elsewhere around the world.Its main activities are long-term savings, fund management andgeneral insurance. Norwich Union Life is its’ UK subsidiary.
There must be an alternative to Outsourcing
In common with many big organisations, Norwich Union Life (NUL) isformed from a number of predecessor companies. The result was alarge, expensive Change and IT Function, known as BusinessServices, with staff distributed over five separate cities. NUL hadtackled this issue by closing down three locations, off-shoring the
majority of development and reducing headcount. The next obviousaction was to consider outsourcing the remaining organisation, a stepwhich the CEO was reluctant to take as he considered IT to be astrategic differentiator. However, carrying on as before was not anoption, the challenge was “How do we make the remainingorganisation, a high performing organisationdelivering real business benefit?” The Accelerated TransformationProgramme was a radically different approach to the problem and wasone that appealed to NUL.
Leveraging the IBM Practice ModelIBM has a Practice Model which it has developed over a number of years. This model was used as basis for designing the NUL solution.The model explicitly splits management responsibilities. EachProfessional has:• A line manager is known as a Professional Deployment Manager or PDM. PDM’s are professionals who are seconded to the role for twoyears managing up to forty professionals with no additional deliveryresponsibilities
Overview
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Norwich Union Life transforms Change and IT functionby leveraging the IBM Practice Model (2 of 4)
This is a tried and tested model that IBM uses worldwide to managemany thousands of professionals.
Implementing Change
NUL selected IBM Global Business Services as its development andimplementation partner to help transform its’ IT people, organization
and processes. NUL challenged IBM to do this in a manner that left theorganisation able to deliver during the transformation and sustain thechanges afterwards. The result was a new Practice Model adoptedfrom the IBM one. This new model included:• A new organisation model which introduce the concept of fluid andstatic roles• An Operations Function that manages and deploys all Professionalsacross the function in a common consistent manner.•The Operations function has a number of component teams including:
• Professional Deployment Managers• Resource Deployment Managers• Capacity Managers• Practice Owners and Leaders
• New processes for managing, deploying, appraising and rewarding,and communicating with Professionals in a consistent way.
Organisational redesign was a key enabler
One of the key enablers of the change was the organisationalredesign. The redesign stripped away people ownership from theDirectors, created shared resource pools and reshaped a siloorganisation into a customer facing one. However, announcing the
organisation is the easy step, getting the desired behavioursembedded and working is another level of challenge.
The second time is always easier
The unique aspect of the Accelerated Transformation Programme(ATP) was the use of “Infused Resources”. The IBM team consisted of IBM Consultants and Technical Specialists supplemented withOperational Specialists seconded from IBM. These OperationalSpecialists, known as infused resources, leveraged their expertise notonly to design and implement the solution but to embed the change,
• A Resource Deployment Manager or RDM. The RDM is also aprofessional seconded to the role and their primary purpose is toensure that resources can be moved across the organisation to fulfil
resource requests. RDMs typically deploy about a hundredProfessionals• A Task Manager. The Task Manager directs and manages theprofessional on delivery activities. For project based staff this isnormally a project manager • A Practice Leader. All Professionals belong to a Practice (sometimesknown as a Profession) and this is the community of people withsimilar skills, capabilities and interests. Examples would be ProjectManagement, Architects etc.
IBM Practice Model
PDM
PracticeLeader
RDM
Task Manager (TM)
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Norwich Union Life transforms Change and IT functionby leveraging the IBM Practice Model (3 of 4)
Measure Improvement By when
Costs 33% reduction In 12 months
Productivity 50% increase In 30 months
Customersatisfaction
50% increase In 30 months
Staff commitment 50% increase In 30 months
Delivery of projectportfolio
Top quartileperformance
In 30 months
Servicemanagement
Top quartileperformance
In 30 months
All improvements to be sustainable over the longer term
Eighteen months into the Programme, most of the changes have beenimplemented and the infused resources are gradually handing over their responsibilities to the NUL successors who they have helpeddevelop and train.
Interest in the approach from elsewhere within the Aviva Group is highand IBM has been engaged to help develop similar solutions.
coaching and supporting the NUL teams. Infused resources rolemodelled the desired behaviours on a day-to-day basis so that peoplewere able to “see what we mean” not just hear what was expected
from them. This type of “apprenticeship approach” is critical inaccelerating change and making it stick because it helps individualscross the “theory to practice” gap. It brings to life on a moment tomoment basis the real transformation.The Infused Resources brought their professionalism, enthusiasm andpassion to the project. Having “been there and done it” before, theywere committed to developing the best possible solution for NULmaking sure that NUL avoided the pitfalls and issues they haddiscovered undertaking similar exercises for IBM.
“Magic Carpet” drives consistent change
Many transformations are unwittingly undermined by an inconsistentapproach to change. Within IBM we have developed a holisticapproach to change known as the “flying carpet”. It is an easy to usetool which helps project teams ensure that behaviours are embeddedinto the new organisation.
