WorkForce Transformation

IBM Global Business Services
Workforce Transformation
(WFT) Solution Starter Pack
IT Workforce sales pack
27 Sept, 2007
© Copyright IBM Corporation 2007

Document control
Version Date Comments
0.1 09 Mar 07 Initial draft by Stephen Haywood & Brian Phipps
0.1b 16 Mar 07 Revised draft.

Issued for review by Elaine Chan, Jamie S McGovern, Vivek Gupta
0.2 23 Mar 07 Further revisions.

Issued for review by Tim Ringo, Denis Brousseau, Alan Hewitt, Liz
Hector, Martha Paul, Johnny Kwan, Lisa Wearing, Sarah Griffey
1.0 10 Apr 07 Amended to reflect latest HCM top deck
1.1 08 May 07 Miscellaneous changes
1.1a 14 Jun 07 Addition of ISV & Risk/Reward pricing materials
1.2 27 Sep 07 Addition of Gartner intelligence on evolving role of the IT function (slides
33, 34)
2 HCM WFT Sales Starter Kit | 06/05/11 © Copyright IBM Corporation 2007
Contents
Part I: Introduction Part II: Materials for the Client

- Introduction
- Workforce Transformation (WFT) wheel  Storyboard (read first)
- Sales pack design criteria
1. Challenges for the CIO
- Sales pack is the first of three steps
2. Challenges for Directors in IT*
- Glossary
3. Supporting surveys & evidence
4. IBM and WFT credentials, including our ISV
Part II: Materials for the Client partners
5. What benefits can clients expect, including
risk/reward pricing
Part III: Reference Materials
6. How can IBM WFT deliver these benefits
(available separately)
7. References and examples of WFT projects
- WFT diagnostic
8. Assessing the scale of opportunity: WFT
- IT healthcheck
maturity models
- Phase 0 methodology
9. Next steps
- WFT Project/IT workforce engagement
model * Those directors reporting to the CIO
- Citations
Part I: Introduction

Introduction to the IT Workforce Sales Pack

 This pack forms a component on the What is a Project Workforce solution?
WFT Solution Starter pack.  Any opportunity where most staff are task managed on a short to
medium term basis, such as on task forces or projects. Project Workforce
 This element presents the sales pack
solutions involve all segments of the WFT wheel (see later slide)
for an IT or Project Workforce WFT
 In these assignments, the solution usually involves:
solution, based mostly upon the
- New sourcing strategies and capacity plans for long & medium term
successful Norwich Union Catalyst
engagement. benefit
- Day to day project or task management being separated from career
 This solution is suited to clients management to give real focus to longer term performance
where either a project workforce management and people processes
solution needs to be introduced or an - New roles and processes to deploy staff onto short or medium term
existing project workforce solution tasks to match supply and demand effectively
needs to be improved - Amended structures and processes to create identity & loyalty for
 This sales pack is in 3 parts: staff, encourage professional practices and appropriate knowledge
sharing
1. Introduction for those who will be - Measured and effective use of external resources to meet peaks and
using this material with clients troughs in demand
2. Information for clients, to be  The common feature of such solutions is that staff can be grouped into
applied on a ‘pick and mix’ basis one or more pools from which they are drawn to supply tasks. The
3. Reference materials to be used in minimum size of total Project Workforce for these assignments to be
worthwhile is around 500.
support of sales activity, eg
citations, diagnostics, phase 0  This is a common opportunity within corporate IT businesses. It is also
relevant to other sectors that wish to benefit from
method
- the outcome focus of project-based working,
 This document will be available in the - the productivity gains from more effective utilisation, and
WFE Toolkit on KnowledgeView, - the advantages in speed and quality of response gained through
together with links to associated cross-departmental working.
assets  For example, in the UK Central Government, both DTI and NAO have
implemented such solutions and Defra are considering it.
IBM’s Professional Excellence Model provides the basis for our

approach to Project and IT Workforce Solutions
IBM’s Professional Excellence Model provides an approach to the What the individual in the resource pool sees
structures, processes, tools and culture needed in a professional
services organisation. Its elements are:
 The separation of task or project management from people Community
management, with consequent changes in the role of task managers of practice
Career
 The creation of full time career management (also called people
management
management or professional development management) posts,
staffed by individuals on secondment from operational roles
 The creation of a full time resource and deployment management Resource
function management
 The concept that the differentiated cost of workforce resource

follows that resource. This means that task managers have budgetary
responsibility and also an incentive to use only the right level of Task
experience for the need management
 The creation of communities of practice based on the competencies

of individual professions
 The establishment of one or more fluid labour resource pools from An overview of a possible structure
which individuals are deployed or seconded to tasks
Sourcing Partners
 The establishment of standing resource structures to manage the
business from outside these resource pools
Contractors
Global
Fluid
 The use of contractors and global sourcing partners to supplement (resource
resources during activity peaks or for commodity needs pool)
 The creation of a high performance collaborative culture

 The use of appropriate professional services automation and
collaboration tools to support the above Standing
This pack is based upon the HCM/WFT wheel
Performance Learning and

Management Development
Set
Enterprise Strategy Enterprise
Strategy & Performance
Plan
Workforce Collaboration
Management and Portals
The contents of the wheel are described later within this pack
Sales Pack Design Criteria

Content of the sales pack Usage of the sales pack
 To be contain material dedicated to a target  To focus on sales material relevant to project

workforce category (IT workforce) alongside workforce type opportunities, specifically IT
generic material applicable to all workforce workforces
categories  To guide WFT practitioners to make best use
 To contain descriptions of pain points of the client material within this pack
applicable to different client audiences:  To create materials that can be used by
specifically CIO and their directors others within IBM, such as S&D, to allow them
 To contain descriptions of how WFT to ‘open the door’ to sales opportunities
interventions lead to improvements in various  To create ‘pick and mix’ materials to be
measures that directly influence the pain extracted for use in client situations as
points, eg how skills frameworks can benefit required, eg WFT cold calling
staff motivation and morale  To contain material suited to both issue-based
 To establish the client’s level of maturity, in and solution-based selling
order to better position our offerings  To help qualify the type of clients we can best
 To reference assets outside this pack for use assist, eg by size of workforce
in client meetings, eg client citations,  To form the basis of a subsequent WFT sales
diagnostic tools training module
 To reference phase 0 plans as the next steps
we could recommend a client takes
 To reference some specific WFT services &
propositions, eg those contained in the WFT
taxonomy
This WFT sales pack is the first step in a three step process
Establishing Delivering a
Initially our beneficial
engaging credibility and
with the and defining sustainable
client the client’s solution
problem
Open & qualify

Initial assignment Full scale assignment
the sale
- -
-
Health Check Engagement Model
Sales Pack
This pack will also reference materials from the next two steps
Part II: Materials for the client

Storyboard for Client Materials section

2. Challenges 3.Supporting 5. What
1. Challenges 4. IBM WFT
for directors in surveys & benefits can
for the CIO credentials
IT evidence clients expect?
Material to support the Describing the Describing how

