The document discusses governance and policies around contingent labor at a company. It provides an operational leadership structure to manage contingent workers on a weekly, monthly, and annual basis. It also outlines policies on maximum tenure lengths, termination processes, and requirements for approving extensions beyond one year. Open issues are identified regarding tracking tenure by hours worked rather than just time period, and ensuring proper reporting visibility of total tenure for workers who rotate between positions.
Reference Guide for Implementing Contingent Workforce Programs in IndiaSameer Srivastava
Having issues with with your MSP and VMS programs? Almost all the Contingent Workforce Management Programs launched in India face a number of issues for the first few months to years. I have addressed a number of those issues in the attached presentation. I would love to hear about your experience. Please feel free to email or call.
Reference Guide for Implementing Contingent Workforce Programs in IndiaSameer Srivastava
Having issues with with your MSP and VMS programs? Almost all the Contingent Workforce Management Programs launched in India face a number of issues for the first few months to years. I have addressed a number of those issues in the attached presentation. I would love to hear about your experience. Please feel free to email or call.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
5 Step Playbook to Designing and Building the Dental Practice of Your DreamsDesign Ergonomics, Inc.
Whether you’re planning your first dental practice straight out of Associateship, or launching your 10th in a growing group empire, designing and building a dental office is an extraordinary process - and at times both challenging and exacting.
This document outlines key steps, highlights dental office design project milestones, and provides significant detail on the development strategies and processes at Design Ergonomics (https://www.desergo.com).
Your dental office will have an enormous impact on your future; it’s where you’ll spend much of your time, determines your financial security, and allows you to bring health and well-being to the community.
Design Ergonomics would be honored to be part of your creation process.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
• A Bachelor in Commerce- Having more than 6 years of experience in managing any F & A Process with proven skills in Team Leading and setting up new processes of Accounts payable (P2P) & Order to Cash (O2C) client satisfaction and relationship building, Process Management, Handling escalations, Data & metrics reporting.
• Working as Consultant – Accounts payable (P2P) & Order to Cash (O2C) in Capgemini India Private Limited since 2013
• Held Position as Junior Officer- Banking & Operations for 1.5 Years from Apr-2012 To Aug-2013 in ICICI Bank Ltd.
• Possesses Strong Analytical, Logical, and Problem Solving & root cause analysis skills, Multi-Tasking abilities, with proven experience in utilizing people and process knowledge to assist Business Leadership Team in making critical decision.
• Hands on experience in Oracle Financial Apps, Microsoft offices, Business Objects and other Financial Reporting tools and technologies.
• Highly motivated team player with excellent Interpersonal & Presentation Skills along with Proven Communication and Organizational Leadership Qualities.
Business process reengineering is a process that entails changing all aspects of business so as to foster improvements.This paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.
Envoy is the no 1 Facility Management Company in Sri Lanka. help their client to Setting Up a Company in Sri Lanka. Click here for more information http://www.envoybpo.com
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
5 Step Playbook to Designing and Building the Dental Practice of Your DreamsDesign Ergonomics, Inc.
Whether you’re planning your first dental practice straight out of Associateship, or launching your 10th in a growing group empire, designing and building a dental office is an extraordinary process - and at times both challenging and exacting.
This document outlines key steps, highlights dental office design project milestones, and provides significant detail on the development strategies and processes at Design Ergonomics (https://www.desergo.com).
Your dental office will have an enormous impact on your future; it’s where you’ll spend much of your time, determines your financial security, and allows you to bring health and well-being to the community.
Design Ergonomics would be honored to be part of your creation process.
Business process monitoring system in supporting information technology gover...journalBEEI
Information technology (IT) is essential in supporting an organization's business sustainability and growth, making it critically dependent on IT. Therefore, a focus on IT governance, consisting of leadership, organizational structure, and process ensuring that IT organization supports and expands the organizational strategies and goals is required. When the business supports the strategic significance of IT investment, the implementation of an IT strategy will lead to the adoption of an IT governance model. It will support and help the description of the benefit roles and responsibilities from IT systems and infrastructure. This paper aims to develop a business process monitoring system to support IT governance in improving user service and measuring organizational performance. The research method was the system development method with the Waterfall model. To measure the performance of the business process, the self-assessment method with performance matrix tools was applied. The study resulted in a business process monitoring system that can enhance the organization’s primary business process in services, supporting the said organization’s performance.
