Workshop Atos: Breng employability in kaart door Tjerk Jansen

Official sponsors:

Kennispartner:

WWW.OVERDI.NL/CONGRES #OVERDI

Breng employability in kaart

Tjerk Jansen



• 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


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


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


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%


London 2012 Olympic gamesSuccessful delivery


• 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impact on employment in NL• New job areas• Employment changes in secondment market (rise of self-employed staff)• Outdated and/or less requested job areas• Continious offshoring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


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


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


Strategic/Tactical Workforce PlanningMethodology

Preparations External & InternalDevelopments

Analysis required

future workforce

Analysis present

workforce

Gapanalysis

Strategic&

Tactical Workforce

Plan


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

12


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


Analysis Required future Workforce quality forecasting

Application Developer Apps Application Developer Java Application Developer Cobol

Technology Adoption Cycle


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


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


Analysis present Workforceintroduction employability scan


Employability Scan outcome Gap analysis

GreenPortfolio

+10

OrangePortfolio -2

Red Portfolio

-15

Application Developer

Apps

Application Developer

Java

ApplicationDeveloper

Cobol


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


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
