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“ACCOUNT-CENTRIC VIRTUAL BENCH” 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
1 
Reducing Time-to-Fill for IT Consulting Firms 
! 
by 
! 
Innovalus Technologies
The Contents of this Approach Note are 
structured to address the IT Consulting Firms 
Serving Key Accounts in US 
© ADV I S O RY | STAF F ING | GLOBAL R P O 2
SHIFT IN THE RECRUITMENT PROCESS : TALENT MINDSHARE CREATION 
Traditional Approach 
REQ MINDSHARE SOURCE 
& SCREEN 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
3 
REQ SOURCE 
& SCREEN 
INTERVIEW & 
OFFER ONB 
Requisition On-boarding in 
Key Accounts 
Better Control 
Internal Factors 
Minimum Control 
External Factors 
CREATE 
INTERVIEW & 
OFFER ONB 
Requisition On-boarding in 
Key Accounts 
Better Control 
Internal Factors 
Minimum Control 
External Factors 
The Effective Approach 
Eliminates last-minute 
aborts
TIME-TO-FILL 
Best-in-Class 
Time-to-Fill 
0 - 15 days 
Minimum Control 
External Factors 
REQ MINDSHARE SOURCE 
& SCREEN 
Better Control 
Internal Factors 
1 - x days 1 - x days 1 - 15 days 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
4 
CREATE 
INTERVIEW & 
OFFER ONB 
Requisition On-boarding 
Time-to-Fill 
x days : indicates the 
unpredictable nature
WHY “TIME-TO-FILL” IS IMPORTANT 
‣ Time-to-Fill is a Critical Success 
Factor for an IT Consulting Firm 
‣ Time-to-Fill Impacts Revenue and 
the ability to compete within a Key 
Account 
‣ Longer Time-to-Fill results in Lost 
Revenue due to Open Positions 
‣ Time-to-Fill aids in New Key Account 
Acquisition as well 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
5 
Key Accounts 
IT Consulting Firm 
CSAT & 
Market Share 
Firm’sQoQ Rev 
& Margin Growth 
Account 
Revenue Growth 
Account 
Time-to-Fill Profitability
FACTORS IMPACTING “TIME-TO-FILL” 
‣ Demand outstrips supply . Constraints & unreliable H1-B supply has aggravated the situation 
‣ Dearth of Talent in Emerging Technologies (Social, Mobility, Analytics & Cloud) 
‣ Job Boards have become a great leveler for Talent Search. No differentiation between IT Firms 
‣ Sourcing Initiatives are based on confirmed Demand Requisitions and there by Active Talent only 
‣ Key Accounts have multi-vendor approach for fulfillment and hence are highly competitive 
‣ Low Velocity of Internal Processes post Talent Screening spanning Interviews and Offers. 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
6
THE “TIME-TO-FILL” CONTINUUM & TALENT INVENTORY OPTIONS 
x days : indicates the 
unpredictable nature 
REQ REQ REQ 
REQ MINDSHARE SOURCE 
& SCREEN 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
7 
CREATE 
INTERVIEW 
& OFFER ONB 
Driven by 
Technology Focus 
Physical Bench 
Time-to-Fill 
Low Cost x Days 0 Days High Cost 
Data Store Virtual Bench 
Driven by Demand 
Intelligence 
Driven by 
Demand Forecast 
Talent Universe 
Virtual Bench is essentially a Data-store of Warm-Passive Candidates who are interested in joining the firm. 
The Talent pool is structured based on the Demand Intelligence as against Demand Forecast from Accounts.
