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Cognitively Guided Instruction (CGI) Haggai Mark

Cognitively Guided Instruction (CGI) Haggai Mark

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Cognitively Guided Instruction (CGI) Haggai Mark

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  1. Cognitively Guided Instruction (CGI)Haggai Mark

  2. Agenda • Overview of CGI as a TPD program • Major assumptions of CGI • Research questions • Research methods • Findings • Conclusions • CGI strengths and limitations • Future opportunities

  3. Overview • RBIC/COLD/CNA team hired >20 people so far (offers extended to >25). ~10 joined and left Cisco between 1 day to 4 quarters • Overall team 'age' in Cisco very low • Attrition in mix of contractor and FTEs (several reasons, no clear patterns) • Attrition is mix of voluntary (70%) and involuntary (30%) • Perceived pressure for GSP Tech Leads to move up into Management and resulting in a gap of senior technical leads in the GSP team

  4. Major assumptions • Per GSP management, due to the very hot job market in Bangalore, and the relatively lower brand name recognition of Cisco as a software development house (as opposed to a networking company) and in addition, the fact that we are a support organization, not a product development group (like CDO), they have challenges attracting people. • This hot market condition has also resulted in people being offered positions but not showing up for work (presumably going elsewhere with a better offer).

  5. Research questions • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem

  6. Research methods • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem

  7. Research findings • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem

  8. Research conclusions • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem

  9. Strengths and limitations • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem

  10. Future opportunities • Funding and creating a workbench buffer pool in GSP • Continue focus on hiring and training fresh graduates (low start-up cost) • GSP working with big vendors (e.g. Wipro, Satyam, Infosys) with strong, existing talent pool, similar to HCL where hiring works better/faster • Expanding to other, less in demand locations (again HCL, in Chennai is a less hot market), etc. •  GSP management has pointed out that it's harder to hire high quality contractors compared to Full Time - Vendor is less desirable/respectable. We were able to convert some red to blue, which seemed to help with the quality and time to fulfill, but it has definitely not eliminated the problem