Bench Management - Research Paper

1. Bench Management
& Rotation
Arunesh Chand Mankotia
Overview
Bench simply means:
Pool of resources rolled off from respective projects because eitherthe
projecthas ended or the resource has beenmoved against under
performance.
Bench Management:
The key is to maintain optimal bench rate, it enables to procure new
business,gets in flexibility to pitch in resources to critical projects with in
the TAT, Employee & organization get balanced time to develop skills &
enhance capability between projects.
Utilization process works around Bench supply plan process,hiring request
assessment,skills assessment,Gap assessment,Training & development,
Resource allocation and bench resource termination/utilization in typical
India IT services sector.
Capacity VS Demand
Balance betweenCapacity & Demand is what an IDEAL benchis, but on
ground organization like IBM, Accenture, TCS,and other key players
struggle to manage bench with percentage ranging between10 to 30 %
anytime around the year with bench duration averaging between 60 days to
180 days and more in some critical cases.
On ground challengestoday resource managers face:
Resourceson bench with following scenarios
(a). The resource lacks capability and is average in skills,
(b). The resource has a niche technology skills with minimal business
demand,
(c). Projects not available in near future,

2. (d). Resource refuses projectwith reasons ranging from
location/technology/Sectorpreferencesto aspectof future projects,level of
skills required, skill mismanagement.
(e). Resources rolled out or not selected onskills and capabilities.
(f). Projectmanagers & clients lacking trust on bench capabilities and
looking for billable resources to be deployed.
(g). Short term projects with no future secondary demand, low hit ratios
from the sales team forecasted demand.
Bench Management best practices!
Sending our weekly utilization statistics to managers does not help to solve
the problem,it requires focused coordinated effort among teams that
manages Supply, Capacity & Utilization side of Sales, Practice, Marketing,
Human Resources and delivery team to come out with action plan on
periodic basis, the approach to this has to be holistic.
Keeping the Bench busy:
(a). Healthy bench can be achieved primarily with a need analysis to
identify micro managed matrix to understand bench capability against
current & future demand creating priorities to aim and develop resources in
accordance to the demand to increase deployment.
- Aligning the bench along with capability & developing tailor made
trainings.
- Developing platform to keep the bench aligned to the resource team &
demand current & future feasibility.
(b). Resources between projects
Can be a part of a good number of developmentprograms minimizing the
non billable hours on bench –

3. -Customized Trainingwith priority need analysis
Trainings as one of the commonindustry measure but at the same time
things to underline are the primary focus should be the approach of
continuous bench development in accordance to the current & future
demand. Feedbacksystem with inputs at all levels & technical aspects from
Stake holders, Sales team & ongoing projects resource reports.
-Stretch project feasibility
Stretch Projects wherein the Postsales/Projectmanagers can be
requested to tag along the resources foradded support may be by reducing
the margins on billable stats or it is an effortto have the bench deployed on
going learning which in case of supporting a live projectis high compared
to classroom training.
-R&D & Innovation capability building
Another trend in the industry is to assign the bench to R&D or the capability
developmentwing within the organization. Supporting the innovation &
support functions.
-Smartportals & dashboards enablingResource Managers with the right
tools
Another trend in the industry is to assign the bench to R&D or the capability
developmentwing within the organization. Supporting the innovation &
support functions.
(c). Refusal management:
-Categorize Bench refusal
If the resource refuses the projecton the basis of Location, Industry or any
other basis which does not fall under technical mismatch or specialsubject
applicable the system should have strong measures which can be, loss of
pay, 15 days to 30 days for deploymentnotice and other measures.

4. -In-depth analysisof bench resourcesprofile
Resourceswith previous history of not being billable because of skill &
capability should be catered to separate category alarming resource
managers to negotiate on past performance basis.
-Structured Approachto build the platform betweenDemand& bench
Balanced approach between the resource manager & resource deployment
process is clearly divided into, (Step 1). Resource managers pitching the
projector you can say selling the projectto bench, (Step 2). Bench
response either the resource highlights his capability and sells his profile to
the projectOR refuses to the projectwherein the resource managers role
comes in to convince him to take up the opportunity otherwise follow the
standing operation procedureslaid down.
-Standing Operatingprocedures insightwith the management
The Resource team should have strict refusal management system with
involvement of management to empowerthe deployability against ill logical
refusals. Proceduresforcurrent & future strategy for refusal system are
primary key to minimize the bench and capitalize on demand.
Out Of the Box thinking
Resource managementis a skill changing with the business, it is the art of
creating profits out of expenditure therefore this function requires flexibility
to change & innovate continuously –
1. Internal Bench Manager
The idea is to have a focusedapproachas the resource team is an
interface between the bench & demand therefore creating a internal
manager interfacing between the Resource & Deploymentteam &
Bench. This role will also be responsibleto educate the bench into
what is their responsibilitybeing non billable these are, Self hunt for
searching roles on internal portals and continuously tracking
deploymentteam, supportin enhancing individual skills, marketing &
branding of self profile to projects.THIS ROLE HAS TO BE TECHNO

5. FUNCTIONAL,it is important to know technology to understand the
bench.
2. Campus Initiative
The idea is to have a focusedapproachas the resource team is an
interface between the bench & demand therefore creating a internal
manager interfacing between the Resource & Deploymentteam &
Bench. This role will also be responsibleto educate the bench into
what is their responsibilitybeing non billable these are, Self hunt for
searching roles on internal portals and continuously tracking
deploymentteam, supportin enhancing individual skills, marketing &
branding of self profile to projects.THIS ROLE HAS TO BE TECHNO
FUNCTIONAL,it is important to know technology to understand the
bench
3. Inter exchange of internalbench knowledge.
Selling your bench - Strong reports on individual capability matrix
which should be integrated and pitched to the current managers to
create roles, to powering sales team with bench capability to pitch in
new business. Also creating reports and positive inflow of information
to create a feeling of trust from project managers & stakeholder’s
point of view in the bench. Coordinating trainings within the bench
between resource on relevant issues & skills to develop strong
platform, this also includes creating reports & case studies which can
be excellent bench utilization to acquire knowledge for current &
future capability.
4. Sellingyour bench
Selling your bench - Strong reports on individual capability matrix
which should be integrated and pitched to the current managers to
create roles, to powering sales team with bench capability to pitch in
new business. Also creating reports and positive inflow of information
to create a feeling of trust from project managers & stake holder’s
point of view in the bench.

