Talent Management and Workforce Development
Spring 2014
Anca, Divya, Emerson, Neha, Robert
Diversity in Talent Management at Amdocs
Company Background
Amdocs is a global provider of software and services for telecom companies.
The company focuses on developing, implementing and managing software
and services associated with business support systems (BSS) and operational
support systems (OSS)
With 30 years of experience, revenue of $3.2 billion in 2013, Amdocs has over
20,000 employees in more than 60 countries
Major Customers:
AT&T, T-Mobile, Sprint, US Cellular
Vodafone, Orange, Telefonica, Claro
Competitors
Amdocs' competitors are split between a number of companies that service the global
telecom markets:
Providers of BSS /OSS solutions:
1
2
3
Network equipment providers:
Systems integrators:
Amdocs Workforce Overview
•
5 major locations in US: St. Louis, Atlanta, Dallas, San Jose, Seattle
•
Large expat community from Israel and India
•
Many employees work remotely or from customer site
•
Most of the HR team in based in Israel, at the global headquarters
Amdocs Core Values
Each of us has individual strengths
and weaknesses. By acting together
in synergy we contribute as a whole
to our common goal.
We strive to maintain a lean
organization, lowering the total
cost of ownership and providing
real value to our customers.
New sales are the lifeline of our
company, ensuring longevity and
prosperity for all stakeholders. We all
share this responsibility.
We are committed to true customer
satisfaction and success, which
leads to long-lasting partnerships.
We are a people-oriented
business. We genuinely care
for each other.
We continuously strive for
excellence by “raising the bar” and
delivering the very best to our
customers.
Snapshot of Current Program
•
Internal Job Board
•
Training/Learning Programs
•
Performance Management Program
•
Expat Assignments
•
Competency Based Career Planning
Amdocs Competency Model
Core Competencies
Reflect the “way of doing things” in
Amdocs and apply as a whole to all
employees
Leadership Competencies
What is needed from leaders to drive a
high performance culture
Apply as a whole to all leadership roles
Functional Competencies
What is needed from employees in order to
be successful in one’s role
Apply to employees in a specific role/job family
Role
Descriptions
Strategic
Workforce
Planning
Employee
Selection
Compensation
and Rewards
Performance
Management
Learning & Skill
Assessments
Amdocs Position on Diversity
•
Public website mentions workplace inclusion and
commitment to EEO standards
•
Organization encourages supplier diversity
•
Programs for minority-owned businesses (MBE), womenowned businesses (WBE), and disabled veteran-owned
businesses (DVBE) to become suppliers
•
No specific data on minority workforce
SWOT Analysis
STRENGTHS
WEAKNESSES
Recruiting a diverse workforce
Adaptability to change
Discrimination policies in place
Poor talent management program
No Diversity Officer role
Poor work-life balance
OPPORTUNITIES
THREATS
Diversity workshops
Improved career planning program
Decentralize decision making process
Disengaged employees
Peter Principle in Career Development
High turnover
Oracle’s Position on Diversity
•
Oracle is a leader in promoting diversity.
•
Annual corporate citizenship report includes section on
inclusion and diversity with % of minority groups among
workforce.
•
Well publicized Diversity and Inclusion initiatives on Oracle’s
Public website
Diversity Issues @ Amdocs
1
2
3
Career Development for Minorities
Majority of upper management from one country
of origin
Lack of career development opportunities for
employees outside of country of origin
Upper Level Management
Not representative of its Workforce
Lack of HR Culture Involvement
Focusing on revamping IDP, Succession
Planning, Diversity Focus
Development of Program Change
Strategy & Plan
Amdocs Current Focus on Diversity
Celebrate Amdocs’ Diversity
Amdocs is committed to providing employment opportunities for
all qualified candidates and does not discriminate on the basis of
race, color, religion, gender, sexual orientation, age, national
origin, disability or veteran status or any other status that is
protected by law. With thousands of employees serving
customers in more than 60 countries, Amdocs is proud of the
diversity of cultures, experiences and talents we each represent.
(Amdocs Code of Business, 2013)
Development of Program Change
Strategy & Plan
Oracle’s current focus on Diversity
Oracle employees represent a variety of cultures, span four generations,
practice many religions, and live in large cities and small towns. This
diversity allows us to examine our business from a range of
perspectives.
•
Diversity and Inclusion at Oracle
•
Oracle Workforce
•
Diversity Recruiting
•
Oracle Corporate Citizenship
Development of Program Change
Strategy
Diversity
workshop with
global team
Diversity
Officers
Diversity
Recognition
•
Take a survey
•
•
Have a meeting
with local and
international HR
teams
•
Create this
specific position
with HR
partnership
Opportunity with
Succession
Planning
•
Develop
Training for
Team
•
Develop
Training for
Workforce
Development of Program Plan
# 1.
Get Top Management Actively Involved
# 3. Appoint an
Implementation Team
# 4. Build Your
Mission, Vision,
Values
# 5. Ensure Ongoing
Communication
# 6. Train Diversity
Officers
# 7. Orient Workforce
# 8. Follow Up
# 2.
Establish the
Criteria for an Ideal
System
# 9.
Monitor and Revise the
Program
Communication Plan
Creating Leadership Buy-In (HOW?)
