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Solution
Experience Assessment Knowledge and Impact Report
Welcome to your Knowledge and Impact Report
Please refer to the Candidate Guidance Pack before compiling your Knowledge and Impact Report. It contains important information, as well as hints and tips for each section.
The Knowledge and Impact Report gives you the opportunity to provide evidence of how your work meets the Chartered Member standards, focusing on your knowledge and the impact your work has.
The examples you provide in this report should be predominantly from the last five years. They will be discussed in more detail at your Professional Discussion, so you should use examples that you’re confident talking about. They could be from an organisation you’ve been employed by in the last five years, or from client organisations you have worked with as a consultant. Use different examples where you can, so we can see the range of your work. Please note that two of the questions ask you to submit examples of your work as evidence; this is clearly indicated in the relevant questions.
Some questions refer to resources. This could be for example, a podcast, report or infographic. Please review and reflect on these resources before answering the question.
Please keep to the word counts for each box. Anything more than 10% over the word count will be disregarded.
The bullet points under each question are an indication of what we’re looking for. To give yourself the best chance of success, please ensure you respond to each bullet in your answers.
Contents of your Knowledge and Impact Report
Section 1 Being an expert on people
Section 2 Being an expert on work
Section 3 Being an expert on change
Section 4 Supporting evidence
Section 5 Names of people to support your evidence
Section 6 Submitting your Knowledge and Impact Report
Section 1: Being an expert on people
Please note there are six questions to complete in this section. Please scroll down to ensure that you complete all the required elements.
- Describe a time when you’ve led the development and delivery of a new or improved approach using a range of people practices or interventions. (At the end of this report you’ll be asked to provide some supporting documents which showcase this work.)
- What was the new approach you developed and delivered?
- Why was this so important?
- What practices and interventions did you use?
| I Farheen Khatib working as Senior Manager APAC, Middle East with Cognizant. Cognizant is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era.
With corporate headquarters in the United States and more than 270 offices and digital hubs worldwide, our global presence extends our delivery capability and amplifies our impact. Middle East region is of Saudi, Oman and UAE. Cognizant’s Dubai office is the regional hub for Middle East through which we service clients across all Industry segments and across Digital Consulting, Digital Technology, and Digital Operations.
Middle East region contributes between USD 40K – USD 50billion of the overall revenue with overall headcount of 700 full time employees. With the growing region nationalisation was one of the key initiative, which was driven the local government authority. Saudisation officially known as Saudi nationalization or Nitaqat is the policy implemented by Ministry of Labor and Social Development, whereby Saudi companies and enterprises are required to fill up their workforce with Saudi nationals up to certain levels. To qualify for block visa companies should own their own quota and not through manpower agencies, company will need a higher tier rating which is either high green or platinum. This means employers will have to hire more Saudi employees as compared to currently. With this new change if the Nitaqat is not maintained the quota this will be block for the company to function locally in the region. To maintain the Nitaqat it was important for the business to hire local candidates else sustaining without the local associates it would have affected the visa quota which could have put the internal transfer on hold who would move on short term work visa with this leaving the business with negative margins with loss and penalty of USD 15 million based on agreement signed between Cognizant and the customers. Below hiring strategy was build with the business and talent supply chain team to move to Green Category. · Approval on the Headcount based on the current and upcoming demands · Hire Saudis to create a bench on generic skills in Saudi Arabia · Guidance to all the Account Managers and Client Partners on including the percentage of hiring Saudi National and potential roles at client locations to be replaced by local hire. · Incase, any niche skill which is not easily available in the external market, scout for profiles which are 50%-60% fit as per the job description and up-skill them for the required role · This initiative of hiring Saudi national helped in building the capability with the Telecom customer which was a direct linked to the overall revenue of USD 40 million on year on year basis.
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450 Words
What wider organisation culture, processes, structures and systems did you have to take into account to ensure your approach was effective?
| Cognizant Middle East is one of the emerging regions with total revenue of USD 40 billion in leading professional services companies, transforming clients’business, operating and technology models for the digital era.
The hiring was laid out in in 2 different approach
1) Internal resources to be replaced by the local hires to avoid any penalty from the customer, which could vary upto USD 15million and loss of the contract
2) Freshers to be hired for all open demands
This was a culture shift for our internal as well as external stakeholders. It was difficult to move the associates who were working at the client location and replace them by the local hires. This would not only increase the billable cost but also transition of movement of resources which were client facing.
We consolidated the ongoing demand, which were hired, or the upcoming skillset to be hired which were to be replaced by local national. Hiring freshers helped in on boarding the resources immediately which further help in looking at the Nitaqat to scale up to the green category, which could help us, mobilize the resources through short-term work permit.
With the above approach, we pulled up our Nitaqat to Green category with an ongoing profit of USD 20 billion across KSA region.
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200 Words
What measurable impact has this approach had on employees, the organisation or people profession? Please describe the quantitative impact. (You may want to refer to the candidate guidance for more information.)
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