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CSC Proprietary and Confidential 1
Building Best In class People Supply Chain Management by
Leveraging Power of Global workforce
CSC Proprietary and Confidential 2
We optimized the Workforce management / Resource management organization using the People Supply Chain approach
BusinessDemand
ResourceSupply
Hiring & Talentplanning
Demandmanagement
2
▪ Tactical Matching and allocation
Talent management
L&D
Strategy and configuration
Enablers
Strategic skills & workforce planning1
A
3
5
Organization & Governance
A Tools, systems & capabilities
B6
Change management
D
B
Sourcing1. Campus2. Laterals3. Executives4. Sub-contractors5. Landed ResourcesEmployee capacity
4A
B
A
Supply management
Demand-Supply matching
▪ Demand capture▪ Demand validation
▪ Demand forecasting
ABC
CultureB
Workforce optimizationB
▪ Operational & Strategic workforce planning
A
Comp.,benefits,policiesCPerformance mgmtD
People Supply Chain approach
Metrics & Analytics
C
CSC Proprietary and Confidential 3
CSC’s strategy for workforce management stems from the company’s aim to maximize total shareholder return (TSR)
SOURCE:
Goal: To maximize Total Shareholder Return (TSR)
Workforce management strategy
Workforce optimisation▪ Pyramid rationalization
▪ Bench optimization▪ Improvement of span of control
▪ Right location mix▪ Contractor optimization
▪ Utilization uplift▪ Cost per FTE improvement
Talent management strategy▪ Skills segmentation in
alignment with offerings and career tracks
▪ Active job rotations▪ Talent development through
cross and upskilling▪ Maximized internal fulfillment
Maximize OI Maximize revenue Maximize EPS & NPS
Win large deals Effectively deliver to convert OI to revenues
Optimize costs to deliver better margins
1
Demand Fulfillment▪ Maximized lead time▪ Pipeline forecasting
▪ Skill/capacity gap analysis▪ Minimized backlog
▪ Just-in-time fulfilment▪ Strategic capability sourcing
▪ Landed Resources
CSC Proprietary and Confidential 4
Demand Optimization
SOURCE:
Use case definition
Use case process map / description
▪ Workforce planners in each region vet the incoming demand against a set of rules to ensure the most optimized deployment of the workforce over a medium to long-term time horizon
Key decisions & RACI
Key KPIs / Metrics
▪ Key decisions– Workforce planners vet every
funded demand request against a set of workforce optimization rules to ensure the right resource at the right cost is targeted for a demand
▪ RACI map– R/A – iWFM, C – Delivery,
Funding unit
▪ Internal fulfillment (%)▪ On-time fulfillment (%)▪ Cost per FTE (USD)▪ Pyramid (LPI %)▪ Landed resources (% of on-site
FTE)▪ LCC (%)
Net new demand or attrition backfill
Billable demand
Non-billable demand
T&M Managed service or FP Corporate-funded
Business-funded
Improve OI for attrition demand by filling at
lower level than incumbent
Prefer landed resources or sub-contractors to fill
onshore demand Monitor DCM
Limited scope to optimize pyramid
Productivity improvement
through absorption of work by current
staff Target landed
resources Lower level resource
New Grads Automation potential
Obtain approval from funding unit
3A
Target lower cost locations (HLLs, GDC, RDC)
CSC Proprietary and Confidential 5
Landed resources & mobility
SOURCE:
Use case definition
Use case process map / description
▪ Demand requestors / regional workforce planners proactively identify demands that can be fulfilled by a landed resource▪ The onsite/offshore resource managers coordinate with the Global mobility team to fast-track visa and immigration
processes for the resource. Offshore and onsite HR manage off-boarding and on-boarding
Key decisions & RACI
Key KPIs / Metrics
▪ Key decisions– Workforce Planners actively look for
opportunities for landed resource and inform Global mobility / offshore resource managers
– Offshore resource managers and Global mobility managers work to support visa processes and prepare resource for international assignment
▪ RACI map– R – iWFM, A – Delivery, C –
HR/Legal
▪ Landed resources (% of on-site FTE)▪ Fully loaded cost differential between
landed resources and on-site FTEs (USD)
Delivery raises International Assignment
(IA) request in WMA
Approval by delivery/regional heads in WMA for WD position
creation
Onsite/offshore resource mgrs. engage delivery to
release resource
Delivery manager enters demand in GRM
Onsite/offshore resource mgrs.
Identify resource
India FAS team prepares
assignment letter and gives “no dues”
Regional workforce planner identifies a demand to be
fulfilled by a landed resource
Global mobility manager validates
GIA request
Onsite/offshore global mobility manager initiates visa process (if resource
does not have visa)
Resource completes visa and travel formalities
Onsite HR completes on-boarding of landed
resource
3B
Business approves use of IA to fill
demand.