Self contained introductory packs for two types scale, breadth and WFT interventions
case for IBM’s WFT
of target client role, aiming to build empathy, competence of will generate
intervention. To show
generate awareness & interest, and to qualify IBM’s WFT benefits that feed
that client competitors
the WFT opportunity. Suitable in standalone capability through to the
are likely to be looking
form for delivery by non-HCM practitioners (eg bottom line. To
at this
S&D). Also suitable for HCM practitioners to make the case for
extend with materials from the following change & support
sections risk/reward pricing
6. How IBM
7.References & 8. Assessing
WFT can
examples of the scale of 9. Next steps
deliver these
WFT projects opportunity
benefits
Describing the types To summarise some Presenting two maturity Describing three alternative
of solution that IBM relevant references and models to use to assess next steps:
can deliver. To cover citations. To further potential improvement • 6 week health check;
both solution-based emphasise our available to the client: • a full engagement model
selling and issue- credibility in delivering • for their IT function
based selling real benefits • for the IT workforce
Workforce challenges for the CIO

It is a tough time to be a CIO. The current environment requires reducing

costs while simultaneously increasing capabilities.
Take 20-40% out of the IT cost base

• Reduce costs in IT operations expenditure, both now
and in the future
At the same time, improve “control” over IT spending

• Improve quality & predictability in development,
integration, and operations
At the same time, improve service and create new

capabilities
• Increase security & business continuity, “upgrade”
infrastructure
• Create capability to support new business ventures,
initiatives, and products/services
AND create a workforce which can build and sustain

these new capabilities
• Enable the workforce to support the strategic
initiatives that drive growth and earnings
IT investment is on the increase – but what is the “next big thing” to get the CIO
through the new delivery challenge?
IT Investment The Challenge

• Over recent years, CIOs like all C-
IT Spend: IT Operating Budget as % of revenue
(cross- industry)
4.6
Level executives, have had to deliver
4.4 4.43 “more from less”. Many have
4.2
responded with:
– renegotiation of key contracts
Cost pressure
4.0 – server consolidation

3.94
– selective outsourcing
3.8
– job cuts
Expectation release
3.6 – organization consolidation
3.4
Expectation Gap • The good news is that business
3.2
3.18
investment in IT is on the increase, but
pent up demand and delivery
3.0
IT “Investment Fund” expectations are also increasing on a
2.93
2.8 daily basis
2.78
2.6
Fixed cost for “business as usual” …and the CFO is still fully focused on cost
containment
2001 2002 2003 2004 2005
IT Investment over time / yrs Source: Gartner Data – IT Spending 2005
IBM is not alone in thinking the “next big thing in IT” is to transform the
workforce.
Organizations will fail to develop or hire appropriate leadership…

The notion of Leadership is advancing from leadership by title to leadership by influence.
Emerging leaders will unify people across borders and business lines, bond people across
matrices, infuse the organization with a sense of purpose and spur collaboration and
performance under intense workloads. Many organizations, however, will fail to make the time
or develop the capacity to identify, develop or hire people with appropriate traits and levels of
leadership. Gartner Research, 2005
Proven Correlation between Workforce

IT organizations unresponsive Management and Business
and not very agile Performance
Only 41 percent of business Companies with effective workforce management
executives believe their IT practices have generated nearly 9% total return to
organizations react well to business shareholders over a three-year period compared
change. IBM Source, 2005 to a 0.6% loss by companies with less effective
workforce management practices. IBM Research, 2004
IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENT

CAPABILITY Optimizing human capital is becoming a strategic imperative.
By employing human capital management best practices, IT management can
differentiate their organizations and gain competitive advantage in the
recruiting and hiring of top IT talent, retain a greater percentage of their
existing talent, and improve the execution of their strategic goals. Forrester
Research, 2005
What is IT Workforce Transformation?
IT Workforce Transformation tangibly improves the

performance of the IT workforce by:
• driving excellence in leadership

• implementing top talent management strategies and approaches
• driving new skills and capabilities
• thoroughly enabling the IT workforce with the right skills, right
tools and information needed at the right time
• rewarding differentiated performance
• proactively engineering and managing change
• building employee commitment to organisational goals
There are four areas that show tangible improvement from IT Workforce
Transformation.
Proven improvements to output measures such as function points

and/or delivery metrics
Productivity Proven individual utilisation gains and reduced downtime,
producing overall fewer gaps and gluts
Proven improvement to meeting delivery promises and service

level agreements
Delivery Quality Proven improved access to the right skills & knowledge at the right
time
Proven improvements to service downtime and service level

agreements
Service Quality Proven improved motivation producing better, more flexible service
delivery
Proven improvements to retention rates and tangible benefits from

IT change programs
Cost Avoidance Proven more cost effective use of contractors, less recruitment
wastage and productivity gains
*Indicative from preliminary IBM research (subject to maturity of the IT organization)
So, if this is your situation…

…you face pervasive issues:
• downward spiral of customer satisfaction due to unacceptable quality and
missed project deadlines
• salary bill that is becoming unbearable
• deteriorating staff morale and commitment to the organisation
• losing the brightest and the best of your staff
• Increasingly hard to attract core IT skills in a competitive market
…you need a solution that creates a step-change in at least one of these

key outcomes:
• productivity
• delivery quality
• service quality
• cost avoidance
…you have a large operation with several hundred workers
… then, we can help you

ibm.com/bcs/humancapital
IBM Global Services

Route 100
Somers, NY 10589
U.S.A.
Produced in the United States of America

05-06
All Rights Reserved
IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International Business
Machines Corporation in the United States, other countries, or both.
Other company, product and service names may be trademarks or service marks of other companies.
References in this publication to IBM products or services do not imply that IBM intends to make them available in all
countries in which IBM operates.
Workforce challenges for

Directors within IT

If you need to move your project staff
from this to this

Stressed
Stressed
Average
Average time
productivity
productivity
+ productivity
+ staff morale
+ staff competence
Average + customer satisfaction
Average
productivity
time
productivity
Looking
Looking
busy
busy
‘I’m stressed out meeting this deadline and ‘I feel that we are all part of one team and I
they are just sitting there, playing around on am using my talents on work that the
the Internet. We don’t have the skills to do customer really values’
the job properly, so everything takes 5-times
longer than it should – I won’t stand for this ‘I am constantly being presented with new
much longer’ opportunities that will build my credentials
and my career’
‘I’m waiting for my project to start, so I’m
doing an online course … it might come in
handy one day’
And you’ve tried most of these…
Action taken Aim Typical outcome
Big Hitter Targeted hiring from Prima Donnas causing

initiative the industry to ‘show waves of disruption and
us how it is done’ dissatisfaction
Outsourcing Re-skill and re-deploy Existing rigid

transactional staff who ‘understand organisation design
our uniqueness’ onto and silo behaviours get
workloads
high value client work in the way of benefits
Flattening the Overcome parochial, Seen as a cost

organisation small-team mentality reduction exercise, staff
by removing become risk adverse
management layers and innovation is stifled
and broadening
spans of control
High Flyer Incentives available Majority of staff do not

programme for individuals who see themselves as
are able to break- break-through type
and you can’t go to the Board
through the existing people, so are not
culture and ‘get- motivated to go the again to explain why the
things-done’ extra mile benefits from previous
workforce improvements have
evaporated …
Then, IBM’s Workforce Transformation (WFT) offers a solution

Set
Plan
An integrated approach that maximises and protects the return from your
workforce investments
These are the types of workforce problem that our WFT can solve
• Slow on-boarding process • Past efforts to change have failed to
• High drop-out from new recruits deliver necessary benefits
• Poor retention of the best performance • Past efforts have only a short term result
• Too high retention of other performers and are not sustained
• Poor levels of compliance undermine
• Inefficient use of partner resources
process investments
• Contractor spend too high and not used
• Inappropriate culture results in the wrong
just to fill short term gaps
type of behaviour