VIRTUAL BENCH : AN OPTIMAL SOLUTION 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
8 
Talent Universe Datastore Virtual Bench Physical Bench 
Bench Type NA Virtual Virtual Physical 
Bench aligned to NA Technology Demand Intelligence Demand Forecast 
Cost Low Low Low High 
Abort Risk High Med Low Low 
Time-to-Fill High Med Low Low
IMPLEMENTING VIRTUAL BENCH MANAGEMENT 
‣ Warm-Passive Candidate Datastore 
of Talent with mindshare to join 
‣ Supported by Technology Platforms 
‣ Process Platform & Datastore 
‣ Candidate Engagement Platform 
‣ Talent engagement is crucial for the 
Virtual Bench across Cold and Warm 
Candidates along with creating the 
required mindshare towards the firm 
and the Account 
Interview & Onboard 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
9 
Cold Datastore Warm 
Source & Screen 
Talent 
engagement 
Creating 
Mindshare
TALENT SUPPLY CHAIN : FINE-TUNING THE VIRTUAL BENCH 
‣ Just not the partners but also the 
Key Accounts that are part of the 
Talent Supply Chain 
‣ Account Inclusiveness adds 
predictability to the Supply Chain 
‣ Not just Firms but entire Talent 
Supply Chains compete in Key 
Accounts. e.g Apple & Microsoft 
‣ Talent Supply Chain - A Key 
differentiator for IT Consulting Firms 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
10 
IT Consulting 
Firm # 2 
Business 
Units 
Work-force 
Management 
Talent 
Partner(s) Acquisition 
Key Account 
Talent 
Pool 
IT Consulting 
Firm # 1
MULTIPLE OPTIONS FOR INVENTORY - AND - ONE ACCOUNT ALIGNMENT 
Partner(s) Acquisition Key Account Talent 
Pool 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
11 
Business 
Unit 
Work-force 
Management 
Talent 
IT Consulting 
Firm 
Account Level 
Virtual Bench 
BU Level 
Virtual Bench 
WFM Level 
Virtual Bench 
Partner Level 
Virtual Bench 
Account Centricity 
Virtual Bench can be deployed anywhere across the Talent Supply Chain to drive flexibility and economies of scale. The 
Critical Success Factor would be to have the inputs for the Virtual Bench aligned to Key Account Demand Intelligence
IMPLEMENTING ACCOUNT CENTRICITY 
‣ Demand Intelligence from Accounts 
drive the Account Centricity process 
‣ Includes information on tech road-maps, 
program initiatives, talent 
analytics 
‣ Strong Alignment of the Virtual 
Bench with the Account Demand 
‣ Demand aggregation/normalization 
can happen across the supply chain 
as long as Account Centricity exists. 
Demand & Supply Intelligence 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
12 
Partners IT Consulting Firm Key Accounts 
Account Aligned Supply-Chain Processes
GLOBAL CAPACITY : INCREASING THE SUPPLY CHAIN VELOCITY 
‣ Global Capacity accelerates the 
velocity across the Supply Chain 
through 24 hour productivity 
‣ Complementary capabilities through 
in-house operations & partners at 
lower cost structures 
‣ Ability to expand the partner 
ecosystem beyond the traditional 
players to include boutique or 
specialized partners 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
13 
Global Flex Team 24 hr Operations 
Higher Productivity Lower Cost of Operations
THE GLUE : PROGRAM MANAGEMENT 
‣ Program Management covers the 
stake-holders across the Talent 
Supply Chain and across 
geographies 
‣ Plays a key role in managing and 
balancing Pro-active Supply and Re-active 
Demand and aligning to Key 
Accounts 
‣ Responsible for ensuring the Time-to- 
Fill SLAs are met across the Talent 
Supply Chain 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
14 
PMO 
Demand 
Normalization 
Supply Planning & 
Scheduling 
Governance - Risk, 
Communication, 
SLAs 
Services configuration - 
Tech-Cluster, Program- 
Team Completion or 
Multi-Geo Scale-up
BENCHMARKING IT CONSULTING FIRMS ON TIME-TO-FILL 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
15 
Key Functions Setting-Up Operating Optimizing Transforming 
