Solution concept | CSG International Monday, May 4, 2015
10:44 AM
----The UW application guides provide quick references and ideas on how to apply different aspects of the UW platform to your spe cific business applications. This application guide covers; CSG International (pre -feasibility study) Opportunity: Leverage the potential of internal and contingent resources by engaging them in a peer -governed, merit based efficient activity and labor allocation activity platform. Many factors impact the success of projects ; team selection (by lead and participants); efficient rotation and use of available resources; alignment of objectively quantified skills to project work types. These variables, as well as many others, are elegantly leveraged to insure the best possible participant engagement on installation and support projects. Benefits: 1. Bench optimization | minimize unwanted attrition. Anxiety, in many cases is caused by the unknown. Team members, which have rotated off of job s and are awaiting the next project, will benefit immensely from the native Unified Workforce features allowing them to influence their destiny. a. Pre-qualified resources: jobs assigned only to those with requisite expertise and experience, objectively demonstrated. Time between opportunitiesmay be filled with increasing effectiveness for the organization. This effort is rewarded by impacting their position in team activity selection. Logic applies across internal and contingentresources. b. Right sizing: monitor candidate assignment selections to establish role popularity. Consider the least popular roles for potential third party outsourcing c. Project balance: internal and external labor resources understanding of the project throughput and the ability to throw their name in the hat will increase company interest Review: seems to resonate, good mapping with ILM and analytic methods, projects, success 2. Leveraged learning | tangible results. Often learning is treated as an event, qualify a person to perform a variety of tasks. However, for an organization to provide an environment where individuals are motivated to perform at their peak, vehicles must be put into place to make learning continuous and self -motivated, transforming learning outputs to tangible benefits. a. Tribal knowledge transfer: organizations are constantly challenged with spreading knowledge through a user population. As workforces shift from long-term workers working on legacy systems to new workers with new software tools and experiences, a mechanism must be in place to pass the information from the long-term (and retiring) to the new worker population. b. Qualification by business segment / role / skill group, assessments / responses created by their peers: so many times skills qualification is performed at the macro level and the results are mediocre at best. Competency models, which are organized by segment/role/skill, provide an opportunity to seek practical questions and responses from your existing workforce (those truly in the know). These questions and responses are randomly selected as participants make declarations of their knowledge for very specific activities. This process aligns the workforce to competency based qualifications and drives quality of delivery from generalized to specialized; increasing value for the client and the organization. 3. Local labor | deliberate engagement. Sub-contractors, when properly managed, can efficiently and transparently extend your internal workforce. A robust certification process (at the company and location levels) combined with qualification (at the local labor employee level) insures that you have the right person at the right place. Company and company resources: to date systems have provided the ability to "match" a service provider at the company level using declared capabilities (with little to no verification). The service provider selects which of their resources to utilize, selection generally favors the provider and not the requestor. Unified Workforce certifies organizations (company, location level) and treats the providers employees as an extension of the internal labor pool, all qualified at the work activity type. Staff augmentation: we simply can't do everything, nor do we want to. The key is to leverage your expertise as an organization and outsource areas which are not core. Many times organizations do not have the tools in place to quantify, certify, and qualify these contingent resources. As mentioned with right sizing (bench optimization), blending internal and contingent workforces to optimize functional and financial efficiency are important aspects of building a scalable install / support team. 4. Analytics driven | can be supported by sophisticated workforce analytics that identify optimal project staffing both in terms individual capab ilities and experience and team composition. Mercer ILM and Business Impact Modeling examines the running record of workforce and business performance at the project level to determine optimum staffing configurations and workforce management practices Parameters from these models can be incorporated into the UW platform to inform project staffing specifications and set allocation rules Regular data tracking feeds updated data analysis to ensure continuous adaptation and optimization of workforce management Deployment thoughts: Work two paths in parallel, on-boarding and certification of local labor (UWSN); learning and assessments (internal and contingent). In phase one participants will simply check in and out of field work activity (UWFWA) , once comfortable phase two will begin to compel behavior while checked in to the work activity. All workers will be comforta ble picking up and committing to queue activity as well, the foundation for getting the right person to the right place. Phase two will introduce team activity focused on assembling the perfect project teams and addressing the bench resources. As workers get more engaged in UWFWA we will begin adding areas of expertise for selection to begin the building of a dynamic subject matter experts corps. Finally formal learning and asse ssments started in phase one will come full circle with the introduction of UW contextual learning, a process designed to make the teacher the student and the student the teacher. These thoughts and assumptions will be vetted as part of the on -site feasibility study. At first pass a couple of integrations do stand out; active directory (for single sign -on) and Expertus (for learning content and assessments). Each of the aforementioned integrations are very typical with the deployment of Unified Workforce. -----
Planning Page 1