Talent Management Preswith Ptc5 15 08
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Talent Management Preswith Ptc5 15 08 Presentation Transcript

  • 1. Global Talent Management: New Challenges and Opportunities May 15, 2008
  • 2. Talent 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
  • 3. What is different about Global Talent Management?
    • Access to global markets for talent is now possible and desirable from a cost and availability perspective.
  • 4. 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
  • 5. Changing 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
  • 6. 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
  • 7. 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
  • 8. Global Talent Management is about deconstructing work…and putting it back together again….
  • 9. Example 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.
  • 10. Current 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.
  • 11. Example of Talent Management-PTC Solution Centers
    • Solution Centers staffing
    • 5% Principles
    • 10% Senior consultants
    • 35% Consultants
    • 50% Associates
    • .
  • 12. Field Offices
    • Field Offices staffing
    • 20% Principles
    • 40% Senior consultants
    • 25% Consultants
    • 15% Associates
    • .
  • 13. The 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
  • 14. Rethinking 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?
  • 15. Design 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?
  • 16. Work can be taken apart…but can it be put back together again?
  • 17. Unleashing 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?
  • 18. Design 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?
  • 19. 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?
  • 20. Global 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.
  • 21.
    • Let’s develop ways we can work together in this initiative…
    Discussions and Next Steps