Virtual Bench 
Account 
Centricity 
Global Capacity 
Program 
Management 
Headroom to drive 
competitiveness
MEASURABLE BUSINESS IMPACT 
‣ Lower Time-to-Fulfill at Lower Cost 
of Operations due to Virtual Bench 
‣ Lower Cost-of-Hire due to focus on 
Passive Candidates 
‣ Given the Account centricity, ability 
to compete effectively increases 
‣ Synergic effect of Partner utilization 
as the entire Supply Chain is aligned 
‣ The re-defined perspective can drive 
innovative supply chain models 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
16 
Key Accounts 
IT Consulting Firm 
Higher 
CSAT & 
Market Share 
Firm’sQoQ Rev 
& Margin Growth 
Increased 
Account 
Revenue Growth 
Better 
Account 
Profitability 
Lower 
Time-to-Fill
INNOVALUS CAN HELP IN 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
17 
1 BUILD-OUT 
Build-out of Account-centric 
Virtual Bench for specific Key 
Accounts 
2 OPERATE 
Operate Account-centric 
Virtual Bench for Key 
Accounts on a RPO model 
3 OPTIMIZE 
Optimize the current process 
to accommodate Account-centric 
Virtual Bench
ABOUT INNOVALUS 
Chandramouli (ERC), a business leader with 30+years in 
the IT industry with robust credentials across Delivery, 
Program, Account Management with Specialization in 
Enterprise Risk Management and Sourcing / Supply Chain 
Management. ERC served as the delivery head for E&U 
vertical in Wipro. Under his leadership the business grew to 
USD 600+ mn with a team size of 5700+ consultants and 
implemented systems for 10x margin improvementHe also 
led Enterprise Risk Management unit in Wipro CEO 
© ADV I S O RY | STAF F ING | GLOBAL R P O 
18 
Vijay GK a business Leader with 20+ years in the IT & IT-enabled 
Services industry with expertise and credentials in 
setting up and growing profitable global services 
businesses across Healthcare, Life Sciences, Telecom, Media 
& Technology Industries. He has held multiple Key 
Leadership Positions in leading Global Service Providers. As 
a Business Head, he has successfully executed multi-million 
dollar IT transformation/Product Engineering Engagements 
Linkedin 
Linkedin 
COO 
SPECIALIZATION IN “ACCOUNT-CENTRICITY” 
! 
ADVISORY SERVICES FOR TECH TA CHALLENGES 
! 
SUPPORTING IT CONSULTING FIRMS SINCE 2011 
FOCUS ON SMAC, IOT, INFRA, PLATFORMS & HEALTH IT 
! 
PLATFORM ENABLED GLOBAL SOURCING ENGINE 
! 
OPERATIONS IN US, UK & INDIA
vijay@innovalus.com 
© ADV I S O RY | STAF F ING | GLOBAL R P O 19

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Reducing Time-to-Fill for IT Consulting firms

  • 1. “ACCOUNT-CENTRIC VIRTUAL BENCH” © ADV I S O RY | STAF F ING | GLOBAL R P O 1 Reducing Time-to-Fill for IT Consulting Firms ! by ! Innovalus Technologies
  • 2. The Contents of this Approach Note are structured to address the IT Consulting Firms Serving Key Accounts in US © ADV I S O RY | STAF F ING | GLOBAL R P O 2
  • 3. SHIFT IN THE RECRUITMENT PROCESS : TALENT MINDSHARE CREATION Traditional Approach REQ MINDSHARE SOURCE & SCREEN © ADV I S O RY | STAF F ING | GLOBAL R P O 3 REQ SOURCE & SCREEN INTERVIEW & OFFER ONB Requisition On-boarding in Key Accounts Better Control Internal Factors Minimum Control External Factors CREATE INTERVIEW & OFFER ONB Requisition On-boarding in Key Accounts Better Control Internal Factors Minimum Control External Factors The Effective Approach Eliminates last-minute aborts
  • 4. TIME-TO-FILL Best-in-Class Time-to-Fill 0 - 15 days Minimum Control External Factors REQ MINDSHARE SOURCE & SCREEN Better Control Internal Factors 1 - x days 1 - x days 1 - 15 days © ADV I S O RY | STAF F ING | GLOBAL R P O 4 CREATE INTERVIEW & OFFER ONB Requisition On-boarding Time-to-Fill x days : indicates the unpredictable nature