6. 5. Developing Resource ManagementTeam Capability
- Having an integrated team managing the entire Resource & staffing
functions with separate focus on internal bench management and
future demand deployability matrix.
- Developing a quick reaction team to address contingencyto be met
from both demand or supply issues,the idea is to have a team of
managers ready and equipped to handle contingencywhile the
routine matters are handled in normal cycle.
Having inflow of market reports on future demand to be precisely
tracked by the RM team with understanding on current & future of
technology from availability side can make a manager ready and with
a strategy to tackle future issues.
6. Develop Strategyalongwith Hiring team
- Hire right! Is a basic need of any organization if Resource team
Should take a step ahead and work on the role & resource
Descriptionwhile hiring out of bench, hiring resources with more kills
& capability will empowerthe bench selling ability. Advice the hiring
Team to be precise & not offerany thing which can becomean issue
In expectationmanagement while they are on bench.
7. The Bench Blog
- The idea is to develop an internal blog where in the bench can
highlight themselves with their experiences, understanding on
technology, new trends, posting issues & solutions both. Basically
building a bridge between the bench & prospects also keeping the
moral of the bench high and at the same time upgrading them on
what's happening around
Lastly Bench Management is a processof maintaining balance therefore
number crunching skills, adaptation, Client servicing & sales along with a
technical understanding of demand can help any team achieve its best
Standards.

7. Rotation
the days of Technology professionals spending decades at a company and receiving a gold watch
in gratitude are long gone.
Rotation is basically employees moved betweentwo or more jobs in a
planned manner. The objective is to expose the employeesto different
experiences and wider variety of skills to enhance job satisfaction and to
cross-train them.
Approach
Innovation embraces a promising new retention strategy, employee
rotation.Instead of locking professionals into a single sectorcategorywith
a specific careertrajectory, need of the hour is movement through a variety
of projects within departments or teams.
So where to start?
-Recognize that employee rotation programs should be implemented with
careful consideration.
-Establish clear guidelines -
Employees knowwhat the rotation will entail and managers have a set of
bestpractices. Otherwise, the rotation will fall apart as employeeswander
from job to job without clear guidance or oversight, programs can often be
What Works! What Does not work!
---> Job rotation policy is planned to stretch and challenge
employees and broaden their understanding and exposure
to different business process.
---> It promotes cross functional expertise and experience.
---> Potent weapon to fight both attrition and monotony of
work. Higher levels of organizational commitment and helps
create a more satisfied and motivated.
---> Effective mechanism for succession planning.
---> Rotation requires the organization to invest money, time, and
running orientation programs to facilitate the process.
---> Job rotation can aggravate the problem of attrition in IT servic
Enhanced market value.
---> Low productivity in the early days of rotation.
---> Sensitive projects & at times clients/project managers are rel
the stagnant structure because risks our high.

8. costly in terms of time spent training workers for their new jobs,she says,
but the benefits can far outweigh the expense.
-You have a valued employee whose skills have grown beyond current
duties and, yet, a promotion isn't an option. In any organization flat or
hierarchical, the opportunities to move up the ladder get smaller the higher
up you go.
-Whether an employee wants to be promoted ornot, job rotation improves
their skills and gives them a broaderunderstanding of the inner workings of
a company.
-If employeesdon'tfeellike they're growing, they'll head for the exits, "If it
ain't broke, don't fix it" and are happy to have employees do what they've
shown they can do best.
-Employee with interest in trying out new roles & sectors within off/on
bench, work with them to create a job rotation plan or test phase simply it
could be the differencebetweenlosing a stellar employee and helping them
find a new passion that, in the end, bolsters your bottom line.
Case Studies macrO submissioN
Case Study Submission-I
Resource manager in company X, pitching ON/OFF bench resources to
demand in a singular channel, therefore utilizing 100% deployment.
Case Study Submission-II
Cost on training & other between bench activities minimized as rotation
takes on higher bench numbers.
Case Study Submission-III
Rotation between Key projects/clients interms of higher resource
productivity is effective on ground, what it requires is a techno-financial
analysis.
Case Study Submission-IV
Developing Risk through new born caretakers can be only tackled with
strong orientation, Training & calculative productive strategy.

9. Case Study Submission-V
Building the bottom,minimizing attrition and all other forms of targeted
uncertainty with multi skilled bench to have across, Bonding/Knowledge &
Implementationcapability is future of resource & staffing services.
Conclusion
“The bench strength at our company is deep,and we have skilled talented
professionals who are ready to take on new opportunities and challenges.
The key is to continue to fill open positions from within, and we should have
announcements about additional promotions and new assignments shortly.
In the meantime, I'm confidentthat the business will continue to run
smoothly.”
(I dream bench management)
"I can't think of a single industry that wouldn't benefitfrom job rotation,"
(I dream RightRotation)
Pleaserevertfor any informationrequired at aarunesh@gmail.com
Thank You & Regards