IAOP - The 2009 IAOP Global Human Capital Forum

Schedule of Events • Venue • Sponsors • IAOP Chicago Chapter

The 2009 IAOP Global Human Capital Forum was held on September 22, 2009 at the Marriott Chicago Downtown in Chicago, IL.

“A valuable event not just for learning and exploring the Human Capital element but also other outsourcing aspects as well.” Forum Delegate

The results of “The IAOP State of the Outsourcing Industry Survey” sponsored by Accenture, were presented by IAOP Chairman Michael F. Corbett at the only event focused on talent management for the organization, the individual and through HR outsourcing!

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In today’s environment, managing an outsourcing talent portfolio has never been more important. To succeed, providers need to get better at matching the skills and capabilities of their people to the needs of their customers. For their part, customers must ensure that they maintain the right skills, knowledge and institutional memory — before, during, and after outsourcing. As for advisors, methodology-driven talent is their stock and trade.

IAOP’s Global Human Capital Forum: Managing the Talent Portfolio of Outsourcing focused on the critical role people play in outsourcing success as well as the range of outsourcing solutions available to help companies better manage their people and their talent portfolios. It explored both how to get better outsourcing results through better talent management and how to use HRO (human resources outsourcing) to improve the HR operations of any company.

After carefully defining what talent portfolio management is, the program examined the topic through a series of educational track sessions focused on the macro — what’s in it for the organization — and micro — what’s in it for the individual — considerations, including:

n Managing the talent portfolios of emerging versus mature outsourcing locations

n Achieving buy-side adoption

n Leveraging talent portfolio management to acquire, develop and resource manage in-house, vendor, on-shore and offshore teams

n Individual portfolio analysis

n Skills, knowledge and experiences required of today’s and tomorrow’s outsourcing professional

n Career portfolio planning

Three tracks dove deep into issues facing organizations and individuals alike:
Talent Management: For the Organization

Talent Management: For the Individual

Talent Management: Through HR Outsourcing

”The opportunity to network with individuals focused on a single topic allowed for richer dialog with peers.”

—2008 IAOP Forum Delegate

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Join the Forum’s

and expand your network to include outsourcing's leading professionals.

Exclusively for registered delegates.

Did you know?

Across all three types of organizations, most HR departments play an active role in defining the skill sets and compensation structure for outsourcing professionals.

Ninety-five percent of organizations employ outsourcing professionals – with many large organizations operating outsourcing departments with more than 100 professionals.

THE PROGRAM

PLENARY SESSIONS

Welcome and Opening Comments

Michael F. Corbett, Chairman, IAOP
Welcome and opening comments. Michael will present the results of “The IAOP State of the Outsourcing Industry Survey” sponsored by Accenture.

Managing Outsourcings Talent

Mary Finch, Executive Director, Outsourcing HR, Accenture

With outsourcing now a critical business support tool for companies in every industry, finding, developing and motivating the outsourcing workforce — at all levels and in all regions of the world — is a top priority for buyers, advisers and providers alike.

Educational Track Sessions

Talent Management: For the Organization

Creating Global Ready Professionals
Atul Vashistha, COP, CEO, Global Ability

This session will discuss the skills that corporations need to help their global initiatives succeed. This session also will introduce tools and processes that leading companies are leveraging to enable global skills development.

IAOP’s OperatorEvaluator: Improving Workforce Productivity in Global Outsourcing
Arijit Sengupta, CEO, BeyondCore, Inc.

The productivity and quality of your workforce can have a significant impact on your bottom line. The variability of operator quality and productivity across outsourcing regions makes this impact evaluation especially complex.

In this session, we will explore Operator Lifetime Value frameworks based on Stanford and Harvard Business School student research that can help you objectively compare the ‘total cost,’ not just the labor cost of workers, whether they are in Bangalore or Baltimore. We will then review the IAOP OperatorEvaluator solution that is helping firms systematically identify and hire the highest quality, most productive workers.

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Mitigating Organizational and Human Capital Risk in Outsourcing – Staff Augmentation to Managed Services – Enabling your Sourcing Journey
Steven Jeffries, Head – Global HR&OCM Solutions, Infosys Technologies

Nadir Masood, Senior Principal and Global OCM Lead, Infosys Technologies Ltd.

Debora Taylor, Director, Human Resources, LexisNexis

Outsourcing a major part of your operations not only requires transforming the way IT and business processes are delivered, but it also requires changes in your company’s organizational structure, roles and responsibilities, employee competencies and training needs, as well as the way you and your sourcing partner work together. Global sourcing involves more than simply handing off specific tasks to a vendor; it’s about transferring critical knowledge to your sourcing partner, moving your organization from the “as-is” to the “to-be,” and moving your retained organization from managing the process to managing the results. As an organization, how you manage people and organizational changes are critical, and are key to enabling the success of your sourcing journey.