Delivery works with C&B & GM to define
terms and host country salary
CSC Proprietary and Confidential 6
Key KPIs across the iWFM value chain6A
▪ Billable demand gap to revenue targets
▪ Billable demand gap to revenue targets
closure rate
▪ Time to fillInternal fulfillment %
▪ Filled with training %
▪ New hires meeting onboarding target %
▪ Started on time %
▪ Time to bill
▪ Billable utilization %
▪ Productive utilization %
▪ Voluntary attrition %
KPIs
▪ Pipeline demand lead time
▪ Demand accuracy %
▪ Number of pipeline positions
▪ Committed deals in GRM%
▪ Past due demand %
▪ Canceled demand %
▪ Demand lead time
▪ Re-skilable resources on bench
%
▪ Landed resources %
▪ Time to offer to onboarding ration
▪ Past due demand %
▪ Available capacity (Bench %)
▪ Strategic bench %
▪ Cost/FTE
▪ Fully loaded cost
▪ Work location mix
▪ Work location HLL %
▪ Subcontractor %
▪ Subcontractor cost
▪ Revenue by FTE
▪ Revenue realization
▪ Pyramid & LCC %
▪ Job rotation %
▪ Promotions %
▪ Span of control ration
▪ Upskill/cross-skill ratio
▪ Rate card
▪ Employee engagement score
▪ Brand value
▪ Good & bad attrition %
▪ Retention rate of trained talent
▪ Retention rate of critical skill set
What’s tracked
▪ Pipeline managers
▪ Workforce planners
▪ Workforce planners
▪ Resource managers
▪ Recruiting
▪ Recruiting Ops ▪ Resource managers
▪ Optimization team
▪ Optimization team
▪ Talent development
▪ Optimization teamAccount-
ability
Integration: Process, Tools & Automation, Workforce Analytics, Behaviors & Change Management
Workforce effectiveness ratio ($E/$P)
Revenue gap of Demands
Demand to Fulfillment
Fulfillment to Onboarding
Onboarding to Billable
Billable to Productivity
Productivity to Retention
Time to billability Productivity index/Good retention
SOURCE: Client interviews
CSC Proprietary and Confidential 7
Directional Statistics of CSC’s International Assignments
In FY 16:~4,000 globally mobile employees
~2,348 formal assignees and Knowledge Transfers from India in US
41104
231
3261358
828
Global international assignments
Core LTRotational LTShort Term
1070
64
1214India to US Assignments
Rotational LT Short Term
Definition:Core LT : > 12 months mostly VP & Director levelRotational : > 12 months, project based, mostly assignments from IndiaShort Term : 3-12 monthsFixed Term : > 12 months in Asia and Middle EastKnowledge Transfer : up to 90 daysBusiness Travelers and Commuters : Intermittent
CSC Proprietary and Confidential 8
Global Mobility Improvement Program
Global Mobility Improvement launched in Feb’16
Problem Statement:• Lack of understanding of the costs, policies
and processes associated with using IAs. • Usage of IAs not always driven by sound
business reasons & needs• Lack of visibility and understanding of the
global mobility demand• Lack of holistic interdepartmental approach
to international mobility, as well as lack of in-country and regional skills and knowledge
• Lack of governance and tools to monitor and ensure compliance
• Lack of repatriation process (ex Shadow payroll, salary adjustment & assignment after repatriation)
Successful execution of the Global Mobility Improvement Program will help enhance the understanding of the cost and compliance implications of using IAs across CSC through training and education
Cross functional task force to address 4 focus areas Policy & Process Resourcing Cost & Execution Compliance
Identified quick wins vs mid/long term goals
Implemented solutions: Aligned IAs with Demand –
Developed IA process for the WFMA tool. Created & distributed educational materials
Enforced India to US localizations - OGM has established a mechanism to track IAs subject of localization.
Total savings FY to date > $1,500,000 Drafted Fixed term policy to further
manage IA costs Launched an effort to take an inventory of
existing global tax, payroll, and immigration contacts and vendors. Target deliverable is a matrix showing resourcing gaps & providing creative solutions to close these gaps and address inefficiencies
Drafting global processes/policies to standardize process
Evaluating local AMEA initiative to cut short term allowances for India employees as a possible best practice and global implementation
Executive summary FY17 Q1 Status Update
CSC Proprietary and Confidential 9
Profitability per FTE
Revenue per FTE
Cost per FTE
-
Volume byBU and region
Offering Life Cycle mix
Bench size
Span of Control
Contractors role/ Spent
Utilization
Location mix
f
High
OpportunityImpact Time
Rate card
Pyramid Management
f
Landed Resource
Medium
High Long
Medium Medium
High Medium
High Now
High Now
High Now
High Now
High
High Now
Medium
Impacting Revenue and Cost per FTE