More Related Content Similar to Reducing Time-to-Fill for IT Consulting firms (20) Reducing Time-to-Fill for IT Consulting firms1. “ACCOUNT-CENTRIC VIRTUAL BENCH”
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Reducing Time-to-Fill for IT Consulting Firms
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by
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Innovalus Technologies
2. The Contents of this Approach Note are
structured to address the IT Consulting Firms
Serving Key Accounts in US
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3. SHIFT IN THE RECRUITMENT PROCESS : TALENT MINDSHARE CREATION
Traditional Approach
REQ MINDSHARE SOURCE
& SCREEN
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REQ SOURCE
& SCREEN
INTERVIEW &
OFFER ONB
Requisition On-boarding in
Key Accounts
Better Control
Internal Factors
Minimum Control
External Factors
CREATE
INTERVIEW &
OFFER ONB
Requisition On-boarding in
Key Accounts
Better Control
Internal Factors
Minimum Control
External Factors
The Effective Approach
Eliminates last-minute
aborts
4. TIME-TO-FILL
Best-in-Class
Time-to-Fill
0 - 15 days
Minimum Control
External Factors
REQ MINDSHARE SOURCE
& SCREEN
Better Control
Internal Factors
1 - x days 1 - x days 1 - 15 days
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CREATE
INTERVIEW &
OFFER ONB
Requisition On-boarding
Time-to-Fill
x days : indicates the
unpredictable nature
5. WHY “TIME-TO-FILL” IS IMPORTANT
‣ Time-to-Fill is a Critical Success
Factor for an IT Consulting Firm
‣ Time-to-Fill Impacts Revenue and
the ability to compete within a Key
Account
‣ Longer Time-to-Fill results in Lost
Revenue due to Open Positions
‣ Time-to-Fill aids in New Key Account
Acquisition as well
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Key Accounts
IT Consulting Firm
CSAT &
Market Share
Firm’sQoQ Rev
& Margin Growth
Account
Revenue Growth
Account
Time-to-Fill Profitability
6. FACTORS IMPACTING “TIME-TO-FILL”
‣ Demand outstrips supply . Constraints & unreliable H1-B supply has aggravated the situation
‣ Dearth of Talent in Emerging Technologies (Social, Mobility, Analytics & Cloud)
‣ Job Boards have become a great leveler for Talent Search. No differentiation between IT Firms
‣ Sourcing Initiatives are based on confirmed Demand Requisitions and there by Active Talent only
‣ Key Accounts have multi-vendor approach for fulfillment and hence are highly competitive
‣ Low Velocity of Internal Processes post Talent Screening spanning Interviews and Offers.
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7. THE “TIME-TO-FILL” CONTINUUM & TALENT INVENTORY OPTIONS
x days : indicates the
unpredictable nature
REQ REQ REQ
REQ MINDSHARE SOURCE
& SCREEN
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CREATE
INTERVIEW
& OFFER ONB
Driven by
Technology Focus
Physical Bench
Time-to-Fill
Low Cost x Days 0 Days High Cost
Data Store Virtual Bench
Driven by Demand
Intelligence
Driven by
Demand Forecast
Talent Universe
Virtual Bench is essentially a Data-store of Warm-Passive Candidates who are interested in joining the firm.
The Talent pool is structured based on the Demand Intelligence as against Demand Forecast from Accounts.
8. VIRTUAL BENCH : AN OPTIMAL SOLUTION
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Talent Universe Datastore Virtual Bench Physical Bench
Bench Type NA Virtual Virtual Physical
Bench aligned to NA Technology Demand Intelligence Demand Forecast
Cost Low Low Low High
Abort Risk High Med Low Low
Time-to-Fill High Med Low Low
9. IMPLEMENTING VIRTUAL BENCH MANAGEMENT
‣ Warm-Passive Candidate Datastore
of Talent with mindshare to join
‣ Supported by Technology Platforms
‣ Process Platform & Datastore
‣ Candidate Engagement Platform
‣ Talent engagement is crucial for the
Virtual Bench across Cold and Warm
Candidates along with creating the
required mindshare towards the firm
and the Account
Interview & Onboard
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Cold Datastore Warm
Source & Screen
Talent
engagement
Creating
Mindshare
10. TALENT SUPPLY CHAIN : FINE-TUNING THE VIRTUAL BENCH
‣ Just not the partners but also the
Key Accounts that are part of the
Talent Supply Chain
‣ Account Inclusiveness adds
predictability to the Supply Chain
‣ Not just Firms but entire Talent
Supply Chains compete in Key
Accounts. e.g Apple & Microsoft
‣ Talent Supply Chain - A Key
differentiator for IT Consulting Firms
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IT Consulting
Firm # 2
Business
Units
Work-force
Management
Talent
Partner(s) Acquisition
Key Account
Talent
Pool
IT Consulting
Firm # 1
11. MULTIPLE OPTIONS FOR INVENTORY - AND - ONE ACCOUNT ALIGNMENT
Partner(s) Acquisition Key Account Talent
Pool
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Business
Unit
Work-force
Management
Talent
IT Consulting
Firm
Account Level
Virtual Bench
BU Level
Virtual Bench
WFM Level
Virtual Bench
Partner Level
Virtual Bench
Account Centricity
Virtual Bench can be deployed anywhere across the Talent Supply Chain to drive flexibility and economies of scale. The
Critical Success Factor would be to have the inputs for the Virtual Bench aligned to Key Account Demand Intelligence
12. IMPLEMENTING ACCOUNT CENTRICITY
‣ Demand Intelligence from Accounts
drive the Account Centricity process
‣ Includes information on tech road-maps,
program initiatives, talent
analytics
‣ Strong Alignment of the Virtual
Bench with the Account Demand
‣ Demand aggregation/normalization
can happen across the supply chain
as long as Account Centricity exists.
