© 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialManweek 2007 1

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