Mark Voytek

I use a 9 Box Performance Management Approach that highlights both performance and potential. In addition, in a one on one dialogue, I always have the Manager highlight three things they do well, and three things they think they can improve on. It's not just a way to document a person's inefficiency but I am able to provide approaches or ideas on how to address the things that can be improved. It's win win win! Mentoring 101

I helped deploy a leading HR platform. It was an opportunity to gather performance information, leverage the information to rank team members, engage in timely management discussions, and have a record of the interactions. This was both quantitative and qualitative review. We deployed an AI model to identify top performers based on words and phrases in the write ups from the employees themselves, their peer recommendations, or their leadership. As an example, what metrics and drivers enabled a "rock star" to be ranked at the top. This was instrumental to identify top performers and also apply focus & attention to those that have high potential. With AI identified words in the write ups and the quantitative assessments to get better.

I highly recommend opting for a Request for Solution (RFS) instead of an RFI or RFP. By utilizing an RFS, firms can effectively engage w suppliers and obtain valuable insights into the various options available for addressing the operating model and service delivery framework for both the current & future state. This approach is driven by the continuous advancements in technology and innovation. By leveraging the information obtained through an RFS, companies will be able to attain a more up-to-date solution that is tailored specifically to the buyer's requirements. Presumably, the go-forward delivery model will encompass the big value, optimal operating model, well-structured contract & a strong business relationship, among other aspects.

Another important factor in the relationship between an outsourcing supplier and a client is governance. Governance, also known as supplier portfolio management, or vendor management should start right after contract signature and continue until the contract is either renegotiated or recompeted. Governance that focuses on financial management, performance management, change management, risk management, and obligation management is critical to help drive an unbiased service of record between the parties. Good CLM technology is a lever that should be matched by people and process. Lastly, a supplier and client relationship is all about transparency and trust. Ask me how as the Chief Advisor and Thought Leader for IAOP we have a COE for this.

Jagdish, everything you said is spot on from a capabilities perspective. I would also offer that having a mentor within the outsourcing industry is another leading practice and skillset. I have had some great mentors during my 25 years as an outsourcing and GBS advisor and welcome the opportunity to continue to help others. #IAOP