• Project managers use favoured Management Development
staff and not the best person for
the job Set • Weak and patchy individual
• Staff working on projects are
over-skilled, adding to costs
Strategy performance
• Poor flexibility in adapting to & • L&D investment poorly targeted
• Low morale partly due to poor and
changing demand and special Plan unfair progression opportunities
requirements
 Weak and unreliable view of future • Not having the right information in the right
skill needs and provision place to do the job, eg re-inventing existing
 Failure to identify skill gaps and gluts solutions
• Poor cross-working between some of the
in time to remedy them
 Lack of focus on and investment in following: business analysts, architects &
designers, project managers, testers, system
strategically important skills and
analysts, programmers, etc
capabilities due to these not being
• No forum or mechanism to develop new
differentiated
generic solutions, eg new architectures
There are four areas that show tangible improvement from IT workforce
transformation.
Proven improvements to output measures such as

function points and/or delivery metrics
Productivity Proven individual utilisation gains and reduced
downtime, producing overall fewer gaps and gluts
Proven improvement to meeting delivery promises and

service level agreements
Delivery Quality Proven improved access to the right skills &
knowledge at the right time
Set
Plan
Proven improvements to service downtime and service
level agreements
Service Quality Proven improved motivation producing better, more
flexible service delivery
Proven improvements to retention rates and tangible

benefits from IT change programs
Cost Avoidance Proven more cost effective use of contractors, less
recruitment wastage and productivity gains
*Indicative from preliminary IBM research (subject to maturity of the IT organization)
So, if this is your situation…

…you face pervasive issues:
• downward spiral of customer satisfaction due to unacceptable quality and
missed project deadlines
• salary bill that is becoming unbearable
• deteriorating staff morale and commitment to the organisation
• losing the brightest and the best of your staff
• Increasingly hard to attract core IT skills in a competitive market
…you need a solution that creates a step-change in at least one of these

key outcomes:
• productivity
• delivery quality
• service quality
• cost avoidance
…you have a large operation with several hundred workers
… then, we can help you

ibm.com/bcs/humancapital
IBM Global Services

Route 100
Somers, NY 10589
U.S.A.
Produced in the United States of America

05-06
All Rights Reserved
IBM, the IBM logo and the On Demand Business logo are trademarks or registered trademarks of International Business
Machines Corporation in the United States, other countries, or both.
Other company, product and service names may be trademarks or service marks of other companies.
References in this publication to IBM products or services do not imply that IBM intends to make them available in all
countries in which IBM operates.
Supporting surveys and

evidence

Why workforce aspects need addressing

IBM is not alone in thinking the “next big thing in IT” is to transform the workforce.
Organizations will fail to develop or hire appropriate leadership…

The notion of Leadership is advancing from leadership by title to leadership by influence.
Emerging leaders will unify people across borders and business lines, bond people across
matrices, infuse the organization with a sense of purpose and spur collaboration and
performance under intense workloads. Many organizations, however, will fail to make the time
or develop the capacity to identify, develop or hire people with appropriate traits and levels of
leadership. Gartner Research, 2005
Proven Correlation between Workforce

IT organizations unresponsive
Management and Business
and not very agile
Performance
Only 41 percent of business Companies with effective workforce management
executives believe their IT practices have generated nearly 9% total return to
organizations react well to business shareholders over a three-year period compared
change. IBM source, 2005 to a 0.6% loss by companies with less effective
workforce management practices. IBM Research, 2004
IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENT

CAPABILITY Optimizing human capital is becoming a strategic imperative.
By employing human capital management best practices, IT management can
differentiate their organizations and gain competitive advantage in the
recruiting and hiring of top IT talent, retain a greater percentage of their
existing talent, and improve the execution of their strategic goals. Forrester
Research, 2005

The IBM CEO Survey 2006 (recommended for the CIO)
Key Findings What does this mean for you?
1. People’s skills are more important than technology, 1. What core capabilities must you develop and
globalization and regulatory concerns. retain?
2. Massive shift in demographics: billions of talented
people entering the world economy, populations
2. How can you make best use of your offshore
aging, huge migrations partners? Are they simply augmenting your
labour? Can they add more value through out-
3. Beyond any other factor, collaboration demonstrated
the clearest correlation with financial performance. tasking, managed services or full outsourcing?
(Revenue growth, operating margin growth, or 3. What are you doing to promote cross-boundary
average profitability over time). Strong collaborators working? Is your innovation hampered by
consistently came out on top. Internal and external internal and external organisational boundaries?
collaboration is necessary to widen the innovation Are there big barriers to sharing and learning
circle and capture fresh ideas and new approaches. from each other?, eg low priority, weak tools,
4. The integration of business insight and technology behavioural obstacles
capabilities early in the development and planning
4. Who is looking at business insight and
process supports collaboration and maximizes
innovation success. technology? Are your workforces and processes
adept at capturing customer experiences to
5. Must foster climate for creativity, search for new ideas,
& actively drive innovation agenda.
shape product and service development? Do
they have the right skills and aptitudes? Is it a
priority?
5. How important is creativity? Are there
incentives? What barriers stop it happening? Is it
really effective?
1. IBM / EIU CEO Survey 2006
8 of the top 10 people challenges* (recommended for Directors within IT)
Key Challenges What does this mean for you?
1. Optimising workforce & sourcing 1. How well is your workforce connected to your
to conciliate people costs, legal customers? Do they know how their efforts can
constraints & customer benefit or frustrate customers?
satisfaction 2. Do you know what resources you will have available
2. Anticipating & managing in the short, medium and long term? How flexibly
workforce rebalancing, increasing they can be deployed - specifically what range of
adaptability & flexibility skills do they each possess? What are you doing to
3. Reinforcing management skills make flexible use of your contractors and offshore
and developing leadership, foster partners?
growth behavior 3. What is the quality of leadership among your
supervisors and managers? Can they get best value
4. Developing skills to support
from their staff?
growth, innovation, differentiation,
4. How do you encourage people to develop skills in
customer satisfaction, …
these areas? What type of incentives do you have
5. Identifying, managing and available?
retaining key people, high 5. Do you know which staff members have most
potential, managing succession potential? What are you doing to develop and retain
planning them?
6. Increasing employees’ motivation, 6. What is sapping your employee’s motivation? How
performance and involvement does your performance compare with competitors?
How involved are they in the business?
*Source: IBM Next Generation HR Survey 2005 1. IBM CHRO Survey 2005
Gartner Research 1
 There is an identity crisis happening in many IT organizations. They recognize that they are not completely
fulfilling their missions regarding the expectations of the business and are attempting to change.
 What was once broadly known as the Management Information Systems (MIS), Information Systems (IS) or
Information Technology (IT) organization will be known by many different names in the future. This is already the
case in a growing number of companies.
- Many IT organizations have already spawned new groups that reflect their focus on business processes and relationship
management.
- In some cases, the CIO role has been expanded to cover domains such as strategic planning, supply chain management and
innovation.
- The capabilities that once resided in the IT organization, such as portfolio management and strategic change management, will be
subsumed into the business.
- Some of the most compelling capabilities of the IT organization (such as innovation, enterprise architecture, risk management, shared
service management, and program and portfolio management) will not necessarily reside in one organizational unit.
 Gartner Research assumes that traditional IT organizations will fracture into multiple parts.
- The sourcing organization will understand IT demand, develop service plans, and manage the optimum blend of internal and external
services.
- The business solution organization will understand how technology can support, enable and drive the business. It will manage
architecture, emerging technologies, business processes, and innovation.
- The shared service organization will identify and implement opportunities for creating high-performance, high-efficiency services that
can be shared by various business units.
 Source: Gartner Research, Refocusing and Renaming the IT Organization Are Not Easy Tasks, #G00144704, July
2007
 Implications to IBM:
 Promote services that advise clients on their IT organization's required capabilities, and how they can best
be delivered. Demonstrate how IBM itself has transformed the role of IT using innovation and creative
collaboration between business and traditional IT professionals.
Gartner Research 2
 The IT organization is in transition. The landscape is changing substantially, moving from a technology
focus to an emphasis on business outcomes and brokered solutions.
 Gartner Research notes that enterprises will have to use strategic planning and demand governance
to understand and conform with the expected role of IT.
- By 2012, IT contribution will be cited in the top three success factors by at least half of top-performing
businesses, and IT barriers will be cited in the top three causes of failure by at least half of the lowest performers.
- Also by 2012, at least half of large IT organizations will split into two parts, one focused on technology sourcing and
delivery, the other on architecture and change.
- By 2010, more than half of large IT organizations will refocus on brokering services rather than delivering IT services
directly.
- Also by 2010, IT organizations in midsize and large companies will be at least one-third smaller than they were in
2000.
- IT will be expected to reduce technology complexity that inhibits business flexibility and efficiency, particularly
in the areas of legacy hardware, applications and sourcing. This will mean preparing for service-oriented architecture
(SOA), business process management (BPM) frameworks and utility computing.
- IT will be called on to improve partnership sourcing by taking advantage of outsourcing outcomes and incentives
defined in business terms.
 Source: Gartner Research, Critical Actions for the Transition of IT Organizations: 2007 to 2008,
#G00148987, June 2007
 Implications to IBM:
 Help clients determine their established or intended business/IT alignment styles, and identify and
start building the required competencies. Emphasize the role of IBM IT Strategy and Architecture
services in enabling business value. Create a value proposition based on our proven ability to
lead transformations and deliver business results.
IBM & WFT Credentials
Including ISVs

