CLOSING THE SKILLS

GAP

A FRAMEWORK TO ENSURE YOUR EMPLOYEES HAVE THE SKILLS NEEDED FOR FUTURE SUCCESS A WEBINAR BROUGHT TO YOU BY:

? How would you assess the skill level of employees in your organization who might be considered for promotion:

? How would you rate your organization’s current strategy to address the “skills gap”?

WHAT WE HOPE YOU’LL LEARN

There are three strategic shifts that can make an impact on your organization’s approach to human capital management and development.

How to determine and close current and future gaps in your organization.

Three critical focus areas.

SEEKING WORK OR

UNEMPLOYED

9.7 million

UNFULLFILLED JOB

OPENINGS

4.5 million

OF EMPLOYERS SAY THEY ARE CONCERNED ABOUT A SKILLS GAP…

ARE DOING ANYTHING ABOUT IT…

SOURCES:

College for America Study

CareerBuilder Survey

80%

40%

EMPLOYERS PREFER DEVELOPING EMPLOYEES OVER HIRING NEW ONES

TEAM LEADERS AND MIDDLE

MANAGEMENT

73% 27%

SENIOR MANAGERS AND EXECUTIVES

33%

67%

SOURCE: 2014 Workforce Strategies Survey, College for America

SAY EMPLOYEES ARE MISSING PROMOTABLE

SKILLS

At the level of an individual contributor, agility is demonstrated by the ABILITY TO QUICKLY SOLVE DAY-TO-DAY BUSINESS PROBLEMS, TO IDENTIFY NEW PROCESSES AND FRAMEWORKS FOR SPEED OF DELIVERY, TO CROSS GLOBAL AND FUNCTIONAL LINES without faltering, and to ACCEPT, RESPOND, AND INITIATE CHANGE…

…Employees who can IDENTIFY OPPORTUNITIES, ADAPT, AND THRIVE IN THE REALITY OF CHANGE have a propensity to be high performers. Given the RIGHT RESOURCES AND INVESTMENT IN LEARNING, these traits are achievable across the entire organization.

SOURCE: The Impact of Work Force Agility on

Business Performance, by John Ambrose

SOURCE DIFFERENTLY

SUCCESSION PLANNING

TRAINING & DEVELOPMENT

SOURCE DIFFERENTLY

Potential Ability to acquire skills

Learning agility

SUCCESSION PLANNING

Not just replacement Future-orientation

Target all levels of leaders

TRAINING & DEVELOPMENT

Hire for potential Hire for character

Develop job specific skills

What makes someone successful in a particular role today might not tomorrow if the competitive environment shifts, the company’s strategy changes, or he or she must collaborate with or manage a different group of colleagues.

SOURCE: Claudio Fernández-Araoz

The Big Idea: 21st-Century Talent Spotting Harvard Business Review, June 2014

STRENGTHS Will our strengths prepare

us for future success?

WEAKNESSES What steps must we take to improve or minimize risk?

OPPORTUNITIES What are our greatest

opportunities for growth?

THREATS Where are we vulnerable?

OPPORTUNITIES THREATS

Are our strengths aligned to take advantage of opportunities?

Do our weaknesses stand in the way?

Where are we vulnerable?

Can we influence or control biggest threats?

Market-driven or competition?

Lack of talent or not the right talent?

What are our greatest opportunities for growth?

IDENTIFYING GAPS

Look for opportunities to develop skills they will need for their next role.

HIGH -PERFORMER NEW MANAGER SUPERVISOR SUCCESS

MAP A PLAN

BUDGET

TRAINING CONTENT AND

LEVEL

TRAINING METHODS / DELIVERY

TRAINING PROVIDER

TIMING

MAKE A PLAN

LEVERAGE TECHNOLOGY

Remove the barriers and create integrated learning experiences.

