NASSCOM GIC CONCLAVE 2016 BUILDING A TALENT ON DEMAND MODEL TO ACCELERATE BUSINESS IMPACT

Future Readiness of GIC Talent Models

Nasscom GIC Conclave | Hyderabad21-22 April 2016

Eric Simonson, Managing Partner of Research

Proprietary & Confidential. © 2016, Everest Global, Inc. 2

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What are we working for?

?

Career paths?

College degrees?

Employee-employer relationship?


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


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)


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)


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%



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


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


1


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


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


Effectiveness for digital talent

2


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


Topics for discussion

Effectiveness of upskilling/reskilling – successes vs. failures

Differentiated performance metrics for digital talent vs. traditional workforce

Start-ups – opportunities or threats


Want to continue the discussion?

Eric SimonsonManaging Partner

[email protected]: +1-214-451-3030 | M: +1-214-616-8294

www.everestgrp.com | research.everestgrp.com

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NASSCOM GIC CONCLAVE 2016 BUILDING A TALENT ON DEMAND MODEL TO ACCELERATE BUSINESS IMPACT

Technology

Transcript of NASSCOM GIC CONCLAVE 2016 BUILDING A TALENT ON DEMAND MODEL TO ACCELERATE BUSINESS IMPACT