• A Bachelor in Commerce- Having more than 6 years of experience in managing any F & A Process with proven skills in Team Leading and setting up new processes of Accounts payable (P2P) & Order to Cash (O2C) client satisfaction and relationship building, Process Management, Handling escalations, Data & metrics reporting.
• Working as Consultant – Accounts payable (P2P) & Order to Cash (O2C) in Capgemini India Private Limited since 2013
• Held Position as Junior Officer- Banking & Operations for 1.5 Years from Apr-2012 To Aug-2013 in ICICI Bank Ltd.
• Possesses Strong Analytical, Logical, and Problem Solving & root cause analysis skills, Multi-Tasking abilities, with proven experience in utilizing people and process knowledge to assist Business Leadership Team in making critical decision.
• Hands on experience in Oracle Financial Apps, Microsoft offices, Business Objects and other Financial Reporting tools and technologies.
• Highly motivated team player with excellent Interpersonal & Presentation Skills along with Proven Communication and Organizational Leadership Qualities.
Business process reengineering is a process that entails changing all aspects of business so as to foster improvements.This paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.
Envoy is the no 1 Facility Management Company in Sri Lanka. help their client to Setting Up a Company in Sri Lanka. Click here for more information http://www.envoybpo.com
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
GRAND CANYON UNIVERSITY SCENARIO GENERATORModule 4 Scenari.docxwhittemorelucilla
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 4 Scenario: Hiring Plan and Compensation Package Proposal
Type: Family Business
Size: Small Business
Sector: Computer Repair
Funding: Investors/Lenders
Stakeholders:
Employees
Decision makers:
Owners
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: employment law attorney
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1970
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
page 1 / 4
customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide training program. To actively recruit
skilled workers into the organization.
Brief SWOT analysis:
Strengths:
Positive cash flow
Experienced management
Good business reputation
Known for product quality
Weaknesses:
Experienced management approaching retirement
Insufficiently diversified revenue streams
Products and/or services have not been updated for a long time
Too much internal bureaucracy
Opportunities:
Internat ...
Japan & North Asia Focused Accounting, Finance, BPO and HR SolutionsHoward Ichiro Lim
We offer strategic tailored solutions for small-to-medium sized businesses to larger companies handling their total Back Office needs in Finance, Accounting, Tax & Payroll, and HR. Additionally, we provide higher-level strategic consulting in the areas of Finance, M&A, Structured Deals and other areas.
Our niche and core competency is "Asia". Our connections run deep in Japan, Korea, China, Singapore and Hong Kong and we`re able to help our clients in multiple language formats with a keen understanding of the regional requirements of each country.
HR Professional should be able to establish a Market – Competitive Pay structure. No doubt, SMEs and startups cannot compete with more giant corporations when it comes to offering glamorous salary packages and benefits. Make sure you provide a competitive salary and contribute as many benefits to your team as possible, such as health insurance, life insurance, retirement plans, extra.
Webinar - Are You Ready for Compensation Planning Season?PayScale, Inc.
Join Chief People Officer, Lexi Clarke and Senior Director of Product Marketing, Brooke Grimes as they share key insights and tips for ensuring a smooth year end compensation planning process.
How to Score Top Controller Jobs in the GTA and What They PayLannick
View our presentation from CPA Ontario's 2019 Conference for Controllers: How to Score Top Controller Jobs in the GTA and What They Pay.
Learning Outcomes:
- Finance transformation and the evolving role of the Controller
- Hiring trends and in-demand skill sets
- Resume review
- Raising your professional profile and your salary
- Leadership and team building
- Job search 101
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Most of the small, emerging (SME's) organization 's CEO or Business heads have a challenge on "PEOPLE MANAGEMENT."
