CSC is forcing people to quit work. This is completely illegal in most countries if not all, and sooner or later CSC will be on the news headlines again for its unethical practices and worker abuse. We all know that laws are really easy for corporations when there are layoffs and redundancies, etc. and that at the end the law says that compensations are just a few peanuts for every year of hard work. Unfortunately CSC doesn't even want to pay those peanuts - that's what's bothering me. Ethically speaking, this is going to be a HUGE boomerang for CSC for sooner or later those employees will be on the other side of the table buying services - needless to say, nobody will recommend CSC. Good luck with your greed CSC executives
4 replies (most recent on top)
That is true - they are also making excuses to push employees out
Greed is good, but too much greed is too much greed, our execs are not interested in anything except making more money home. No customer, no shareholder, no employee interest is represented - all CSC execs want to do is to get more rich. So, you can argue that too much greed is detrimental to quality
Wow this is very interest. so will this include all departments in CSC....
July 2014
v2.0
GIS U.S. NGDM CO-LOCATION FREQUENTLY ASKED QUESTIONS
1
BACKGROUND
As our business evolves, we continue to assess the need for equally evolving levels of skills and capabilities as we deliver our current services, enter new markets and provide new services. It is imperative to proactively prepare our talent capabilities to deliver effectively in current and future infrastructure services.
The location of our people is equally important. The GIS Co-Location strategy is designed to align our talent into select next-generation Delivery Centers across the globe based on customer needs. The co-location of our talent is another step in enabling GIS to become more agile and effective as we work to deliver next-generation services and greater innovation and value to our clients.
- Purpose:
Gradual alignment of our people skills and location of our employees to our evolving organization.
-
Strategic Actions Will Accelerate Our Process and Realize Results: • Align/redeploy resources to support next-generation offerings • Create opportunities for re-skilling, professional development, growing current talent • Gradually reposition talent to the right locations, based on customer, productivity needs • Create new delivery centers with focus on better infrastructure, cost efficiencies • Address those areas where there is a decline in customer demand EMPLOYEE FREQUENTLY ASKED QUESTIONS:
-
Why is this happening?
Our business continues to enter new markets and services that demand different levels of skills and higher productivity. It is imperative to proactively prepare our talent capabilities to deliver effectively in current and future infrastructure services. The purpose of the action is to gradually align our people skills and the location of our employees to enable the organization to deliver next-generation services. This is an opportunity to build a more effective and agile organization, accelerate our process and realize results:
• Align/redeploy resources to support next-generation offerings
• Create opportunities for re-skilling, professional development, growing current talent
• Gradually reposition talent to the right locations based on customer, productivity needs
• Create new delivery centers with focus on better infrastructure, cost efficiencies
• Address those areas where there is a decline in customer demand or skills required
- What are the business benefits to co-locating staff in a Delivery Center?
Co-location is integral part of the next-generation delivery model (NGDM). Co-locating resources into Delivery Centers will enable GIS to maximize scale and reduce fragmentation allowing customer-specific expertise to be retained, leverage co-located shared resources and enable rapid support for new services – all feeding into an improved customer experience.
The co-location of operational staff will enable the NGDM Lean process rollout to occur, which looks at the processes people use to do work – or optimizing efficiency by adjusting work practices to deliver a better customer experience.
Co-locating staff will:
• Drive Lean work practices and efficiencies into our next-generation Delivery Centers
• Increase informal interaction, contributing to increased employee engagement
• Enhance role clarity and understanding
• Enable more frequent cross-team communications
• Enable faster decision making and problem solving
• Support enhanced creative thinking from physically being located together
• Enable support of multiple customers from a single location
- What Delivery Centers are identified for receiving employees as part of the co-location strategy?
In the United States, the three Delivery Centers are located in Pittsburgh, Pennsylvania; Coppell, Texas; and Shreveport, Louisiana.
- How do we know how to be of value to CSC?
CSC skill demands have to be evaluated periodically based on new offerings, client demands and current and future markets and therefore we continue to assess value based on required skill sets.
- Do all of the Pods have the same basic components of the support structure?
(i.e., Are each of them the same in each location or do they have particular areas of specialty?)
Yes. Refer to the image below for an overview of the Pod structure.
- Are you anticipating a gradual shift (i.e., replacing departed employees with new ones in those centers)?
The plan is to build a staffing model that supports the centers based on the organizational structure necessary to both deliver service and generate revenue.
- Will we be closing the Delivery Centers throughout the rest of the United States?
All of CSC’s delivery support locations will be evaluated based on the need to support the new organization and our customers.
- What is the expected timeframe for the co-locations to occur in the United States?
The co-location efforts are underway now and affected employees are expected to be in their respective Delivery Centers during the 3rd Quarter of this year.
- Are you only deploying the co-location strategy within the United States?
No, this is a global, GIS strategy and will be implemented worldwide at the appropriate time during the fiscal year.
- Will I be required to relocate to one of those areas to keep my current position?
Existing roles are currently under review. It is not expected that all positions will move as they currently exist to a Delivery Center.
- Will CSC offer relocation assistance to those required to relocate?
Relocation assistance may be offered to some employees. The offer may based on a number of factors, including: length of employment, organization level, skill assessment, performance and other items.
- What happens if my role is not identified to relocate?
Employees not identified for relocation will be notified by their manager of their status by July 18. They will also be told what is known at the time about the remaining duration of their employment with CSC, which may include a knowledge transfer period.
- Why was I impacted and not others?
Decisions were not made on an individual targeted basis. Employees were chosen after an analysis of several business needs including, skill assessment, performance, geographic realignment and consolidation of work.
- How can I find out about other CSC opportunities?
Employees can view and apply for open positions via CSC’s GlobalSource.
- Will there be a list of positions for each Center made available for support?
As is our current procedure, all roles for which we are recruiting are also posted internally in Global Source, CSC's recruiting system. Employees can review open positions at any time, and if interested in applying for a role, can do so by following the directions to complete an application and attach their CV for consideration.
- Which skills are considered to be most valuable?
Each delivery center a number of skill sets to ensure customer demand is met. This is driven by each GDN staffing plan and is subject to change.
- How do we apply to assure we are considered for positions in the POD?
The management and recruiting team will review all available candidates and suitability for placement.
- How, when and from whom will we receive updates with regard to PODs and Co-location activities?
Periodic communications are planned from both the GDN leadership and GIS leadership. You may also reach out to your line manager with questions at any time.
- Which Delivery Center is being chosen for my account?
This is being considered as part of the planning process to map delivery center and accounts and will be shared once finalized.
- If I receive a layoff notice but find another job within CSC, what happens?
As long as the other job offer is approved and there is a position and the transfer is made and approved in GPT by your term date, the layoff will be rescinded.
- Have the clients been notified?
We are working with our Account General Managers, Delivery Executives and Client Delivery Managers to notify the clients, if applicable. You are required not to disclose or discuss this action with the clients.
- How will I know if I am required to co-locate in a Delivery Center?
You will be notified by your manager during June if your role is being relocated to a delivery center. You will be asked to consider relocating to the area to retain your job. To help you with this decision, we will provide you access to a secure C3 site, which will provide relocation information. You will have one week to decide on whether or not you are willing to relocate. Once we have the responses from all impacted employees, your managers will then match the skills of those willing to relocate with those needed in the delivery center. When that process is complete, employees will be notified whether or not they have been selected for re