workshop atos: breng employability in kaart door tjerk jansen
DESCRIPTION
TRANSCRIPT
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Official sponsors:
Kennispartner:
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Breng employability in kaart
Tjerk Jansen
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• Atos is an international IT services company• Focus on business technology that powers progress and
helps organizations to create their firm of the future• Worldwide IT Partner for the Olympic Games • Quoted on the Paris Eurolist Market
• Annual revenues of € 8,5 billion• 74,000 business technologists worldwide in 48 countries• Headquarters in Paris, France• Atos was established on July 1st 2011, following the
successful integration of Atos Origin and Siemens IT Solutions and Services
Introducing Atos
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Pan-european company with east & west trends
Atos # headcount
10,014
7,162
9,640
Benelux
Central & Eastern Europe
France
North & South West Europe
North America
UK/Ireland
Germany
Latin America
Asia PacificIberia
India, Middle East and Africa
8,027
Total headcount: 76,000Of which 25% is outside of Europe
2,783
1,729
3,1035,376
10,741
4,666
3,906
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From critical IT to business support
Syste
ms
Inte
gra
tion
Tra
nsa
ctio
nal
Serv
ices
Consu
ltin
g &
Tech
nolo
gy S
erv
ices
Transforming IT infrastructure and business operationsrevenues
Delivering seamless business systems
Transforming business through
innovation leveraging
Information Technologies
Advancing business strategy through
innovative processing solutions
Manag
ed
Serv
ices
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From industry expertise to business value
NL 22% NL 28% NL 24% NL 9% NL 17%
Financial Services
Manufacturing, Retail & Services
Energy & Utilities
Telecom,Media &
Technology
Public Sector, Healthcare & Transport
Corp. 27% Corp. 13%Corp. 33% Corp. 7%Corp. 20%
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London 2012 Olympic gamesSuccessful delivery
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• Very competitive, dynamic IT market is becoming more and more global – Rapid technology changes
• Mobility & Internet of Things• Collaborative Enterprise Social Networks• Virtualisation• Cloud Computing• Big Data
– Direct impact on employment in NL• New job areas• Employment changes in secondment market (rise of self-employed staff)• Outdated and/or less requested job areas• Continious offshoring
Need for (strategic) workforce planningContext
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Introduction of Workforce Managementenabling workforce planning & employability
Workforce Management ensures that Atos always
•has the right number of people
•with the right skills available
•at the right location
•at the right cost
•to do chosen business with our clients
•while avoiding over- and undercapacitySkill and Competency
CatalogProject & Tasks
Operational PlanningCV Template
Structured CV & Metadata
Skill ResourceProfile
Resource AssignmentOperational Staffing
CV ManagementUp To Date Maintenance
Skill MatchingResource Request
Resource AvailabilityResource Request
CV Text SearchResource Request
TrainingUpskilling
andDevelopment .
Plan
Workforce OptimizationSubcontractor management
Hiring & Mobility Planning
Restructuringand
outsourcingPlan
StrategicHR & Business
Planning
Utilization MonitoringCapacity Planning
InternalResource
ExternalSubCo
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Workforce Management PlanningKey elements for Atos
Skill and CompetencyCatalog
Project & TasksOperational Planning
CV TemplateStructured CV & Metadata
Skill ResourceProfile
Resource AssignmentOperational Staffing
CV ManagementUp To Date Maintenance
Skill MatchingResource Request
Resource AvailabilityResource Request
CV Text SearchResource Request
TrainingUpskilling
andDevelopment .
Plan
Workforce OptimizationSubcontractor management
Hiring & Mobility Planning
Restructuringand
outsourcingPlan
StrategicHR & Business
Planning
Utilization MonitoringCapacity Planning
InternalResource
ExternalSubCo
Strategic Workforce Strategic Workforce PlanningPlanning
Tactical Workforce Tactical Workforce PlanningPlanning
Operational Operational StaffingStaffing
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Strategic/Tactical Workforce PlanningMethodology
Preparations External & InternalDevelopments
Analysis required
future workforce
Analysis present
workforce
Gapanalysis
Strategic&
Tactical Workforce
Plan
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Preparations
• Commitment Senior Management is key• Determine disciplines to be involved (functional areas)• Appoint Project Manager• Write projectplan with concrete deliverables• Always start from a pilot perspective• Use at least two planning scenario’s • Use common language• Make use of existing data where possible• Try to stay away from too much details• Don’t expect ‘first time right’ • Manage expectations: benefits will only become apparent over time
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External & internal developments
13
• Discuss and determine impact of external & internal developments on your organisation– Make use of internal intelligence
– portfolio/business development/sales/HR/Finance
– Make use of available external market intelligence – for IT: Gartner and/or Forrester
– Make use of scenario planning– Validation of output by senior management
• Results of scenario planning and its impact on the present portfolio and workforce should be integrated in a workable way– Technology Adoption Cycle (for IT industry)– Job Key Areas
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Analysis Required future Workforce quality forecasting
Application Developer Apps Application Developer Java Application Developer Cobol
Technology Adoption Cycle
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Analysis Required future Workforcequantity forecasting
Job Key Area (1st level) Sub Area (2nd level) Sub Area (3rd level) Actual 6 mnths > 1-1,5 yrGEO 5 10 10BI 10 5 5IBM 10 10 10Microsoft Sharepoint 15 15 20
Dot.net 15 10 10Biztalk 5 5 5
Application Developer SQL Server 10 10 10Oracle 15 15 10ERP 25 20 15Java 7 6 5ECM 10 5 5Mobile Apps 20 25 30Cobol 44 35 29
Job Key Area planning
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Analysis Present Workforce starting point
Review your workforce at employee level on following main characteristics1. Employee’s Portfolio alignment
2. Employee’s current performance
3. Employee’s expected future performance
Job Key Area (1st level) Sub Area (2nd level) Sub Area (3rd level) Actual 6 mnths > 1-1,5 yrGEO 5 10 10BI 10 5 5IBM 10 10 10Microsoft Sharepoint 15 15 20
Dot.net 15 10 10Biztalk 5 5 5
Application Developer SQL Server 10 10 10Oracle 15 15 10ERP 25 20 15Java 7 6 5ECM 10 5 5Mobile Apps 20 25 30Cobol 44 35 29
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Analysis present Workforceintroduction employability scan
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Employability Scan outcome Gap analysis
GreenPortfolio
+10
OrangePortfolio -2
Red Portfolio
-15
Application Developer
Apps
Application Developer
Java
ApplicationDeveloper
Cobol
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Strategic/Tactical Workforce Planbridging the gap
• Integrated Workforce Plan on employability
– Pro-actively planned internal transfers
– Relevant ‘future proof’ re- and upskilling programs
– Recruitment only for ‘future proof’ job (key) areas
– Strict attention to Performance management
– Transparent Interim/Subco Management
• Workforce plan is input for– employee (development) targets (yearly HR cycle)– management (bonus) scorecard targets
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Lessons Learned
• Commitment– Involvement of senior management is key
• Mind your scope – Always start from a pilot perspective– Stay away from too much details (keep it simple)
• Manage your process– Adequate preparations is key– Use one common language– Rely on existing relevant data when available– Forecasting future market developments and required workforce isn’t easy
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WWW.OVERDI.NL/CONGRES #OVERDI