When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
2. Contingent Labor: Governance Model
OPERATIONAL LEADERSHIP & WEEKLY MANAGEMENT
PROGRAM LEADERSHIP (quarterly)
** Sheila Peters, Executive Sponsor Flavio Esquivias, Finance
Paul Adams, Legal Chris Demuth, GID HR
Gaurav Agarwal, Strategic Sourcing Renee Minnis, Corp HR
Heather Gille, Strategic Staffing, (Team Lead) Mark Brennan, Exec Sponsor Corp IT
Heather Gille, Strategic Staffing
Wendy Patience-O’Brien, Strategic Sourcing
Emily Sullivan, Legal
Kean Foo, Corp IT (SME)
Weekly Management Log & Daily Support
IQ Navigator(Michelle Gates & Maggie Ferrens)
OPERATIONAL LEADERSHIP & MANAGEMENT (monthly)
-Policy questions - Overall Project Management
- Level 1: Maggie Ferrens, IQN - Wendy Patience- O’Brien
- Level 2: Wendy Patinece-O’Brien
-Level 3: Emily Sullivan, Legal
- Website - SME
- Level 1: Wendy Patience-O’Brien - Corp IT: Nina Callahan
- Vendors (new and changes) - GID IT: Kean Foo
- Level 1: Wendy Patience-O’Brien - IQ Navigator
- Maggie Ferrens, Program Director
- Michelle Gates, VP
3. Tenure Transition
3 Jun 4, 2012 Company Confidential
• Step down by end of 2013
• Targets set within each Division to align
with LRP
2010- 2011
• 24 months
• Must retire at 24 months2012
• 2013 Policy
• No exceptions2013
4. Approved Tenure Approach
4
FY2013
Up to 12 month
contract
3 month break or
Transition to FTE
Exceptions only:
1-5%
(approved by legal)
Grandfathers
(2012)
12 month contract
extension
3-6 month or transition
to FT (depending on
situation)
Target xx% of
transition by 2012;
Target yy% by 2013
FY 2013 Up to 24 month contract
with HR, Finance approval
3 month
break or
Transition
to FTE
Exceptions
only;
1-10%
(approved
by legal)
or
Jun 4, 2012 Company Confidential
5. Contingent Labor: Length of Service
Business Needs Risks Reporting
1-12 month contract 13-24 month contract
Type of Work - General Admin
- Non-IT
-IT (project length must be disclosed)
- Other functions: must partner with HR
for approval
Approval Thresholds
(what HR will used to determine if you
qualify for 13-24 month contract)
- None needed -Explanation of complex
training/onboarding (est 3-4 mos)
- Specialized skillset (cannot be easily
found)
- HR Generalist will grant approval
Exit: Transition Plan -9 mos: reminder email to worker/ mgr
-10 mos: worker highlighted to PMO, HR,
Leader, Manager via report
-18 mos: reminder email to worker/ mgr
-20 mos: worker highlighted to PMO, HR,
Leader, Manager via report
Termination - System will term at 12 mos - System will term at 24 mos
Request for change in length of
service
- up to 12 month extension given (1)
change of project scope; (2) exit strategy
defined ***need to define template***
- N/A
Reminder email to
worker and manager
Monthly
email to Leaders
PMO
manages
6. Worker Type Maximums Key Benefits
****
Other PeopleSoft
coding
Part Time*** Indefinite; up to 29 hours
per week or xx% of salary
or as defined by Brand
Employee Discount
401K*
ESPP
Healthcare/sick pay per
SF ordinance
Stock for Directors &above
Counts as headcount (0.5 – 0.75 FTE)
Has clear goals; participates in focal review
No severance eligibility
Eligible for prorated bonus, based on FTE
P/T
Temporary*** Clear start/end dates
For up to 9 months up to
40 hours per week
Employee Discount
401K*
Corp Holidays (exempt only)
Healthcare/sick pay per
SF ordinance
No headcount; not eligible for bonus
No severance eligibility
Use legal approved offer letter
Must establish & honor clear start/end dates
F/T
TEMP
Seasonal*** Up to 90 days (with 30 day
grace) up to 40 hours per
week
Employee Discount
401K*
SF ordinance applies after
90 days
No headcount; not eligible for bonus
No severance eligibility
Pplsft will auto convert to part-time at 90
days; Pplsoft auto-terms after 120 days of
