Personeelsplanning
Ido Shikma VP HR Central & Eastern Europe
Š CGI Group Inc. CONFIDENTIAL
SPP: Context vs Content …De huidige economische ontwikkelingen maken nu eenmaal dat het weinig zin heeft om meerjaarplanningen op te stellen. De toekomst is daarvoor te onzeker en de omstandigheden veranderen daarvoor te snel. Zo kijken wij zelf nog naar zes maanden vooruit. Langer heeft geen zin. …“lange termijn” is vandaag de dag voor de meeste bedrijven slechts een kwartaal. Dat is immers ook de tijdspanne. …Dat betekent dat je wel degelijk moet plannen. Niet in de zin van jaren vooruit kijken, maar in de zin van het wendbaar maken van de organisatie.
Het gaat om flexibiliteit. Díe moet je plannen. 2
CGI: a global information technology and business process services leader World’s 6th largest independent IT and BPS firm
High-end business and IT consulting End-to-end IT and business process services Focused industry and domain expertise
Client proximity model complemented by unique global delivery network 100+ leading IP-based solutions
36 years of successfully partnering with our clients
Serving 5000+
clients from over 400 offices around the world
72,000 professionals, 85% are shareholders Revenue: C$10.4B Backlog: C$17.7B
* Excluding members coming from Logica
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CGI’s evolution: our fourth decade‌ 1976
1986
1996
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225
1,200
2006
2012
25,0002010:72,000 2010: 31,000
31,000
Security & defense market expanding: Stanley Globalization accelerating: Logica
Legend Countries with CGI operations CGI office locations
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NL : Workforce Planning Company structure
Business Consulting: 6% of members and 5% of revenue
NL Business is: 2/3 T&M 1/3 Projects/Services 90% of assignment requests are T&M
3% of members and 15% of revenue
91% of members here and 80% of revenue 5
NL : Workforce Planning
What is the state of workforce planning in the Netherlands? •
The CEE SBU, including NL, have implemented the standard workforce planning template used in Legacy Logica (see next slide). • Provides budget + actuals and forecasts
• • • • •
Budget and forecast figures are provided by Finance (Paul van Riemsdijk) Actuals are provided by HR, from the LPS system (leavers) or the recruitment dept (joiners). A manager within the business (Wilco Pouwel) consolidates all w/f planning related activities. Monthly reviews of the w/f plan are held at SBU/BU level with the COO (Christophe Camus) Numbers are currently at the BU (country) level
• This type of plan is financially driven (number of members // budget). It is not broken down into types of competencies, nor does it track level of experience. However it does provide a good overall view of CGI members In/Out plus freelancers (and offshore usage which is legacy Logica) • There are ambitions (but no clear plan or timing to date) to further detail this planning by Sub-Bu and competency types • Sub-BU managers are not very happy with the system at the moment since the definitions are not clear (the budget assumed that a Direct member in the payroll can produce revenue. This is not the case for members on notice period; leading to recent urgent requests for recruitment). 6
NL : Workforce Planning
What is the state of workforce planning in NL? IN/OUT planning
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Strategy and future model
Chapter: 2012 and beyond
Driving a resource process to manage capacity We have compared Supply and Demand Offshore, 476 , 13%
Supply
ACOL/day
Subcos, 196 , 5% Onshore L1, 427 , 11%
Onshore L5, 3 , 0% Onshore L4, 156 , 4% Onshore Onshore Level 3, Level 2, 1218 , 32% 1344 , 35%
Subcos
€680
L5
€507
L4
€385
L3
€304
L2
€246
L1
€193 €73
Offshore
Onshore Level 4, 145 , 4%
Offshore , 342 , 10%
Subco, 174 , 5% Onshore Level 1, 410 , 12%
Demand Onshore Level 3, 1,142 , 32%
Onshore Level 2, 1,285 , 37%
ACOL/day Subcos
€680
L4
€385
L3
€304
L2
€246
L1
€193 €73
Offshore
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Source: SAP, Agresso, Lara, GO, Menzo Muinck, Practice Directors
Strategy and future model
Chapter: 2012 and beyond
Driving a resource process to manage capacity Modelling by practices reveals resource gaps and surpluses 40
30
20
10
Shortage
-
-10
-20
Excess -30
-40
-50 Level 1
Level 2
Level 3
Level 4
Level 5
Note: Gap assumes 8% attrition rate applied to supply numbers for practices where specific attrition not available. Demand data still being verified
Gaps by Practices: q Level 1 and Level 2 resources in shortage across practices. q Technical areas like Testing & QM, Java and TSE forecasted to create the most shortage in 2012. q Challenges such as excess Level 3 and 4 resources in Project Management
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Chapter: 2012 and beyond
Strategy and future model
4. Driving a resource process to manage capacity....
Modelling by skills within practices reveals further details 40
30
Shortage
20
10
-
-10
Sharepoint
Integration
.NET
Excess
Microsoft
-20
-30
-40 Level 1
Level 2
Level 3
Level 4 Resourcing option example: q Shortage in Sharepoint can be partially addressed by reskilling excess .NET resources
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Strategy and future model
Chapter: 2012 and beyond
4. Driving a resource process to manage capacity With this new resource planning we can see where we have reskilling and offshoring options
The actions we plan are: 1. 210 existing resources to be retrained and/or up-skilled on shortage skill sets. Provide an additional buffer of 33% to allow for attrition and non-availability. 2. Meet the balance shortage through A. Bringing in 43 offshore people onshore to fill identified skill gaps; and B. Recruiting the balance of 159 people onshore. 3. Restructure 121 people in career level 3/4/5 only. 4. Reduce subco from 196 to 174
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