1. Official sponsors:
Kennispartner:
WWW.OVERDI.NL/CONGRES #OVERDI
Breng employability in kaart
Tjerk Jansen

2. WWW.OVERDI.NL/CONGRES #OVERDI

3. WWW.OVERDI.NL/CONGRES #OVERDI
• Atos is an international IT services company
• Focus on business technology that powers progress and
helps organizations to create their firm of the future
• Worldwide IT Partner for the Olympic Games
• Quoted on the Paris Eurolist Market
• Annual revenues of € 8,5 billion
• 74,000 business technologists worldwide in 48 countries
• Headquarters in Paris, France
• Atos was established on July 1st 2011, following the
successful integration of Atos Origin and Siemens
IT Solutions and Services
Introducing Atos

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Pan-european company with east & west trends
Atos # headcount
10,014
7,162
9,640
Benelux
Central & Eastern Europe
France
North & South West Europe
North America
UK/Ireland
Germany
Latin America
Asia PacificIberia
India, Middle East and Africa
8,027
Total headcount: 76,000
Of which 25% is outside of Europe
2,783
1,729
3,1035,376
10,741
4,666
3,906

5. WWW.OVERDI.NL/CONGRES #OVERDI
From critical IT to business support
Systems
Integration
Transactional
Services
Consulting&
TechnologyServices
Transforming IT
infrastructure and
business operations
revenues
Delivering
seamless business
systems
Transforming
business through
innovation
leveraging
Information
Technologies
Advancing business
strategy through
innovative
processing solutions
Managed
Services

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From industry expertise to business value
NL 22% NL 28% NL 24% NL 9% NL 17%
Financial
Services
Manufacturing,
Retail &
Services
Energy &
Utilities
Telecom,
Media &
Technology
Public Sector,
Healthcare
& Transport
Corp. 27% Corp. 13%Corp. 33% Corp. 7%Corp. 20%

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London 2012 Olympic games
Successful delivery

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• Very competitive, dynamic IT market is becoming more and more global
– Rapid technology changes
• Mobility & Internet of Things
• Collaborative Enterprise Social Networks
• Virtualisation
• Cloud Computing
• Big Data
– Direct impact on employment in NL
• New job areas
• Employment changes in secondment market (rise of self-employed staff)
• Outdated and/or less requested job areas
• Continious offshoring
Need for (strategic) workforce planning
Context

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Introduction of Workforce Management
enabling workforce planning & employability
Workforce Management ensures that Atos always
•has the right number of people
•with the right skills available
•at the right location
•at the right cost
•to do chosen business with our clients
•while avoiding over- and undercapacity

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Workforce Management Planning
Key elements for Atos
Skill and Competency
Catalog
Project & Tasks
Operational Planning
CV Template
Structured CV & Metadata
Skill Resource
Profile
Resource Assignment
Operational Staffing
CV Management
Up To Date Maintenance
Skill Matching
Resource Request
Resource Availability
Resource Request
CV Text Search
Resource Request
Training
Upskilling
and
Development .
Plan
Workforce Optimization
Subcontractor management
Hiring & Mobility Planning
Restructuring
and
outsourcing
Plan
Strategic
HR & Business
Planning
Utilization Monitoring
Capacity Planning
Internal
Resource
External
SubCo
Strategic WorkforceStrategic Workforce
PlanningPlanning
Tactical WorkforceTactical Workforce
PlanningPlanning
OperationalOperational
StaffingStaffing

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Strategic/Tactical Workforce Planning
Methodology
Preparations External & Internal
Developments
Analysis
required
future
workforce
Analysis
present
workforce
Gap
analysis
Strategic
&
Tactical
Workforce
Plan

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Preparations
• Commitment Senior Management is key
• Determine disciplines to be involved (functional areas)
• Appoint Project Manager
• Write projectplan with concrete deliverables
• Always start from a pilot perspective
• Use at least two planning scenario’s
• Use common language
• Make use of existing data where possible
• Try to stay away from too much details
• Don’t expect ‘first time right’
• Manage expectations: benefits will only become apparent over time
12

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External & internal developments
13
• Discuss and determine impact of external & internal developments on your
organisation
– Make use of internal intelligence
– portfolio/business development/sales/HR/Finance
– Make use of available external market intelligence
– for IT: Gartner and/or Forrester
– Make use of scenario planning
– Validation of output by senior management
• Results of scenario planning and its impact on the present portfolio and
workforce should be integrated in a workable way
– Technology Adoption Cycle (for IT industry)
– Job Key Areas

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Analysis Required future Workforce
quality forecasting
Application Developer Apps Application Developer Java Application Developer Cobol
Technology Adoption Cycle

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Analysis Required future Workforce
quantity forecasting
Job Key Area (1st level) Sub Area (2nd level) Sub Area (3rd level) Actual 6 mnths > 1-1,5 yr
GEO 5 10 10
BI 10 5 5
IBM 10 10 10
Microsoft Sharepoint 15 15 20
Dot.net 15 10 10
Biztalk 5 5 5
Application Developer SQL Server 10 10 10
Oracle 15 15 10
ERP 25 20 15
Java 7 6 5
ECM 10 5 5
Mobile Apps 20 25 30
Cobol 44 35 29
Job Key Area planning

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Analysis Present Workforce
starting point
Review your workforce at employee level on following main characteristics
1. Employee’s Portfolio alignment
2. Employee’s current performance
3. Employee’s expected future performance
Job Key Area (1st level) Sub Area (2nd level) Sub Area (3rd level) Actual 6 mnths > 1-1,5 yr
GEO 5 10 10
BI 10 5 5
IBM 10 10 10
Microsoft Sharepoint 15 15 20
Dot.net 15 10 10
Biztalk 5 5 5
Application Developer SQL Server 10 10 10
Oracle 15 15 10
ERP 25 20 15
Java 7 6 5
ECM 10 5 5
Mobile Apps 20 25 30
Cobol 44 35 29

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Analysis present Workforce
introduction employability scan

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Employability Scan outcome
Gap analysis
Green
Portfolio
+10
Orange
Portfolio
-2
Red
Portfolio
-15
Application
Developer
Apps
Application
Developer
Java
Application
Developer
Cobol

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Strategic/Tactical Workforce Plan
bridging the gap
• Integrated Workforce Plan on employability
– Pro-actively planned internal transfers
– Relevant ‘future proof’ re- and upskilling programs
– Recruitment only for ‘future proof’ job (key) areas
– Strict attention to Performance management
– Transparent Interim/Subco Management
• Workforce plan is input for
– employee (development) targets (yearly HR cycle)
– management (bonus) scorecard targets

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Lessons Learned
• Commitment
– Involvement of senior management is key
• Mind your scope
– Always start from a pilot perspective
– Stay away from too much details (keep it simple)
• Manage your process
– Adequate preparations is key
– Use one common language
– Rely on existing relevant data when available
– Forecasting future market developments and required workforce isn’t easy

21. WWW.OVERDI.NL/CONGRES #OVERDI