Hard and Soft Sides of Managing Talent in Outsourcing

Neil S. Hirshman, COP, Partner, Kirkland & Ellis, and Chair, IAOP’s Chicago Chapter
Jagdish R. Dalal, COP, Managing Director of Thought Leadership, IAOP
There are two sides to managing talent through the outsourcing process. The "hard" side deals with the legal issues, customary practices and contract terms. Neil Hirshman will address these topics based on his global experience in structuring and negotiating outsourcing transactions. The "soft" side deals with the short- and longer- term challenges and opportunities in talent management acquisition through utilization, and eventually repatriation. Jag Dalal will present both proven practices and forward thinking of talent management. Together, they will address how to integrate the hard and soft sides of managing talent.

This session represents the Chicago Chapter’s fall meeting. Chicago chapter members may attend this session free of charge.

Talent Management: For the Individual

Critical Skills for Outsourcing Professionals
Sara Enlow, Principal, Vantage Partners
Managing a complex outsourcing arrangement is entirely different than managing an internal function. Rather than managing a set of internal resources to get the work done — working side-by-side with business units and functions, assessing needs, negotiating budgets and delivering results — outsourcing professionals must serve as intermediaries between the internal customer and the external provider. They must help the organization prioritize among competing claims on fixed resources. They have to be accountable for deliverables they can only influence indirectly. Making this shift requires a new mindset and a very different set of skills, much like those required of individuals on the provider side who are responsible for managing the interface between their organization and the customer. Experienced buyers and providers have learned that these skills —once thought to be “soft,” like communicating effectively, building alignment, and solving problems creatively — are critical to achieving hard financial results. In this session, Sara Enlow of Vantage Partners will describe the key skills required of outsourcing professionals, and how having those skills translates into real value to the organization. She will also share examples of models and frameworks that should be a part of the best outsourcing professionals’ repertoires.

Talent Management: Through HR Outsourcing

Continuing the HR Transformation Journey in an Uncertain Economy: Priorities and Processes that Deliver ROI

Cynthia DeFidelto, Principal, Towers Perrin
Meg Paschall, Principal and Central Region Group Leader, Towers Perrin
Many of us in the outsourcing world are on the HR transformation path and have been for some time. We've put considerable planning, financial and people resources and time into HR transformation initiatives, with high expectations from leadership — and ourselves — for success and results. What does today's uncertain economy mean to these efforts? What does it take for HR to continue to make a contribution during these difficult times? What impact does HRO have on our efforts? What can organizations do to continue their transformation journey in an often challenging external and internal environment? Join us for this informative session, in which we'll discuss how organizations can practically and realistically continue to advance and deliver on the HR transformation agenda, even in an environment where budgets and resources are tighter than ever before, and organizational commitment can wane. We'll explore how to evaluate the HR strategy, structure and function in these terms, build or strengthen an existing business case, prioritize both new and ongoing activities based on likely return on investment (ROI), and continue to make progress with limited resources. Participants in this session will explore how to:

● Recognize the changes they need to make on their HR transformation journey amid challenging times

● Prioritize high-value initiatives that can lead to solid results in an uncertain economy, and actually deliver a positive ROI

● Evaluate and build out HR function requirements based on the sometimes conflicting needs of business, workforce, market and HR itself

● Ensure that HR strategy, structure, process and technology are aligned, and identify the potential for cost reductions throughout

Inside Outsourcing: Roles, Responsibilities and Skills Needed to Manage an Outsourcing Engagement Successfully

LeAnne Andersen, Senior Director, HR Operations, Best Buy Company
Traci Egly, Partner, Accenture Technology Solutions
Outsourcing engagements bring fundamental change to the roles and skills required to manage and deliver services. Staff must learn how to be buyers of services rather than managers of people, and employees must adopt new ways of working and take personal responsibility for results. Research shows that talent requirements evolve over the life of an engagement, and that second-generation buying decisions are heavily influenced by the caliber of the provider’s staff. Led by an experienced buyer and provider, this session explores the issues and challenges in keeping staff refreshed, building new skills, and finding, integrating and developing talent in remote delivery locations.

HROA: Helping HR Transform Through Standards, Benchmarking, Research
John Hindle, Vice Chairman, HROA
Managing talent is a core HR function, and outsourcing is increasingly part of the HR solution. Outsourcing enables HR departments to focus on strategic HR issues like talent management, and to reduce the cost of providing HR services. In response to buyer needs for better tools to help them manage the outsourcing process, the HR Outsourcing Association (HROA) has established formal work programs around standards, benchmarking and research. The intent is to cut through the complexity of HR and simplify the process of outsourcing. This session will review the tools available to HROA members to enable faster, better sourcing decisions.

IAOP is pleased to have its Global Human Capital Chapter, chaired by Lori Blackman, President, DNL Global and Julia V. Santos, COP, Director, Johnson & Johnson Group of Consumer Companies, bring the collective knowledge of its global membership together to develop and deliver this program.