© 2006 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialManweek Cognitively Guided Instruction (CGI) Haggai Mark

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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).

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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

© 2006 Cisco Systems, Inc. All rights reserved.Alexander Clemm 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