  • 5. WHY “TIME-TO-FILL” IS IMPORTANT ‣ Time-to-Fill is a Critical Success Factor for an IT Consulting Firm ‣ Time-to-Fill Impacts Revenue and the ability to compete within a Key Account ‣ Longer Time-to-Fill results in Lost Revenue due to Open Positions ‣ Time-to-Fill aids in New Key Account Acquisition as well © ADV I S O RY | STAF F ING | GLOBAL R P O 5 Key Accounts IT Consulting Firm CSAT & Market Share Firm’sQoQ Rev & Margin Growth Account Revenue Growth Account Time-to-Fill Profitability
  • 6. FACTORS IMPACTING “TIME-TO-FILL” ‣ Demand outstrips supply . Constraints & unreliable H1-B supply has aggravated the situation ‣ Dearth of Talent in Emerging Technologies (Social, Mobility, Analytics & Cloud) ‣ Job Boards have become a great leveler for Talent Search. No differentiation between IT Firms ‣ Sourcing Initiatives are based on confirmed Demand Requisitions and there by Active Talent only ‣ Key Accounts have multi-vendor approach for fulfillment and hence are highly competitive ‣ Low Velocity of Internal Processes post Talent Screening spanning Interviews and Offers. © ADV I S O RY | STAF F ING | GLOBAL R P O 6
  • 7. THE “TIME-TO-FILL” CONTINUUM & TALENT INVENTORY OPTIONS x days : indicates the unpredictable nature REQ REQ REQ REQ MINDSHARE SOURCE & SCREEN © ADV I S O RY | STAF F ING | GLOBAL R P O 7 CREATE INTERVIEW & OFFER ONB Driven by Technology Focus Physical Bench Time-to-Fill Low Cost x Days 0 Days High Cost Data Store Virtual Bench Driven by Demand Intelligence Driven by Demand Forecast Talent Universe Virtual Bench is essentially a Data-store of Warm-Passive Candidates who are interested in joining the firm. The Talent pool is structured based on the Demand Intelligence as against Demand Forecast from Accounts.
  • 8. VIRTUAL BENCH : AN OPTIMAL SOLUTION © ADV I S O RY | STAF F ING | GLOBAL R P O 8 Talent Universe Datastore Virtual Bench Physical Bench Bench Type NA Virtual Virtual Physical Bench aligned to NA Technology Demand Intelligence Demand Forecast Cost Low Low Low High Abort Risk High Med Low Low Time-to-Fill High Med Low Low
  • 9. IMPLEMENTING VIRTUAL BENCH MANAGEMENT ‣ Warm-Passive Candidate Datastore of Talent with mindshare to join ‣ Supported by Technology Platforms ‣ Process Platform & Datastore ‣ Candidate Engagement Platform ‣ Talent engagement is crucial for the Virtual Bench across Cold and Warm Candidates along with creating the required mindshare towards the firm and the Account Interview & Onboard © ADV I S O RY | STAF F ING | GLOBAL R P O 9 Cold Datastore Warm Source & Screen Talent engagement Creating Mindshare
  • 10. TALENT SUPPLY CHAIN : FINE-TUNING THE VIRTUAL BENCH ‣ Just not the partners but also the Key Accounts that are part of the Talent Supply Chain ‣ Account Inclusiveness adds predictability to the Supply Chain ‣ Not just Firms but entire Talent Supply Chains compete in Key Accounts. e.g Apple & Microsoft ‣ Talent Supply Chain - A Key differentiator for IT Consulting Firms © ADV I S O RY | STAF F ING | GLOBAL R P O 10 IT Consulting Firm # 2 Business Units Work-force Management Talent Partner(s) Acquisition Key Account Talent Pool IT Consulting Firm # 1
  • 11. MULTIPLE OPTIONS FOR INVENTORY - AND - ONE ACCOUNT ALIGNMENT Partner(s) Acquisition Key Account Talent Pool © ADV I S O RY | STAF F ING | GLOBAL R P O 11 Business Unit Work-force Management Talent IT Consulting Firm Account Level Virtual Bench BU Level Virtual Bench WFM Level Virtual Bench Partner Level Virtual Bench Account Centricity Virtual Bench can be deployed anywhere across the Talent Supply Chain to drive flexibility and economies of scale. The Critical Success Factor would be to have the inputs for the Virtual Bench aligned to Key Account Demand Intelligence
  • 12. IMPLEMENTING ACCOUNT CENTRICITY ‣ Demand Intelligence from Accounts drive the Account Centricity process ‣ Includes information on tech road-maps, program initiatives, talent analytics ‣ Strong Alignment of the Virtual Bench with the Account Demand ‣ Demand aggregation/normalization can happen across the supply chain as long as Account Centricity exists. Demand & Supply Intelligence © ADV I S O RY | STAF F ING | GLOBAL R P O 12 Partners IT Consulting Firm Key Accounts Account Aligned Supply-Chain Processes
