17th Learning EB: solving the challenges of talent management
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The document discusses the challenges facing talent management in the Philippine IT-BPM industry and initiatives to address them. It notes that the industry faces a talent gap and challenges in attracting and retaining talent. Industry associations have developed programs like the Global Competitiveness Assessment Tool to raise standards and a Service Management specialization track for universities. Partnerships between industry and academia aim to better align education with industry needs. Global trends discussed include a focus on internal mobility, talent communities, and balancing short and long-term talent needs. The goals for 2016 are 1 million direct jobs, $18 billion in revenue, and for the industry to be 10.4% of GDP.
17th Learning EB: solving the challenges of talent management
- 1. Solving the Challenges of Talent Management Penny Bongato, Exec Director, IBPAP
- 2. Agenda • Growth of the Philippine IT-BPM industry • Talent Management challenges and industry initiatives • Global trends in talent management 1
- 4. by the numbers number voiceOutsourcing Destination
- 5. by the numbers ranked ndGlobal Outsourcing Destination
- 6. by the numbers impact jobs largest private sector job creator 2013 employment* *estimate
- 7. by the numbers US$ billion 2013 IT/BPM Revenue* *estimate
- 8. by the numbers economics %of Gross Domestic Product
- 9. by 2014 year end* One Million *estimate
- 10. what we do
- 11. Scalable Educated Talent Pool Cost Competiveness Excellent Infrastructure Government Support & Public-Private Partnership Proven Track Record Why The Philippines
- 12. 12 Source: CHED 2012; CIA World Factbook 2012-2013; NSO 2013; indexmundi.com Number of college degree graduates 2013 Projection 2016 Projection Medical and natural sciences, allied fields 158,159 183,459 Business, accounting, and related fields 119,526 129,168 Social and behavioral sciences, education 67,474 65,558 Engineering and architecture 57,799 63,191 IT-related and mathematics 57,921 65,420 Fine arts, masscom, humanities 13,549 14,673 TOTAL Tertiary level 533,273 584,474 Pop Labor force Unemp rate Literacy World 7,111M 3,302M 6.0% 83.7% India 1,221M 487M 8.5% 61.0% China 1,350M 799M 6.5% 92.2% Brazil 201M 106M 5.5% 88.6% Philippines 105M 41M 7.0% 92.6% 500,000+ college graduates per year 3,000+ CPAs English proficiency & other languages Affinity with Western culture Customer service orientation Highly trainable Cost effective High level of commitment and loyalty The Philippine Talent Pool
- 13. Philippine IT-BPM industry size 2006–2012; US$ billion x% YoY Growth Philippines IT-BPM market as percentage of global offshore services market, in revenue terms Sources: IBPAP, ACPI, CCAP, GDAP, HIMOAP, PSIA # FTEs (~‘000) 236 383 424 527 Global share1 5% 6% 6% 7% 8% 3.4 4.5 6.1 7.1 8.9 11.0 13.2 2006 2007 2008 2009 2010 2011 2012 34% 17% 25% 24% Copyright ©2012: IBPAP. All rights reserved. FTEs Revenue (US$M) Rev % inc. fr ’11 Voice BPM 497,000 8,697 18% Non-voice BPM/KPO 154,380 2,470 20% ITO 57,078 1,160 17% Health Info Mgt & Care 45,000 460 66% Engineering Services 10,836 206 20% Animation 9,000 132 3% Game Development 3,500 50 251% TOTAL FTEs 776,794 13,174 19% 19% 284 640 9.5% 777 Philippine IT-BPM 2012 Performance 31% 45% 10.4% 1
- 14. Philippines IT-BPM market as percentage of global offshore services market, in revenue terms Sources: IBPAP, ACPI, CCAP, GDAP, HIMOAP, PSIA Copyright ©2014: IBPAP. All rights reserved. Philippine IT-BPM 2013-2014 Preliminary Estimates Philippine IT-BPM industry size 2008–2014e; US$ billion x% YoY Growth # FTEs (~’000) 383 424 527 Global share1 6% 7% 8% 6.1 7.1 8.9 11.0 13.2 15.5 18.0 2008 2009 2010 2011 2012 2013e 2014e 34% 17% 25% 24% 19% 640 9.5% 777 10.4% 17% 16% 900 1,040 1
- 16. What are the challenges? 16
- 17. Roadmap 2016 Talent Gap
- 18. Walk-in applicants Job fairs School/campus fairs Applicants responding to Advertisement in newspapers Applicants responding to Advertisement online Paper Screening Initial Interview Testing Final Interview Job Offer Hire 100 Applicants 7-10 Hires*
- 20. raise the standards? and how do we
- 23. Global Competitiveness Assessment Tool (GCAT) An industry developed test to assess competencies in basic skills for employment in the IT-BPO and GIC and other service industries Key Programs to Raise Standards
- 24. Average Scores Per School for Cognitive Ability Vis-a-Vis Industry Score Average Scores – Total Cognitive Ability
- 25. Average Scores Per School for English Proficiency Vis-a-Vis Industry Scores Average Scores – English Proficiency
- 26. Average Scores Per School for Computer Literacy Vis-a-Vis Industry Scores Average Scores – Computer Literacy
- 27. Average Scores Per School for Perceptual Speed and Accuracy Vis-a-Vis Industry Scores Average Scores – Perceptual Speed and Accuracy
- 28. Service Management Specialization Track (in Undergraduate Education) A 21-unit minor course or specialization track taken by business and IT majors in college intending to go into IT- BPO and GIC or other service industries. Key Programs to Raise Standards
- 29. 29 Technical Behavioral Domain IT Business Business Communication Internship Process Fundamentals of IT-BPO 101 Fundamentals of IT-BPO 102 Service Culture Systems Thinking How does Service Management address the competencies identified in GCAT?