IBM can help you achieve excellence in Workforce Transformation
 We have a practice of over 2,000 workforce management professionals in 42

countries experienced in developing and delivering proven solutions leveraging a
global delivery model
 We have citations from 70 client engagements in workforce transformation,

demonstrating the breadth and depth of our capability
 To understand today’s top Workforce Transformation, HR and

Learning issues and developing tomorrow’s solutions, we invest
heavily in research and thought leadership:
- Institute for Business Value (IBV)
- Institute for Learning and Organizational Performance
- Global Human Capital Study
 And we work closely with our partners to deliver

complete solutions
…drawing on our client experience and IBM’s own significant

transformation, we are uniquely positioned to help
 Profiled as one of the world’s most “e-savvy HR organizations” by

Human Resources Executive
 Named the #1 training organization by Training Magazine
in 2004 and 2005
 IBM Chief Learning Officer Ted Hoff was named
CLO of the Year by CLO Magazine in 2005
 Eight-time Global MAKE (Most Admired Knowledge Enterprises)
award winner
 w3 On Demand Workplace selected as one of “The Year's
10 Best Intranets” for 2006 by the Nielsen Norman Group
 Most Admired Companies – Fortune magazine
 Work/Life Balance Award – from Society of Women Engineers
We work with several alliance partners to support our workforce

transformation solutions
SAP & Oracle have

functionality across much
of this area, but we also
partner with niche players
who have specific Performance
Management
Learning and
Development
strengths. The most
significant of these are Enterprise
Set
Enterprise
Strategy
described in this pack. Strategy
& Plan
Performance
Summary of some Workforce Transformation ISVs
To deploy & manage To attract & retain

• Kronos: long track record • Taleo: leads e-recruitment
in retail labour scheduling, applications, capable of
time & attendance Performance Learning and automating the full hiring cycle
• Workbrain offers web- Management Development
based workforce planning
and budgeting solution, Set
with schedule optimisation;
solutions designed for
Strategy To motivate & develop
large complex & • Success Factors: has strongest
geographically dispersed Plan functionality on career &
organisations performance management
Workforce Collaboration • Saba: leading vendor in e-
Management and Portals learning suite offers LCMS & LMS
To set strategy & plan
• Cognos: workforce • Callidus: leads incentive
performance analytics compensation specialists
• Aruspex: strategic workforce • Taleo are introducing
planning performance & goal management
functionality
To connect & enable

• Lotus Connections offers social software designed for business
• IBM Workplace software products help simplify collaboration in a single integrated environment
•Tacit ActiveNet addresses organisational disconnectedness
• Filenet helps organisations make better decisions faster by managing the content and processes that drive
their business
•Imaginatik: is a leading vendor of Innovation and Idea Management technology
Tools & ISVs with a specific IT workforce relevance

Tools for skills assessments and Tools for, supply & demand forecasting,
common currency time & utilisation recording
 SFIA:  Spreadsheets:
- Can be an easy option for a small organisation with
- Not a tool but an IT industry standard (Skills limited need for sharing (eg <200 staff), but not
Framework for the Information Age) scalable
- www.sfia.org.uk  Small scale tactical solutions:
 Spreadsheets: - Offers a spreadsheet type format with a sharing
- Can be an easy option for a small organisation, capability for small-mid sized organisations (200-500
but can quickly become overly complex as staff), eg Wallchart
numbers & dimensions rise  Integrated (ERP) Solutions:
 Integrated (ERP) Solutions: - Provides a generally acceptable solution integrated
into other business applications, especially in HR &
- Offers a sometimes acceptable solution with the Finance.
advantage of being integrated into other - Peoplesoft & Oracle currently offer best
business applications, especially in HR &  Best of Breed Solutions
Finance.
- Specialist solutions for workplaces where skill needs
- Oracle is main provider are complex – also called Professional Services
 Best of Breed Solutions: Automation (PSA) solutions
- One main provider – Infobasis - Mercury, Artemis, Rational
- Generally found to be an easy to use tool for  IBM’s Professional Marketplace:
skills assessments, will also support LMS, - Builds upon PD tool & CV wizard
appraisals & simple resourcing - A sophisticated solution, but often too complex for
common needs of medium to small sized operations.
How we work with our clients
first we listen
We pride ourselves on seamlessly
teaming with our client’s
employees.
Together, we build on the

advances our clients have made,
by co-designing solutions that
reinforce and extend the operating
improvements they have already
achieved.
Our client’s solutions are tailored to

meet their specific needs and built
to deliver sustainable results.
What benefits can clients

expect?
Including risk/reward pricing

How to use material within this section

Purpose Contents
 To allow practitioners to understand the  WFT Benefits Chain

full context of solution-driven benefits
 To use to grow the client’s needs and
benefits for specific WFT solution  Contractor rationalisation & partner
components to value enhancement solutions
- Work up solution hypotheses when  Recruit & retain solutions
planning a client meeting
 Resource optimisation & real time
- Structure a client conversation during a
meeting deployment solutions
- Determine a viable way forward after a  Dedicated career manager solutions
client meeting  Competency-based practice solutions
- In client correspondence and proposals
 To help the client develop a business
case for project funding  The Project Catalyst risk/reward model
 To devise a risk/reward or value pricing
approach
The WFT benefits chain:

Identifying which solutions will benefit client’s pain points
Solution components Immediate benefits Intermediate benefits Bottom line benefits
Competency-based Improved cross-working, less

Improved access to the
communities of silo thinking  access the right
right skills & knowledge at
practice (CONNECT & knowledge, more creativity
the right time Improved revenue due
ENABLE)
to improved customer
Dedicated Career Replacement of fixed structure Improved motivation and satisfaction
Managers (MOTIVATE to encourage knowledge morale
& DEVELOP) sharing, learning & cross-
fertilisation
Improved individual More timely completion
Skills frameworks & performance of work and improved
career paths Giving priority, time and skills to
performance management of delivery & service
(MOTIVATE & quality outcomes
DEVELOP) individuals
Improved utilisation, less
More effective focus on downtime
Resource optimisation
and real time appropriate personal
development Cost avoidance due to
deployment (DEPLOY Fewer resource shortages higher productivity and
& MANAGE) more effective use of
Matching people to the role they partners & contractors
Workforce sourcing want to do
strategy & capacity
Providing the right resources
planning (STRATEGY
New recruits are better matches for the right role at the right
& PLAN)
to skill needs time Improved workforce
productivity
Targeted recruit &
retain solutions Improved access to new Improved recruitment
(ATTRACT & RETAIN) methods solutions and ideas (less wastage)
Reduced risk due to
Contractor Increased value from externals improved flexibility
More effective, flexible &
rationalisation & cost efficient use of
partner value Increased flexibility from external resources
enhancement externals
(ATTRACT & RETAIN)
IT manager interest IT director interest CXO/CIO interest

Contractor rationalisation and partner value enhancement benefits

Cost avoidance
due to higher
Skills frameworks & productivity and
Improved utilisation, Improved
career paths more effective
less downtime workforce
(MOTIVATE & use of partners
productivity
DEVELOP) & contractors
Improved access
to new methods
solutions and
Contractor ideas More timely
rationalisation & completion of Improved
work and revenue due to
partner value Increased value Improved access to the
improved
right skills & knowledge improved
enhancement from externals
at the right time delivery & customer
(ATTRACT & service quality satisfaction
RETAIN) Increased outcomes
flexibility from
externals
Workforce sourcing More effective, flexible Reduced risk
strategy & capacity & cost efficient use of due to improved
planning (STRATEGY external resources flexibility
& PLAN)
Foundation
components

Targeted recruit & retain solution benefits
Increased retention
Skills frameworks &
of top talent & core
career paths
skills
(MOTIVATE &
DEVELOP) More timely
completion of Improved
work and revenue due to
Fewer resource
improved improved
shortages
delivery & customer
Targeted recruit service quality satisfaction
& retain outcomes
New recruits are
solutions better matches to
(ATTRACT & skill needs
RETAIN) Cost avoidance
Providing the right due to higher
Improved productivity and
resources for the
workforce more effective
right role at the right
productivity use of partners
time
Workforce sourcing & contractors
strategy & capacity
planning (STRATEGY
& PLAN) Improved induction Reduced new recruit
process wastage
Foundation
components

Resource optimisation & real time deployment benefits

Improved
Fewer resource revenue due to
shortages improved
customer
Skills frameworks & More timely satisfaction
career paths Providing the right completion of
(MOTIVATE & resources for the work and
DEVELOP) right role at the right improved
time delivery &
service quality Cost avoidance
outcomes due to higher
Resource productivity and
optimisation and more effective
Improved use of partners
real time Improved utilisation,
& contractors
less downtime workforce
deployment productivity
(DEPLOY &
MANAGE) Matching people to Improved
the role they want to motivation and
do morale
Workforce sourcing
strategy & capacity
planning (STRATEGY Reduced risk
Improved individual
& PLAN) due to improved
performance
flexibility
Foundation
components

Dedicated career manager solution benefits

Improved
revenue due to
Skills frameworks & improved
career paths customer
(MOTIVATE & Matching people to the satisfaction
DEVELOP) role they want to do More timely
completion of
Improved work and
motivation and improved
Dedicated morale delivery &
Career service quality
Giving priority, time and Cost avoidance
outcomes
Managers skills to performance due to higher
(MOTIVATE & management of productivity and
individuals more effective
DEVELOP) use of partners
& contractors
Improved Improved
individual workforce
Workforce sourcing More effective focus on performance productivity
strategy & capacity appropriate personal
planning (STRATEGY development through
& PLAN) feedback, coaching and Reduced risk
L&D due to improved
flexibility
Foundation
components

Competency-based practice solution benefits

Replacement of
fixed structure to
encourage
knowledge
sharing, learning
Skills frameworks &
& cross-
career paths Improved
fertilisation
(MOTIVATE & revenue due to
DEVELOP) improved
More timely customer
Improved cross- completion of service &
Improved
Competency- working, less silo work and satisfaction
access to the
thinking  access improved
based the right
right skills &
delivery &
knowledge at Cost avoidance
communities of knowledge, more
the right time service due to higher
practice creativity quality productivity
outcomes and more
(CONNECT &
effective use of
ENABLE) Improved sense of partners &
Improved
belonging, contractors
motivation and
generating extra
morale Improved
Workforce sourcing loyalty
workforce
strategy & capacity
productivity
planning (STRATEGY
& PLAN)
Improved Reduced risk

individual due to
performance improved
flexibility
Foundation
components

The Project Catalyst Risk/Reward Model
 A clear and common understanding of where

benefits could result was used to inform the
Project Catalyst risk/reward model. This Measure ImprovemeBy when
would only be applicable on a large and nt
complex assignment.
 The targets for the model are shown Costs 33% In 12
opposite. These were applied to both IBM reduction months
and to the managers within the client to
ensure a common commitment to success Productivity 50% In 30
 Critical activities in establishing these targets increase months
were: Customer 50% In 30
- Unambiguous definition of how they were
satisfaction increase months
to be measured
- Clear baseline against which
improvements were to be counted Staff 50% In 30
 IBM’s fees were recovered on a shared risk commitmen increase months
and reward basis, with the profit component t
of our fees being delivered partly on
completion and partly 12 months later when Delivery of Top quartile In 30
the improvements were sustained project performanc months
portfolio e
Service Top quartile In 30

51 HCM WFT Sales Starter Kit | 06/05/11 managemen performanc © months
Copyright IBM Corporation 2007
How IBM WFT can

deliver these benefits

How to use material within this section
Does your client have

a solution in mind?
Yes No
Go to slide 41 to Go to slide 42 to work

position the solution through the business
set issues
Then go to slide 41 to
Then go to slide 42 to
position possible
develop un-met needs
solutions
WFT Solution sets

To attract & retain To transform & sustain
• Recruitment, retention & release • People & behavioural change
solutions • High performance culture
• Flexible working solutions • Organisation design
• Sourcing of expertise & capability • Communications and engagement
(use of offshore & outsourced supply) • Sustainable change
• Contractor rationalisation • Viral change and infused change
solutions