  • 13. GLOBAL CAPACITY : INCREASING THE SUPPLY CHAIN VELOCITY ‣ Global Capacity accelerates the velocity across the Supply Chain through 24 hour productivity ‣ Complementary capabilities through in-house operations & partners at lower cost structures ‣ Ability to expand the partner ecosystem beyond the traditional players to include boutique or specialized partners © ADV I S O RY | STAF F ING | GLOBAL R P O 13 Global Flex Team 24 hr Operations Higher Productivity Lower Cost of Operations
  • 14. THE GLUE : PROGRAM MANAGEMENT ‣ Program Management covers the stake-holders across the Talent Supply Chain and across geographies ‣ Plays a key role in managing and balancing Pro-active Supply and Re-active Demand and aligning to Key Accounts ‣ Responsible for ensuring the Time-to- Fill SLAs are met across the Talent Supply Chain © ADV I S O RY | STAF F ING | GLOBAL R P O 14 PMO Demand Normalization Supply Planning & Scheduling Governance - Risk, Communication, SLAs Services configuration - Tech-Cluster, Program- Team Completion or Multi-Geo Scale-up
  • 15. BENCHMARKING IT CONSULTING FIRMS ON TIME-TO-FILL © ADV I S O RY | STAF F ING | GLOBAL R P O 15 Key Functions Setting-Up Operating Optimizing Transforming Virtual Bench Account Centricity Global Capacity Program Management Headroom to drive competitiveness
  • 16. MEASURABLE BUSINESS IMPACT ‣ Lower Time-to-Fulfill at Lower Cost of Operations due to Virtual Bench ‣ Lower Cost-of-Hire due to focus on Passive Candidates ‣ Given the Account centricity, ability to compete effectively increases ‣ Synergic effect of Partner utilization as the entire Supply Chain is aligned ‣ The re-defined perspective can drive innovative supply chain models © ADV I S O RY | STAF F ING | GLOBAL R P O 16 Key Accounts IT Consulting Firm Higher CSAT & Market Share Firm’sQoQ Rev & Margin Growth Increased Account Revenue Growth Better Account Profitability Lower Time-to-Fill
  • 17. INNOVALUS CAN HELP IN © ADV I S O RY | STAF F ING | GLOBAL R P O 17 1 BUILD-OUT Build-out of Account-centric Virtual Bench for specific Key Accounts 2 OPERATE Operate Account-centric Virtual Bench for Key Accounts on a RPO model 3 OPTIMIZE Optimize the current process to accommodate Account-centric Virtual Bench
  • 18. ABOUT INNOVALUS Chandramouli (ERC), a business leader with 30+years in the IT industry with robust credentials across Delivery, Program, Account Management with Specialization in Enterprise Risk Management and Sourcing / Supply Chain Management. ERC served as the delivery head for E&U vertical in Wipro. Under his leadership the business grew to USD 600+ mn with a team size of 5700+ consultants and implemented systems for 10x margin improvementHe also led Enterprise Risk Management unit in Wipro CEO © ADV I S O RY | STAF F ING | GLOBAL R P O 18 Vijay GK a business Leader with 20+ years in the IT & IT-enabled Services industry with expertise and credentials in setting up and growing profitable global services businesses across Healthcare, Life Sciences, Telecom, Media & Technology Industries. He has held multiple Key Leadership Positions in leading Global Service Providers. As a Business Head, he has successfully executed multi-million dollar IT transformation/Product Engineering Engagements Linkedin Linkedin COO SPECIALIZATION IN “ACCOUNT-CENTRICITY” ! ADVISORY SERVICES FOR TECH TA CHALLENGES ! SUPPORTING IT CONSULTING FIRMS SINCE 2011 FOCUS ON SMAC, IOT, INFRA, PLATFORMS & HEALTH IT ! PLATFORM ENABLED GLOBAL SOURCING ENGINE ! OPERATIONS IN US, UK & INDIA
  • 19. vijay@innovalus.com © ADV I S O RY | STAF F ING | GLOBAL R P O 19