Behavioural change is one of the hardest things
In addition to specific behavioural programmes,
Implementation: Levers of be
Change needs to be sustainable
The third aspect of the programme that was different was therequirement for the change to be embedded into business as usual.Commercial arrangements gave focus to this aspect. NUL and IBMLeadership shared a joint scorecard with part of IBMs’ Revenue beingtied to sustainable change.
Business Services Improvement Targets
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Norwich Union Life transforms Change and IT functionby leveraging the IBM Practice Model (4 of 4)
For more informationAlan Hewitt
+44-20-7202-3508
Brian Phipps
+44-115-945-4219
Stephen P Buckley+44-161-9265371
IBM UK Ltd
Southbank
London
ibm.com/uk
© Copyright IBM Corporation 2006.All Rights Reserved.
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IBM Global Business Services
Wh th it i IT th b i f ti t tl f
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Customer Satisfaction
Employee Satisfaction &
Engagement
Increased Revenue /
Customer Retention
Cost Optimization and
Sustainability
Performance Indicator Outcome Reference
Increase average customer satisfaction from 51% to 75% within 2 years
Increase average employeesatisfaction from 48% to 60% within 12 months
At least a 1% retentionimprovement within 12 months
Achieve people operating costsavings of approximately 1%
ANZ, Westpac, Tesco,Home Depot
ANZ, Euroclear
Wells Fargo, Sears
Wells Fargo cut operatingcosts by $US20m since
implementation in 2000Marks and Spencer
Indicative Benefit
First contact resolutionShorter queues Linkage: staff satisfaction
Roster flexibilityWFM transparencyCorrect staff levels
Roster self service
Linkage: customer satisfaction
First contact resolution(better skill availability)
Labor requirementsplanning effectiveness
Frequency of roster buildCloser matching staff and
skill-sets to customer requirements
Real-time adherence
IBM BCS Research: Retail and Retail Banking
Whether it is IT or another business function, we constantly focus
on driving real value into our clients workforce operations
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IBM Global Business Services
Assessing the scale of opportunity:
WFT maturity models
Two maturity models to be used either inclient discussion or as part of an initial
assignment
IBM Global Business Services
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Applications Tools &
Infrastructure
Multiple tools &
Complex Architectures
Group
Standardisation
Disparate, high legacycontent, duplication,high maintenancecosts, growing portfolio
Maintenance
segmented servicelevels
Strategic architectureview
Layered architectureand consolidationroadmaps
Low cost of
ownership, fast andaffordable cost of change, strategicapplications
Standardisation
& Processes
Internally focused
Client and strategic
focused
No delivery processor managementsystem. Heroessucceed others fail
Processes defined
but adoption poor.
Consistent adoptionof delivery andmanagementprocesses.
Iteratively improvingprocesses throughexecution andlearning. Change
control.
Standardised andshortened lifecycles
Local, specific
Standardised and
optimised
Business Alignment
& Demand Mgt
Inconsistent, local
IT functions
Common IT
communities
Inflexible sourcing
Flexible sourcing
In-country, in-housedevelopment
Early tactical level
of offshoringUnderstandingstrategic model for flexible sourcing(onshore/offshore)
Implementation of strategic sourcingmodel
Dynamic sourcing
of work based ondemand
Entirely internallyfocused –reactive cost-centre mentality
Established
service levelagreements
Portfolioprioritisation andpipelinemanagement
Value basedproactiveservice
Partnershipbasedrelationshipmanagement
No practice areasor common career developmentpaths
Professional ITcareer paths
Commoncommunities of practice e.g. Test
Professions andskills focussed ondriving businessbenefit
PerformanceManagement
Commercialculture
Current
Target
Sourcing People
Assessing an Application Development organisationPlace the white & red circles to indicate your current and target position
C C C CC
T T T T T
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IBM Global Business Services
Next Steps
IBM Global Business Services
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Full scale assignment
-
Engagement Model
Initial assignment
-
Health Check
Open & qualify
the sale
-
Sales Pack
What we can do next to assess client issues and resolve them
Initially
engaging
with the
client
Establishing our
credibility
and defining
the client’s
problem
Delivering abeneficial
and
sustainable
solution
IBM Global Business Services
Our “IT Health check” approach is designed to quickly pin point high priority
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Our “IT Health-check” approach is designed to quickly pin-point high priority
IT workforce management challenges and recommended interventions.