To deploy & manage Management Development
To motivate & develop
• Time & attendance solutions • Career management &
• Rostering & scheduling Set development, incl leadership
solutions • Performance measurement &
• Activity & project-based real
Strategy management
time deployment & • Effective reward &
• Workforce optimisation Plan remuneration
(supply & demand balancing) • Skills & Competency
• Time & labour utilisation Workforce Collaboration frameworks
management Management and Portals • Career paths, top talent &
• Professional market place succession planning
tools • Learning & development
To set strategy & plan To connect & enable

• Workforce sourcing strategies • Knowledge & content management
• Workforce capacity planning • Competency-based communities of
• Workforce analytics practice
• Issue-based strategies: eg maturing • Mobility & remote workforces
workforce, diversity • Collaboration practice and tools
WFT Issues
Solution components Manager problems Director problems CXO problems
Internal barriers block
Competency-based
cooperation and reduce Inability to access the
communities of
innovation right skills & knowledge
practice (CONNECT &
ENABLE) Weak revenues due to
poor customer
Key staff and top talent cannot
Dedicated Career satisfaction
be retained Weak motivation and
Managers (MOTIVATE low morale
& DEVELOP)
Untimely completion of
Skills frameworks & Low priority given to
Deteriorating individual work, with poor
career paths performance management
performance delivery & service
(MOTIVATE & quality
DEVELOP)
Learning & development often
inappropriate to individual and
Resource optimisation
job Low utilisation, high
and real time High costs due to low
downtime
deployment (DEPLOY productivity and
& MANAGE) People work in role they do not
want to do ineffective use of
partners & contractors
Workforce sourcing Frequent & varied
strategy & capacity Unable to find the right resource shortages
planning (STRATEGY resources for the job
& PLAN)
Low workforce
Recruits not matched to skill
productivity
Targeted recruit & needs High recruitment
retain solutions wastage
(ATTRACT & RETAIN) Hard to develop new methods
solutions and ideas Increased risk due to
Contractor inflexibility
External resources are
rationalisation & Poor contractor/partner value
inflexible and costly
partner value
enhancement Inflexibility from contractors &
(ATTRACT & RETAIN) partners

References and Examples

of WFT projects

Norwich Union Life transforms Change and IT function
by leveraging the IBM Practice Model (1 of 4)
Overview
Aviva is the world's sixth-largest insurance group and the biggest in
The Key Challenges the UK. It is one of the leading providers of life and pensions products
Costs for IT were higher than the industry norm in Europe and has substantial businesses elsewhere around the world.
• Dissatisfaction across the business about the IT functions Its main activities are long-term savings, fund management and
ability to deliver quality products on time general insurance. Norwich Union Life is its’ UK subsidiary.
• Help desk and support services were mediocre.
There must be an alternative to Outsourcing
• Inefficient processes and working methods meant low
In common with many big organisations, Norwich Union Life (NUL) is
productivity formed from a number of predecessor companies. The result was a
• Low staff morale large, expensive Change and IT Function, known as Business
Services, with staff distributed over five separate cities. NUL had
The Solution tackled this issue by closing down three locations, off-shoring the
IBM Global Business Services Assisted Transformation majority of development and reducing headcount. The next obvious
Programme (ATP) action was to consider outsourcing the remaining organisation, a step
• Implementation of a new Practice Model including Capacity which the CEO was reluctant to take as he considered IT to be a
Management, Resource Deployment, Professional strategic differentiator. However, carrying on as before was not an
Development and Practices option, the challenge was “How do we make the remaining
organisation, a high performing organisation
• Infused IBM practitioners to drive sustainability
delivering real business benefit?” The Accelerated Transformation
• Supported by a transformational change approach to deliver
Programme was a radically different approach to the problem and was
sustainable behavioural change one that appealed to NUL.
The Benefits Leveraging the IBM Practice Model

Improved staff morale and productivity through the IBM has a Practice Model which it has developed over a number of
implementation of a consistent way to deploy, develop and years. This model was used as basis for designing the NUL solution.
support people. Examples include: The model explicitly splits management responsibilities. Each
• Set up a series of practices / professions Professional has:
• Executed the annual appraisal cycle for all Professionals by • A line manager is known as a Professional Deployment Manager or
PDM. PDM’s are professionals who are seconded to the role for two
the year end against a forced distribution
years managing up to forty professionals with no additional delivery
• Objective setting
responsibilities
• Engaged staff in driving new behaviours from the bottom up
• A Resource Deployment Manager or RDM. The RDM is also a Implementing Change

professional seconded to the role and their primary purpose is to NUL selected IBM Global Business Services as its development and
ensure that resources can be moved across the organisation to fulfil implementation partner to help transform its’ IT people, organization
resource requests. RDMs typically deploy about a hundred and processes. NUL challenged IBM to do this in a manner that left the
Professionals organisation able to deliver during the transformation and sustain the
• A Task Manager. The Task Manager directs and manages the changes afterwards. The result was a new Practice Model adopted
professional on delivery activities. For project based staff this is from the IBM one. This new model included:
normally a project manager • A new organisation model which introduce the concept of fluid and
• A Practice Leader. All Professionals belong to a Practice (sometimes static roles
known as a Profession) and this is the community of people with • An Operations Function that manages and deploys all Professionals
similar skills, capabilities and interests. Examples would be Project across the function in a common consistent manner.
Management, Architects etc. •The Operations function has a number of component teams including:
• Professional Deployment Managers
• Resource Deployment Managers
IBM Practice Model • Capacity Managers
• Practice Owners and Leaders
• New processes for managing, deploying, appraising and rewarding,
and communicating with Professionals in a consistent way.
PDM
Organisational redesign was a key enabler
One of the key enablers of the change was the organisational
redesign. The redesign stripped away people ownership from the
Directors, created shared resource pools and reshaped a silo
Practice RDM
Leader organisation into a customer facing one. However, announcing the
organisation is the easy step, getting the desired behaviours
embedded and working is another level of challenge.
The second time is always easier

Task Manager The unique aspect of the Accelerated Transformation Programme
(TM)
(ATP) was the use of “Infused Resources”. The IBM team consisted of
IBM Consultants and Technical Specialists supplemented with
This is a tried and tested model that IBM uses worldwide to manage Operational Specialists seconded from IBM. These Operational
many thousands of professionals. Specialists, known as infused resources, leveraged their expertise not
only to design and implement the solution but to embed the change,
Change needs to be sustainable
coaching and supporting the NUL teams. Infused resources role
The third aspect of the programme that was different was the
modelled the desired behaviours on a day-to-day basis so that people
requirement for the change to be embedded into business as usual.
were able to “see what we mean” not just hear what was expected
Commercial arrangements gave focus to this aspect. NUL and IBM
from them. This type of “apprenticeship approach” is critical in
Leadership shared a joint scorecard with part of IBMs’ Revenue being
accelerating change and making it stick because it helps individuals
tied to sustainable change.
cross the “theory to practice” gap. It brings to life on a moment to
moment basis the real transformation.
Business Services Improvement Targets
The Infused Resources brought their professionalism, enthusiasm and
passion to the project. Having “been there and done it” before, they Measure Improvement By when
were committed to developing the best possible solution for NUL
making sure that NUL avoided the pitfalls and issues they had Costs 33% reduction In 12 months
discovered undertaking similar exercises for IBM.
Productivity 50% increase In 30 months
“Magic Carpet” drives consistent change
Customer 50% increase In 30 months
Many transformations are unwittingly undermined by an inconsistent satisfaction
approach to change. Within IBM we have developed a holistic
approach to change known as the “flying carpet”. It is an easy to use Staff commitment 50% increase In 30 months
tool which helps project teams ensure that behaviours are embedded
into the new organisation. Delivery of project Top quartile In 30 months
portfolio performance
Service Top quartile In 30 months
management performance
Implementation: Levers of beh