inactivity
TEMP/SSNL
SSNL
Intern**:
Undergraduate
Up to 40 hrs/ week for up
to 24 weeks
Hourly pay
Employee Discount
401K*
No headcount
No severance eligibility
Not eligible for bonus
TEMP/SSNL
SSNL
Intern**:
MBA
Up to 40 hrs/ week for up
to 24 weeks
Salary pay
Employee Discount
Corp Holidays
401K*
No headcount
No severance eligibility
Not eligible for bonus
N/A
Contractor
(W-2)
Up to 12 months or
24 month contract
None None
* 401k eligibility: at least 1000 hours worked and age 21
** Interns must be approaching studies for their final year of school (i.e. entering Senior year or last year of MBA)
*** Recruiting owns the recruitment process (including offer letter, background check, etc)
****All categories do not include medical, dental, vision or life insurance other than the National Health Access Program
April 16, 2012
Company Confidential
Healthcare Reform
could impact this
category
Healthcare Reform
could impact this
category
7. Change Management Business Needs Risks Reporting
Corp IT GID IT Other
Enterprise
Overview
• All ELT members have 1:1 meetings
with
• Nina Callahan (GID IT)
• developing
“what if model”
• Heather Goldman
(photo studio)
• deep dive; open
questions
• Generalists
• Staffing
• Finance
Tenure
• Renee evaluating existing 20 ppl
• Step down schedule
• Approvals only for (1) knowledge
transfer plan and (2) exit plan
• Chris Demuth (HR)
and Lequisha Smith (IT)
• n/a
ChgMgmt
• Target: June • Target: June • Target: June
8. Open Issues
• Tenure Length:
– can this be evaluated by hours worked rather than just
length of service? (i.e. What happens for a contractor
working only 20 hours a week?)
– Does consistence of service play a role? (i.e. photo studio
has people work 3 weeks on; 3 weeks off, repeating the
pattern for 5-6 months… how does this play into tenure?)
• Reporting
– Can IQN provide reporting that shows total length or
service (in time and hours) by worker? (i.e. photostudio
has workers that rotate between brands and managers
don’t have visibility to entire scope of work)
Business Needs Risks Reporting
9. Sourcing: Vendor review
• Focus: Cleaning up house
• GID and IT: increasing Agile demand
• Needs assessment
Business Needs Risks Reporting
Scope: Conduct needs assessment to determine vendor alignment with
business needs
Timeline: Q1- Q2 FY12
Status: Strategic Sourcing to review vendors
IQN Agile Other Vendors
Implementing
scorecard by Feb
•Conduct IQN
Information Sessions
– End of June
GID/IT
Strategic planning
for key vendors
(Nisum, Thoughtworks,
AvenueCode)
• Near shore
development center
Tiered IT suppliers
•Review Non-IT
Suppliers
Added new Event
supplier
•Review Payroll
Supplier
10. Sourcing:
Annual Review of Descriptions & Rates
• Align with business needs and market rates
• Conduct annual review of job descriptions and pay rates
• Benchmarked rates within IQN supplier network
• Align job titles and rates with Gap Inc. pay scales
Business Needs Risks Reporting
Scope: Evaluate job descriptions and pay scales to align with market conditions
Timeline: Q2-FY 12
Status: In Process
11. Sourcing/Legal
Policy and Contract Revisions
• Research employment law?
• Revise policies
• Draft audit clause amendment
• Communicate to suppliers
• Change management
Business Needs Risks Reporting
Scope: Define position on acceptable visa and worker status. Amend contracts to
include audit clause: Q2-FY 12
Status: Exploration/Definition
12. Service Providers
Business Needs Risks Reporting
Approved service provider contracts are defined by project and not by
company:
• Application Services Group (VPR)
• ITP for Asia and Europe (Infosys)
• Stores Development Contract
• Infrastructure (IBM)
• IGP Project (Cap Gemini)
• Mainframe Re-hosting (Infosys)
Done!
