Howmight your talent soucing strategy evolve in the post COVID environment?
so retention strategies will need to be redefined to reflect that long-term incentives may be less successful than short-term ones.
By way of example, one of the critical services that CACI’s Shared Services moved to Oklahoma City is talent acquisition. Explains Bryan Jester: “We moved talent acquisition into the center because we realized, even two years ago, that the ability to recruit quality staff to support our operations is key – and that Oklahoma City presented not just the right talent pool but also a solid base from which to build this critical capability.” Oklahoma City emerged as the location of choice for this Virginia- headquartered business after a nationwide search, led by both an outside consulting firm and internal CACI team. “We narrowed it down to three cities, but Oklahoma City proved the right fit,” explains Jester. “Not just for cost reasons, but because we found a ready and available workforce here – and that’s the critical differentiator in our type of business [Shared Services]. This workforce – and its willingness to adapt and step up – has proved its worth over and over, in the past five months.” Data determines value-add Intelligent automation and data analytics are the capabilities enterprises are looking for. Both help to enable digitized operations, which are the future. Alongside new roles like Chief Data Officer, enterprise data strategies will come to define the ability to grow and succeed. Data centers, which coordinate vast data lakes, integrating with the Internet of things, will drive enterprise performance. Locations that have already invested in the resilient infrastructure to support such data centers will be ahead of the game. Such locations must also ensure they follow up in supporting and developing relevant skill sets to attract Shared Services operations. Digital collaboration The pandemic has pushed teams towards collaboration platforms for everything from basic communication to brainstorming to project implementation. A lot of the technology functionality extends beyond the obvious video chat and document collaboration, such as whiteboards and breakout groups. Organizations will need to ensure these options are utilized, and staff are trained in their usage. At the same time, while the technology is working, it may be working too well, worries Jester. “It’s difficult for staff to switch off. Everyone is working long days and working from home doesn’t make it any easier. The challenge is that it becomes harder to switch off and to devote time to family and self-care. The easy connectivity, which enables everything we do, can become a problem – and it’s one we, as SSO leaders, need to be thinking about how to solve.”
20%
3%
27%
19%
8%
23%
20%
Bring more work inhouse to control knowledge supply chain Increase use of outsourcing to provide more flexibility and access to talent Leverage wage artitrage via offshore locations Increase use of gig workers / agile teams
19%
8%
23%
27%
No change
3%
Other
18
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