All improvements to be sustainable over the longer term
Eighteen months into the Programme, most of the changes have been
implemented and the infused resources are gradually handing over
their responsibilities to the NUL successors who they have helped
develop and train.
Interest in the approach from elsewhere within the Aviva Group is high
and IBM has been engaged to help develop similar solutions.
Behavioural change is one of the hardest things

In addition to specific behavioural programmes, i
For more information

Alan Hewitt
+44-20-7202-3508
alan_hewitt@uk.ibm.com
Brian Phipps
+44-115-945-4219
PHIPPSB@uk.ibm.com
Stephen P Buckley
+44-161-9265371
stephen.p.buckley@uk.ibm.com
IBM UK Ltd
Southbank
London
ibm.com/uk
© Copyright IBM Corporation 2006.
All Rights Reserved.
Some other summary references – a full set of citations is available
separately
 Amadeus (Italy): organisation and climate

- IBM WFT helped transform the organisation and enhance the working climate for this
organisation providing IT solutions for the travel & tourism industry
 ISBAN (Spain): talent and potential assessment.
- IBM WFT helped ISBAN to become a more competitive SW factory by defining target
competencies and aligning them with the mid-term strategies of the company
 SAP Nordic: leadership and management development.
- IBM WFT helped by developing and delivering a management program for all managers in
the Nordic SAP organization.
 IBM Application Services Delivery (UK): delivery transformation.
- IBM WFT helped with this programme to reduce costs by driving lower value work to Global
Delivery, while moving UK skills up the value chain. This dramatically improved customer
satisfaction and reinforced professional career frameworks. Also involved was the design of
enhanced talent development and skills building programmes for evolving business needs
Whether it is IT or another business function, we constantly focus

on driving real value into our clients workforce operations
Performance Indicator Outcome Indicative Benefit Reference
Customer Satisfaction  First contact resolution  Increase average customer  ANZ, Westpac, Tesco,
 Shorter queues satisfaction from 51% to 75% Home Depot
 Linkage: staff satisfaction within 2 years
Employee Satisfaction &
Engagement
 Roster flexibility  Increase average employee
 WFM transparency satisfaction from 48% to 60%  ANZ, Euroclear
 Correct staff levels within 12 months
 Roster self service
Increased Revenue /
Customer Retention
 Linkage: customer  At least a 1% retention
satisfaction improvement within 12 months  Wells Fargo, Sears
 First contact resolution
Cost Optimization and
(better skill availability)
Sustainability
 Labor requirements  Achieve people operating cost  Wells Fargo cut operating
planning effectiveness savings of approximately 1% costs by $US20m since
 Frequency of roster build implementation in 2000
 Closer matching staff and  Marks and Spencer
skill-sets to customer
requirements
 Real-time adherence
IBM BCS Research: Retail and Retail Banking
Assessing the scale of opportunity:

WFT maturity models
Two maturity models to be used either in

client discussion or as part of an initial
assignment

Assessing an Application Development organisation

Place the white & red circles to indicate your current and target position
Business Alignment Standardisation Applications Tools &

Infrastructure Sourcing People
& Demand Mgt & Processes
Multiple tools & Inconsistent, local

Internally focused Local, specific Inflexible sourcing
Complex Architectures IT functions
Current No delivery process

C Entirely internally
focused –
C or management C Disparate, high legacy C C No practice areas
system. Heroes content, duplication, In-country, in-
reactive cost- house or common career
T centre mentality T succeed others fail T high maintenance
costs, growing portfolio T development T development
paths
Established Processes defined Early tactical level
Maintenance
service level but adoption poor. of offshoring Professional IT
segmented service
agreements career paths
levels Understanding
Consistent adoption
Partnership strategic model for Common
of delivery and Strategic architecture
based flexible sourcing communities of
management view
relationship (onshore/offshore) practice e.g. Test
processes.
management
Layered architecture Implementation of Professions and
Portfolio Iteratively improving and consolidation strategic sourcing skills focussed on
prioritisation and processes through roadmaps model driving business
pipeline execution and benefit
management learning. Change Low cost of Dynamic sourcing
ownership, fast and of work based on Performance
control.
Value based affordable cost of demand Management
Target proactive Standardised and change, strategic Commercial
service shortened lifecycles applications culture
Client and strategic Standardised and Group Common IT

Flexible sourcing
focused optimised Standardisation communities
Assessing how the workforce is managed and developed

IBM’s WFT diagnostic – the tool is available in WFT Toolkit on KnowledgeView
WFT Wheel WFT Diagnostic
Results Summary
Set Strategy
& Plan
7
Performance Learning and 6
5
Management Development Transform & 4
Attract &
Sustain 3
Retain
Tra 2
Set 1
Strateg
Connect & Motivate &
y Enable Develop
& C
Plan
Workforce Collaboration Deploy &
Management and Portals Manage
Diagnostic Output
Sample Question
Topic Ref Low Maturity ---------- Intermediate Maturity ---------- High Maturity
Score
Set Strategy & Plan 1 2 3 4 5 6
1-7, or
7
Comments
Definition: Establishing the optimal long term strategy for sourcing, deploying and developing the workforce in order to support broader business drivers.
n/k, n/a
Is there an integrated workforce S1 There is no specific workforce Individual elements of workforce All elements of workforce management
management strategy (covering management strategy that integrates the management contribute to business are fully and regularly integrated in
acquire, develop and deploy) that acquisition, development and strategy, but do not present an support of business strategy
clearly and explicitly supports the deployment of employees. These areas integrated approach 7
wider business strategy? do not explicitly support wider business
strategy
Next Steps

What we can do next to assess client issues and resolve them
Establishing Delivering a
Initially our beneficial
engaging credibility and
with the and defining sustainable
client the client’s solution
problem
Open & qualify

Initial assignment Full scale assignment
the sale
- -
-
Health Check Engagement Model
Sales Pack
Our “IT Health-check” approach is designed to quickly pin-point high priority

IT workforce management challenges and recommended interventions.
Diagnostic Approach
Work step
Develop
Diagnostics & Develop
Mobilization Implementation
Data Collection Recommendations
Schedule
• Assemble team • Prepare and run focus groups • Synthesize key findings • Identify quick wins, medium
• Identify key stakeholders and interviews; synthesize • Assess findings and perform gap term and longer term
outputs analysis against peers / good initiatives, and key
• Develop workplan
• Research and collate IT practice / industry benchmarks dependencies
Key Activities
• Identify key hypotheses • Prepare a high level

workforce industry practices and frameworks
and focus areas and benchmarks description of each initiative
• Identify and prioritise high value
• Identify interviewees and • Review existing processes, and key outcomes
opportunities
schedule interviews career frameworks, tools, • Provide final report for
• Develop high level
• Identify, plan and documentation and metrics discussion and agreement
recommendations
schedule focus groups • Understand Group HR context moving forward
• Review and refine findings with
• Identify and tailor and vision key stakeholders
assessment techniques
and frameworks
Key Deliverables
• Develop ghost pack for

final report
Summary of Key
Key Hypotheses Gap Analysis &
Findings & Implementation
& Workplan High Level
Leading Agenda
Recommendations
Practices
For a full scale WFT assignment:
IBM’s Project/IT Workforce high level engagement model – on a page
Phase C. Organisation design (transform & sustain):