13. Immediate Business Need:
Branding and Process Map
Business Needs Risks Reporting
People Process Timeline
Wendy, Heather and Gina
Vigil (CSSC)
Developed new layout of
website
Pending new Gapweb
14. 1099 Employees Business Needs Risks Reporting
Worker actively services
other clients and
spends/will spend less than
50% of his/her work time
servicing Gap Inc.
Worker is automatically
exempt from CW Program
(Appendix A)
Establish as vendor
through CSSC
Worker actively services
other clients and
spends/will spend more
than 50% but less than
100% of his/her work time
servicing Gap Inc.
Worker may be exempt
from CW Program
Contact Gap's Employment
Legal team to assist in
determining whether
worker is exempt from CW
Program
Worker spends all of
his/her work time servicing
Gap Inc.
Worker is not exempt
from CW Program
Worker must be processed
through IQN
CONTINGENT WORKER ADDITIONAL EXEMPTIONS
In addition to the automatic exemptions provided in Appendix A of the Gap Inc. Contingent Worker Policy, the following services may be
considered exempt under certain circumstances:
• Photographers, including editing and duplication
• Videographers, including editing and duplication
• Models/Fit Models
15. Contingent Labor: Length of Service
Business Needs Risks Reporting
1-12 month contract 13-24 month contract
Type of Work - General Admin
- Non-IT
-IT (project length must be disclosed)
- Other functions: must partner with HR
for approval
Approval Thresholds
(what HR will used to determine if you
qualify for 13-24 month contract)
- None needed -Explanation of complex
training/onboarding (est 3-4 mos)
- Specialized skillset (cannot be easily
found)
- HR Generalist will grant approval
Exit: Transition Plan -9 mos: reminder email to worker/ mgr
-10 mos: worker highlighted to PMO, HR,
Leader, Manager via report
-18 mos: reminder email to worker/ mgr
-20 mos: worker highlighted to PMO, HR,
Leader, Manager via report
Termination - System will term at 12 mos - System will term at 24 mos
Request for change in length of
service
- up to 12 month extension given (1)
change of project scope; (2) exit strategy
defined ***need to define template***
- N/A
Reminder email
Months 10/20
email to Leaders
Does
PMO
manage?
16. FAQ
• Can we manage assets by hour vs length of service?
• What happens if I have an onshore contract, transition to offshore… does
the move to offshore qualify for the 90 day break?
• What is someone moves from a staff aug assignment to managed services
and back to staff aug? Do we look at original start date or does managed
services count as their 90 day break?
Business Needs Risks Reporting
17. Prevention
• Leader Accountability
– Corp IT releases reports with ITLT leaders names
• Dashboard to ELT (Michelle and Eva)
– 6 month distribution
– Organizational Priority
• Extensions
– Approved only with exit plan (date and knowledge
transfer)
Business Needs Risks Reporting
Editor's Notes
Policy: 12 months
Finance, HR, & VP can approve a 24 month-long arrangement up front
This group can determine those situations where business need outweighs other factors and there is not a better solve (e.g., headcount or a temporary hire).
Template would be developed to provide consistency and threshold
Legal can provide guidance/training for HR regarding the Legal risks
From there, no exceptions (only 1-10%)
Musts for all:
Contractor Badge
No Gap Inc. events
VM should indicate actual employer not Gap Inc.
Email should either indicate actual employer or have a clear signature block
No external postings unless they are contractor postings (e.g., clearly marked as contractors and listed in the contractor section of Taleo, DICE or Monster)
Tenure violations: highlight GID and IT
Policy: 12 months
Finance, HR, & VP can approve a 24 month-long arrangement up front
This group can determine those situations where business need outweighs other factors and there is not a better solve (e.g., headcount or a temporary hire).
Template would be developed to provide consistency and threshold
Legal can provide guidance/training for HR regarding the Legal risks
From there, no exceptions (only 1-10%)
Musts for all:
Contractor Badge
No Gap Inc. events
VM should indicate actual employer not Gap Inc.
Email should either indicate actual employer or have a clear signature block
No external postings unless they are contractor postings (e.g., clearly marked as contractors and listed in the contractor section of Taleo, DICE or Monster)
Tenure violations: highlight GID and IT