• Help understand the need of diverse and inclusive environment
• Help seeing the overall vision of a diverse workforce
• Linking Diversity with AMDOCS’ values and core competencies
• Benefits of introducing the program
• Comparative Analysis of Diversity initiatives with competitors
Establishing Managers as Co-Owners
(Why?)
• For improved employee morale and sense of belongingness
• Equal career advancement opportunities for self and team
• Improved perception as a Manager
• Fostering relationships based on Trust and Transparency
• Face to Face discussions with Managers
Managing Employees
• Sharing good news!!!
• Holding seminars for Employees
• Education about the new developments and Process
• Creating employee resource groups
• Encourage their feedback
Communication Method
ONLINE
EMPLOYEE OUTREACH
AMDOCS Website
Intranet
Social Media
Blogs
RSS feeds
Seminars
Workshops
Message from CEO
Board Meetings
Message from New Diversity Officer
SPREAD THE WORD
TAKE HOME UPDATES
IN PERSON
Monthly Newsletters
Annual Updates
Multilanguage Journals, Brochures
Face to Face Dialogue
Weekly Meetings
ERGs
Key Supporting Relationships
Executives &
Owners
Human
Resources
Internal
Communications
Line Managers
Employees
Expected Timelines
Establish Scope,
Prepare Analysis
Report,
Fix Budget
Secure Leadership
Buy – In,
Communicate with
Managers, Identify
Resources
Appoint Diversity
Officer,
Conduct Diversity
Workshops, Brand
AMDOCs as an Inclusive
Employer
JULY 2014
OCTOBER 2014
JANUARY 2015
Diversity Implementation
Key Partners
• Proper marketing of the diversity development program
• Outside facilitators
• Internal diversity committee must consider variables
• Top level and mid level management training is essential
• Diversity committee must consider variables
• Employee pool and support staff
Diversity Implementation
Awareness
• Retool Diversity Program Development
• Legal Compliance
• Leadership Development
• Cultural Awareness and Diversity Competence Development
• Variety of diversity training offerings including:
o Workshops
o Webinars and Mobile Learning
o Internal Social Media
o Mentoring
Diversity Implementation Action
• Monitor and act on workforce data
• Create and maintain employment database
• Analyze trends and issues
o Hiring, promotions and pay equity
• Establish annual targets
o Hiring and promotions
• Track Progress
o Department heads and managers
• Have a complaint resolution process
o Human Resources/Diversity Officer
Diversity Talent Management
• Develop pipeline of diverse talent
• Identify and develop diverse top fliers
oSuper Keepers
oKeepers
• Mentoring and coaching
• IDP and accountability plan
• Monitor talent and skills progress
• Coordinating training resources among departments
• Succession planning
Diversity Implementation
Considerations
• Climate Timing
• Technology Utilization
o IT Staffing
• Labor Unions/Policies
• Top down buy-in
• Human Resources
o Legal Counsel
• Budget
• Success Stories
o Short range and long range
vision
Evaluate
Set quarterly goals; measure & report progress and make adjustments based on
progress.
MEASURE
• Representation of EEO groups at different levels.
Quantitative
Metrics
• Hiring and Career Progression Ratio for Minority vs. Non Minority.
• Turnover Ratio/absenteeism for various groups.
• Pay equity and distribution of EEO groups across pay levels.
• Rate of return from maternity/family leave for different groups.
Qualitative
Metrics
• Include targeted questions in Bi-annual survey to measure perception.
• Conduct focus group interviews for deeper analysis of issues identified
• Gather diversity related issues from exist interviews.
Evaluate
• Create a diversity scorecard/dashboard and
publish on the company intranet.
• Send quarterly reports from diversity office to the
board of directors.
Report
• Publish results of diversity initiatives in the annual
report.
• Communicate results across the organization
through company intranet or publish them as
desktop wallpapers/ screen-savers.
• Calculate and report Diversity ROI (Return on
Investment) to senior management.
Evaluation
Sample Diversity Dashboards
Source: http://www.southbankmosaics.com/about-us/open-data/open-data-2013
Evaluation
Sample Diversity Dashboards
Source: http://irp.dpb.cornell.edu/university-factbook/diversity
Source: http://diversity.berkeley.edu/data-dashboard
Continue to Improve
•
Continue to measure/evaluate success of initiatives.
•
Benchmark results against industry/leaders.
•
Create and encourage employee resource groups at all locations to
help networking.
•
Expand diversity committee and encourage volunteer participation.
•
Provide training on topics such as cultural awareness, avoiding
stereotypes.
•
Continue to communicate executive’s commitment to diversity.
•
Build upon existing programs such as supplier diversity.
Questions