• Refine and implement project based organisation options
Phase A. Situation/ Phase D. Demand side (deploy & manage)

Phase B. High level
Problem Identification • Define nature of tasks, obtain details, generate demand forecasts
solution design
• Starting point: Client • Design resource, capacity and financial processes, tools, metrics & roles, & recruit
•Define performance
concerns & IBM view of • Design changes to task management processes, tools, metrics & roles, & introduce
objectives / business
generic pain points,
benefits: utilisation,
hypotheses, leading to
productivity, customer Phase E. Supply side (motivate & develop; connect & enable)
• Determine/Validate
sat, staff sat, quality, • Define nature of flexible workforce, obtain details, generate supply forecasts
corporate strategy re role of
timeliness, etc • Design career management and HR processes, tools, metrics & roles, & recruit
BU & workforce demand
• Generate high level • Define & establish communities of practice and skills frameworks & assess
• Assess features of BU &
options to meet workforce
workforce supply
corporate workforce
• Compare with external
demand and select Phase F. Supply-demand matching (strategy & plan; attract & retain)
benchmarks preferred design with • Design approach, build and operate sourcing strategy, capacity plan, optimisation
• Assess constraints &
noi t ar get nI noi t ul o S
noi t ar get nI noi t ul o S

top team process and real-time deployment
enablers, change history •Determine gaps with • Support implementation of consequent activities:
and the case for change current state & prioritise • Recruit, retain or release types of workforce
actions to fill • Contractor rationalisation programme
• Offshore/outsource value improvement
Phase G. Behavioural change (transform & sustain)

• Magic carpet, viral networks, infused resources, etc
Phase H. Transition Management (transform & sustain).

• Stakeholder management,
• Communications and engagement,
• Skills transfer,
• Project team building
• Benefits realisation
Part III: Reference materials
Available separately

Reference materials (available separately)
Sample Citations
WFT diagnostic (needs updating to be consistent with the new WFT wheel)

(full list overleaf)
IT Health check: phase 0 method


WFT Engagement Model  Norwich Union Life
WFT ISVs

Citations
 Amadeus

 ISBAN
 SAP Nordic
 IBM Application Services
Our workforce transformation heritage – page 1
Develop & Connect Develop & Transform & Sustain
• Norwich Union Life • Amadeus (Spain)

• IBM ASD • NATO HQ
• NMBS/SNCB (Belgium) • Euroclear Group
• Alcatel Bell • Agrati Group
• Delta Airlines • H3G
• H3G • Interbrew
• Bayer Euroservices • Regional Office Environmental
• ISBAN Protection (Italy)
• Pfizer Italia • LSG Sky Chefs
• American Express • Treasury Board Secretariat (Canada)
• Flemish Community AROHM • Autogerma
• Corporation Backus • Persian Gulf Telco
• Big Postal Company (Italy) • Gruppo MEDIOLANUH
• Pharmaceutical company (Nordics) • International Tea Company (Middle
• Exito Cadenalco East)
• Hydro One • Hoffman-La Roche
• Norwegian Armed Forces • TPG
• International Telco (Europe) • International Supermarket Chain
• GSK Biologicals (Middle East)
• City of Antwerp • DRASS et DDASS de Picardie
Our workforce transformation heritage – page 2

Deploy Transform & Sustain
• Norwich Union Life • Bristol Myers Squibb

• IBM ASD • Global Insurance Company (Middle East)
• Human Resources Development Centre • Delta Airlines
(HRDC) • International Paper
• Johnson & Johnson • Major Entertainment Company (USA)
• Local municipality (Middle East) • Public Health Provider (Nordics)
• Amadeus (Italy) • Electrical & Telecom Network Provider
• La Poste (France) (Nordics)
• Global Technology Company (USA) • Persian Gulf Telco
• Dexia Bank • Canada Customs & Revenue Agency
• Westpac Banking Corp • Child Support Agency (UK)
• Quantas Airways • NASA
• Euroclear Bank • Pension Service (UK)
• Royal Dutch Shell
Connect & Transform & Sustain • Texaco
• Cable & Wireless
• Norwich Union Life • Mitsubishi Corporation
• Child Support Agency (UK) • SAP Nordic
• Insurance Company (Nordics) • UK MOD
• RAI • Johnson & Johnson
• Jolly Hotel • Telstra
• Auto Company

WorkForce Transformation

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WorkForce Transformation

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IBM Global Business Services

IT Workforce sales pack

© Copyright IBM Corporation 2007

0.1b 16 Mar 07 Revised draft.

0.2 23 Mar 07 Further revisions.

1.0 10 Apr 07 Amended to reflect latest HCM top deck

1.1 08 May 07 Miscellaneous changes

1.1a 14 Jun 07 Addition of ISV & Risk/Reward pricing materials

Part I: Introduction Part II: Materials for the Client

© Copyright IBM Corporation 2007

Introduction to the IT Workforce Sales Pack

IBM’s Professional Excellence Model provides the basis for our

 The concept that the differentiated cost of workforce resource

 The creation of communities of practice based on the competencies

 The creation of a high performance collaborative culture

This pack is based upon the HCM/WFT wheel

Performance Learning and

Sales Pack Design Criteria

 To be contain material dedicated to a target  To focus on sales material relevant to project

Open & qualify

Part II: Materials for the client

© Copyright IBM Corporation 2007

Storyboard for Client Materials section

Material to support the Describing the Describing how

Workforce challenges for the CIO

© Copyright IBM Corporation 2007

It is a tough time to be a CIO. The current environment requires reducing

Take 20-40% out of the IT cost base

At the same time, improve “control” over IT spending

At the same time, improve service and create new

AND create a workforce which can build and sustain

IT Investment The Challenge

4.0 – server consolidation

Organizations will fail to develop or hire appropriate leadership…

Proven Correlation between Workforce

IT NEEDS TO BUILD A HUMAN CAPITAL MANAGEMENT

What is IT Workforce Transformation?

IT Workforce Transformation tangibly improves the

• driving excellence in leadership

Proven improvements to output measures such as function points

Proven improvement to meeting delivery promises and service

Proven improvements to service downtime and service level

Proven improvements to retention rates and tangible benefits from

*Indicative from preliminary IBM research (subject to maturity of the IT organization)

So, if this is your situation…

…you need a solution that creates a step-change in at least one of these

…you have a large operation with several hundred workers

… then, we can help you

© Copyright IBM Corporation 2007

IBM Global Services

Produced in the United States of America

Workforce challenges for

© Copyright IBM Corporation 2007

If you need to move your project staff

from this to this

And you’ve tried most of these…

Action taken Aim Typical outcome

Big Hitter Targeted hiring from Prima Donnas causing

Outsourcing Re-skill and re-deploy Existing rigid

Flattening the Overcome parochial, Seen as a cost

High Flyer Incentives available Majority of staff do not

Then, IBM’s Workforce Transformation (WFT) offers a solution

Performance Learning and