DEFINE EXPECTATIONS

FORMAL LEARNING

ON-DEMAND RESOURCES

SOCIAL NETWORKING

INDIVIDUAL DEVELOPMENT PLANS

Not a performance management tool, rather a resource to support a learner’s focus and direction as they journey through their own development program.

AREA / COMPETENCY

OBJECTIVES RESOURCES / STRATEGIES

TIMELINE EVIDENCE OF ACCOMPLISH-

MENT

FOCUS AREAS PLANS OR CERTIFICATIONS

Transparency on career paths, expectations and requirements.

INDUSTRY AND MARKET TRENDS

KEY COMPETENCY

LEVELS

AREAS OF SUBJECT MATTER

EXPERTISE

THE RISE OF SPECIALISTS

LEADERSHIP SKILLS

TECHNICAL / PROFESSIONAL

SKILLS

IT / COMPUTER SKILLS

CRITICAL AREAS

FUTURE ORIENTATION: OPPORTUNITIES AND THREATS

CURRENT ORIENTATION: STRENGTHS AND WEAKNESSES

LEADERSHIP SKILLS

POOR LEADERSHIP PRACTICES COST COMPANIES MILLIONS OF DOLLARS EACH YEAR - EQUAL TO

OF ANNUAL SALES…

POOR LEADERSHIP PRACTICES NEGATIVELY IMPACT: • Employee Retention • Customer Satisfaction • Employee Productivity

7%

SOURCE: Making the Business Case for Leadership Development,

The Ken Blanchard Companies, 2011.

MAJOR MANAGERIAL SKILLS GAPS

SOURCE: Bersin by Deloitte , Current Capabilities by Role,

December 2011

4. Managing Change 5. Communications 6. Business Acumen

1. Coaching 2. Performance Appraisal 3. Developing Others

LEADERSHIP SKILLS

FOCUS FOR DEVELOPMENT

COMMUNICATION SKILLS LEARNING AGILITY

PEOPLE DEVELOPMENT PRESENTATION SKILLS

EMOTIONAL INTELLIGENCE DIGITAL LITERACY

COLLABORATION

TECHNICAL OR PROFESSIONAL SKILLS

SOURCE: U.S. Bureau of Labor Statistics

ONLY OF U.S. COLLEGE GRADUATES MAJOR IN SCIENCE, TECHNOLOGY, ENGINEERING OR MATH – A PERCENTAGE THAT HAS REMAINED CONSTANT FOR TWO DECADES EVEN AS DEMAND HAS GROWN.

15%

BY 2018 THERE WILL BE A RECORD 1.2 MILLION

UNFILLED JOBS IN STEM FIELDS.

TECHNICAL OR PROFESSIONAL SKILLS

FOCUS FOR DEVELOPMENT

HUMAN RESOURCES ITIL

PROJECT MANAGEMENT BUSINESS ANALYSIS

SIX SIGMA LEAN

IT AND COMPUTER SKILLS

SOURCE: IDC Study, Bridging the Information Worker Productivity Gap

THE COST OF THE DIGITAL SKILLS GAP TO THE ECONOMY AND

ORGANIZATIONS IS HUGE.

Time wasted due to inadequate digital skills adds up to of total productivity for digital workers. 21%

This implies that every year the digital skills gap drives an

estimated $1.3 trillion loss in the US economy.

IT AND COMPUTER SKILLS

FOCUS FOR DEVELOPMENT

HTML5 / CODING MOBILE

USER EXPERIENCE INFORMATION SYSTEMS

BIG DATA CLOUD COMPUTING

KEY TAKE-AWAYS

Sourcing differently, succession planning, and a new approach to training and development can make an impact.

How to use a S.W.O.T analysis for defining gaps in your organization.

The importance of leadership skills, technical /professional skills and computer skills.

RECOMMENDED RESOURCES

COURSE TITLE: Building for the Future: Help build your employee’s professional network

COURSE TITLE: Great Managers Help People Hone Their Strengths

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