- 30. Committee members include : • Core industry representatives from IBM., Accenture, HP, Stream Global, Philippine Software Industry Association (PSIA), Health Information Management Outsourcing Association of the Philippines (HIMOAP) • Academe representatives from Asia Pacific College, Jose Rizal University, Our Lady of Fatima and member schools of Phil. Assoc. of Collegiate Schools of Business • Other industry and academe representatives Service Management Specialization Track under CMO No. 6 and 34, Series of 2012
- 31. BPAP Specialization Track • Business Communications for the Global Workspace • Service Culture • Principles of Systems Thinking • Fundamentals of IT-Business Processes of Outsourcing 101 • Fundamentals of IT-Business Processes of Outsourcing 102 • OJT/ Internship Program 600 hours • 21 units (including OJT) • Approved for Business and IT courses Service Management Specialization Track under CMO No. 6 and 34, Series of 2012
- 32. THUS CMO 6 and 34, Series of 2012 32
- 33. Industry Academe Partnership • Strategic alliance with the IT-BPM companies – In discussions with more than 20 IT-BPM companies to partner with the 17 SUCs
- 34. Success Story
- 35. Success Story
- 36. • Integrated Content • Standard methods design for scale deployment • Certification and QA of Master Trainers • Standards and scale deployment to HEIs • Academe-Industry Interventions • Assessment and QA of Faculty PROJECT FRAMEWORK: ACADEME-INDUSTRY ALIGNMENT MODEL: CHED-IBPAP PROJECT Enabling Partners (Training institutions, Solutions providers) Industry Associations IBPAP with ACPI, GDAP, CCAP, HIMOAP, PSIA Academe, HEI Industry Partner Company • Standards: Development, Assessment/ Industry Certification, QA & Continuing Development • Over-All Governance • Industry/Career Marketing • Academe Leaders • Co develop standards • Supply Graduates to Industry Partner • Promote Industry & Industry Standards • HEI Strategic Partner • Industry Branding • OJT/Practicum • Recruiting • Incentives to HEI Partner Enabler Training & Certification
- 37. Even at the Middle Management Level
- 38. by 2016 year end* *estimate Requirements at the team leads and up 30k26k – Additional
- 39. 40 More than ever, the question is being asked...
- 40. 41 The engagement imperative; the new norm of employee-driven development • An engaged workforce is essential to drive growth and innovation • Thus employee retention is everyone’s concern due to the rapid growth of the industry Global Trends in Talent Acquisition and Talent Management
- 41. 42 Focus on internal mobility • Greater focus on internal mobility and up skilling employees. • Tighter budgets, the requirement for specific talent areas and increased complexity in global workforce planning will mean that many businesses look internally to solve their staffing issues, rather than externally. Global Trends in Talent Acquisition and Talent Management
- 42. 43 The rise of talent communities • The use of talent communities to build a sustainable strategy for engaging internal and external talent • How to keep candidates (now and in the future) “warm” Global Trends in Talent Acquisition and Talent Management
- 43. Global Trends in Talent Acquisition and Talent Management Global complexity in workforce planning • The trend continues Consumer-grade employer branding • Businesses will start to treat candidates like true consumers • Strategies and tactics used by consumer brands to attract and maintain a relationship with customers can be applied to the candidate experience. .
- 44. 45 The new talent battlefields • The drive for growth they will be focused on hiring critical talent emergence of some new, fiercely fought, areas such as the fight for talent in emerging markets. Global Trends in Talent Acquisition and Talent Management
- 45. 46 Balancing short-term challenges with long-term positioning • The need to balance shorter term financial challenges with longer term strategic needs – such as the imperative to build a brand that can attract talent over the longer term. Global Trends in Talent Acquisition and Talent Management
- 46. Our Goal 47
- 48. 2016 Goal US$ billion2016 IT/BPM Revenue
- 50. by the numbers number BPM Destination Long Term Goal
- 51. Thank you! Penny S. Bongato, FPM, MBA, TM Executive Director, IBPAP pennybongato@ibpap.org http://www.facebook.com/penny.bongato www.linkedin.com/in/pennybongato https://twitter.com/pennybongato