Demand & Supply Intelligence
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Partners IT Consulting Firm Key Accounts
Account Aligned Supply-Chain Processes
13. GLOBAL CAPACITY : INCREASING THE SUPPLY CHAIN VELOCITY
‣ Global Capacity accelerates the
velocity across the Supply Chain
through 24 hour productivity
‣ Complementary capabilities through
in-house operations & partners at
lower cost structures
‣ Ability to expand the partner
ecosystem beyond the traditional
players to include boutique or
specialized partners
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Global Flex Team 24 hr Operations
Higher Productivity Lower Cost of Operations
14. THE GLUE : PROGRAM MANAGEMENT
‣ Program Management covers the
stake-holders across the Talent
Supply Chain and across
geographies
‣ Plays a key role in managing and
balancing Pro-active Supply and Re-active
Demand and aligning to Key
Accounts
‣ Responsible for ensuring the Time-to-
Fill SLAs are met across the Talent
Supply Chain
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PMO
Demand
Normalization
Supply Planning &
Scheduling
Governance - Risk,
Communication,
SLAs
Services configuration -
Tech-Cluster, Program-
Team Completion or
Multi-Geo Scale-up
15. BENCHMARKING IT CONSULTING FIRMS ON TIME-TO-FILL
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Key Functions Setting-Up Operating Optimizing Transforming
Virtual Bench
Account
Centricity
Global Capacity
Program
Management
Headroom to drive
competitiveness
16. MEASURABLE BUSINESS IMPACT
‣ Lower Time-to-Fulfill at Lower Cost
of Operations due to Virtual Bench
‣ Lower Cost-of-Hire due to focus on
Passive Candidates
‣ Given the Account centricity, ability
to compete effectively increases
‣ Synergic effect of Partner utilization
as the entire Supply Chain is aligned
‣ The re-defined perspective can drive
innovative supply chain models
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Key Accounts
IT Consulting Firm
Higher
CSAT &
Market Share
Firm’sQoQ Rev
& Margin Growth
Increased
Account
Revenue Growth
Better
Account
Profitability
Lower
Time-to-Fill
17. INNOVALUS CAN HELP IN
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1 BUILD-OUT
Build-out of Account-centric
Virtual Bench for specific Key
Accounts
2 OPERATE
Operate Account-centric
Virtual Bench for Key
Accounts on a RPO model
3 OPTIMIZE
Optimize the current process
to accommodate Account-centric
Virtual Bench
18. ABOUT INNOVALUS
Chandramouli (ERC), a business leader with 30+years in
the IT industry with robust credentials across Delivery,
Program, Account Management with Specialization in
Enterprise Risk Management and Sourcing / Supply Chain
Management. ERC served as the delivery head for E&U
vertical in Wipro. Under his leadership the business grew to
USD 600+ mn with a team size of 5700+ consultants and
implemented systems for 10x margin improvementHe also
led Enterprise Risk Management unit in Wipro CEO
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Vijay GK a business Leader with 20+ years in the IT & IT-enabled
Services industry with expertise and credentials in
setting up and growing profitable global services
businesses across Healthcare, Life Sciences, Telecom, Media
& Technology Industries. He has held multiple Key
Leadership Positions in leading Global Service Providers. As
a Business Head, he has successfully executed multi-million
dollar IT transformation/Product Engineering Engagements
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SPECIALIZATION IN “ACCOUNT-CENTRICITY”
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SUPPORTING IT CONSULTING FIRMS SINCE 2011
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