KeyActivities
Workstep
• Prepare and run focus groupsand interviews; synthesizeoutputs
• Research and collate ITworkforce industry practicesand benchmarks
• Review existing processes,career frameworks, tools,documentation and metrics
• Understand Group HR contextand vision
• Synthesize key findings
• Assess findings and perform gapanalysis against peers / goodpractice / industry benchmarksand frameworks
• Identify and prioritise high valueopportunities
• Develop high levelrecommendations
• Review and refine findings withkey stakeholders
• Identify quick wins, mediumterm and longer terminitiatives, and key
dependencies• Prepare a high level
description of each initiativeand key outcomes
• Provide final report for discussion and agreementmoving forward
KeyDeliverables
Key Hypotheses& Workplan
Summary of KeyFindings &
LeadingPractices
ImplementationAgenda
Develop
Implementation
Schedule
Develop
Recommendations
Diagnostics &
Data CollectionMobilization
• Assemble team
• Identify key stakeholders
• Develop workplan• Identify key hypotheses
and focus areas
• Identify interviewees andschedule interviews
• Identify, plan andschedule focus groups
• Identify and tailor assessment techniquesand frameworks
• Develop ghost pack for final report
Gap Analysis &High Level
Recommendations
Diagnostic Approach
IBM Global Business Services
For a full scale WFT assignment:
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For a full scale WFT assignment:
IBM’s Project/IT Workforce high level engagement model – on a page
Phase E. Supply side (motivate & develop; connect & enable)• Define nature of flexible workforce, obtain details, generate supply forecasts• Design career management and HR processes, tools, metrics & roles, & recruit
• Define & establish communities of practice and skills frameworks & assessworkforce
Phase D. Demand side (deploy & manage)• Define nature of tasks, obtain details, generate demand forecasts• Design resource, capacity and financial processes, tools, metrics & roles, & recruit• Design changes to task management processes, tools, metrics & roles, & introduce
Phase F. Supply-demand matching (strategy & plan; attract & retain)• Design approach, build and operate sourcing strategy, capacity plan, optimisationprocess and real-time deployment• Support implementation of consequent activities:
• Recruit, retain or release types of workforce• Contractor rationalisation programme• Offshore/outsource value improvement
Phase G. Behavioural change (transform & sustain)• Magic carpet, viral networks, infused resources, etc
Phase C. Organisation design (transform & sustain):• Refine and implement project based organisation options
SolutionIntegra
tion
Solutio
nIntegra
tion
Phase B. High level
solution design •Define performanceobjectives / businessbenefits: utilisation,productivity, customer sat, staff sat, quality,timeliness, etc• Generate high leveloptions to meetcorporate workforcedemand and selectpreferred design withtop team•Determine gaps withcurrent state & prioritiseactions to fill
Phase A. Situation/
Problem Identification
• Starting point: Clientconcerns & IBM view of generic pain points,hypotheses, leading to• Determine/Validatecorporate strategy re role of BU & workforce demand
• Assess features of BU &workforce supply• Compare with externalbenchmarks• Assess constraints &enablers, change historyand the case for change
Phase H. Transition Management (transform & sustain).• Stakeholder management,• Communications and engagement,• Skills transfer,• Project team building• Benefits realisation
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IBM Global Business Services
Part III: Reference materials
Available separately
IBM Global Business Services
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Reference materials (available separately)
WFT diagnostic (needs updating to be consistent with the new WFT wheel)
IT Health check: phase 0 method
WFT Engagement Model
WFT ISVs
Citations
Sample Citations(full list overleaf)
Norwich Union Life
Amadeus
ISBAN
SAP Nordic
IBM Application Services
IBM Global Business Services
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Our workforce transformation heritage – page 1
Develop & Connect
• Norwich Union Life• IBM ASD• NMBS/SNCB (Belgium)• Alcatel Bell• Delta Airlines• H3G• Bayer Euroservices• ISBAN• Pfizer Italia• American Express• Flemish Community AROHM• Corporation Backus• Big Postal Company (Italy)• Pharmaceutical company (Nordics)
• Exito Cadenalco• Hydro One• Norwegian Armed Forces• International Telco (Europe)• GSK Biologicals• City of Antwerp
Develop & Transform & Sustain
• Amadeus (Spain)• NATO HQ• Euroclear Group• Agrati Group• H3G• Interbrew• Regional Office Environmental
Protection (Italy)• LSG Sky Chefs• Treasury Board Secretariat (Canada)• Autogerma• Persian Gulf Telco• Gruppo MEDIOLANUH• International Tea Company (Middle
East)• Hoffman-La Roche• TPG• International Supermarket Chain
(Middle East)• DRASS et DDASS de Picardie
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Our workforce transformation heritage – page 2
Deploy
• Norwich Union Life• IBM ASD• Human Resources Development Centre
(HRDC)• Johnson & Johnson• Local municipality (Middle East)• Amadeus (Italy)
• La Poste (France)• Global Technology Company (USA)• Dexia Bank• Westpac Banking Corp• Quantas Airways• Euroclear Bank
Connect & Transform & Sustain
• Norwich Union Life• Child Support Agency (UK)• Insurance Company (Nordics)• RAI• Jolly Hotel
Auto Company
Transform & Sustain
• Bristol Myers Squibb• Global Insurance Company (Middle East)• Delta Airlines• International Paper• Major Entertainment Company (USA)• Public Health Provider (Nordics)• Electrical & Telecom Network Provider
(Nordics)• Persian Gulf Telco• Canada Customs & Revenue Agency• Child Support Agency (UK)• NASA• Pension Service (UK)• Royal Dutch Shell• Texaco
• Cable & Wireless• Mitsubishi Corporation• SAP Nordic• UK MOD• Johnson & Johnson• Telstra