Talent Management Preswith Ptc5 15 08

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© 2007 The Institute for Global Work (IGW), The concepts and methodologies contained herein are proprietary to The Institute for Global

Work. Duplication, reproduction or disclosure of information in this document without the express written permission of IGW is prohibited.

Global Talent Management: New Challenges and OpportunitiesMay 15, 2008

2April 13, 2023The Launch at Boston University

Talent Management-Always CriticalTalent Management-Always Critical

• Recruit, Retain, Develop the right

people with the right skills to

deliver the right products and

services

• Match Talent to business need:

Gap versus Glut Challenge

• Growth requires talent

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What is different about Global Talent Management?What is different about Global Talent Management?

• Access to global markets for

talent is now possible and

desirable from a cost and

availability perspective.

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What is global work?What is global work?

• More than off-shoring routine jobs

• <Structured -- Semi-structured -- Unstructured>

• The New Geography of Work

• How to design work?

• When to go captive versus third-party?

• Where to locate?

• How to coordinate and synchronize work?

• Scope extends beyond IT and BPO sectors

• Nearly every sector is globalized--although the scope and impact may be different

• Unleashing potential of Global Talent

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Changing Nature of Work and Its locationChanging Nature of Work and Its location

• Three categories of work:

• Transformational – from raw materials to products

• Transactional – structured/codified

• Tacit – requiring judgment, growing 3x faster than other categories

• McKinsey study – cited in Economist Oct 2006

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The Challenge The Challenge

•Offshoring began with highly structured work that could be handed off fairly easily. 24-hour work cycle made possible by pervasive connectivity

•Semi-structured and Unstructured work requires more careful synchronization and collaboration in a virtual environment…with cultural and time zone differences

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What are different ways of classifying task collaboration?What are different ways of classifying task collaboration?

• Individual Performance

• Reciprocal

• Interdependent

• ….How do different types of work affect the

choice of technology, process, de-

construction of task

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Global Talent Management is about deconstructing work…and putting it back together again….Global Talent Management is about deconstructing work…and putting it back together again….

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Example Case: PTC Solutions CentersExample Case: PTC Solutions Centers

• PTC sells software products that support 3-dimensional design: Pro-Engineer and

Windchill that helps manage documents related to the product

• The Windchill product is a web based software product that supports the

document management process associated with complex product development

and implementation. While PTC is primarily a product company selling software,

an increasing amount of revenue (currently 25%) is now derived from the

services support activities associated with the sale and implementation of the

product within client sites.

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Current Support ServicesCurrent Support Services

• 65% of support service engineers come from the field organization and are used

mostly on-site in various global locations

• 20% of support service engineers are drawn from the company’s centralized

Solution Centers in Poland, India, Pennsylvania and China. Mostly work off site to

support clients

• 15% of support services engineers are subcontractors.

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Example of Talent Management-PTC Solution CentersExample of Talent Management-PTC Solution Centers

•Solution Centers staffing

•5% Principles

•10% Senior consultants

•35% Consultants

•50% Associates

.

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Field OfficesField Offices

•Field Offices staffing

•20% Principles

•40% Senior consultants

•25% Consultants

•15% Associates

.

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The Talent Management Challenge for Services EngineersThe Talent Management Challenge for Services Engineers

• Match the right talent to the job so that customer satisfaction remains high

• Minimize Cost

• Access best available talent pools

• Minimize use of subcontractors

• Avoid gaps and gluts of service professionals

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Rethinking the problemRethinking the problem

• Can we rethink the current offering of the service support work?

• Can it be deconstructed to make better use of solution center resources?

• Can service support be delivered to customers in a different and more cost

effective way with e-learning resources, on-line support?

• Can we identify the specific tasks involved and model them in a workforce

management system using constraint programming to yield better forecasting

capability?

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Design an Experiment #1-Using Supply Chain TheoryDesign an Experiment #1-Using Supply Chain Theory

• Identify the specific tasks required to deliver the consulting support to Windchill

customers

• De-construct the work as currently done and chunk it across lowest cost resources

(within constraints)

• Examine the processes used to synchronize/coordinate the service support

• What have we learned?

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Work can be taken apart…but can it be put back together again?Work can be taken apart…but can it be put back together again?

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Unleashing Talent in a virtual world…ChallengesUnleashing Talent in a virtual world…Challenges

• What are the challenges of synchronizing

collaboration virtually?

• What about the path for Talent

Development and growth?

• What about issues of pay scale, fairness,

promotion?

• How do customers react?

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Design an Experiment #2-Design Learning Objects for customersDesign an Experiment #2-Design Learning Objects for customers

• As in the first example, identify the specific knowledge or learning objects that

must be transferred to customers to make them successful

• Can we design these learning objects into the application of Windchill so as to

provide customers with just in time learning?

• What have we learned?

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What are the challenges of “just in time” learning?What are the challenges of “just in time” learning?

• Can some consulting support be replaced

by on-line learning modules?

• How much can be replaced without

impairing customer satisfaction?

• Can customer satisfaction be improved?

• Are there other methods of delivery and

support we should be testing?

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Global work is more than call centers and cost arbitrageGlobal work is more than call centers and cost arbitrage

• We have just seen the tip of the iceberg when it comes to global work...

• It’s more than locating (and relocating) call centers to low-cost areas.

• It’s more than looking for cost-arbitrage.

It’s about designing next generation work processes that create sustained value.

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Let’s develop ways we can work together in this initiative…

Discussions and Next StepsDiscussions and Next Steps