october, 23, 2018 jeremy spake, principal consultant · • emergence of ‘learning experience...
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October, 23, 2018Jeremy Spake, Principal Consultant
Futureproof Your Agency
Skills As The New Currency
MechanizationWater powerSteam power
1 2 3
Mass productionAssembly line
Electricity
ComputerAutomation
Networks
4Digital
Machine learningArtificial intelligence
The next industrial revolution has arrived
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90% 30% 32%
CEOs expect digital transformation to
disrupt their company
CEOs think their workforce is ready with the right skills
Millennials who lack work-related
computer skills
We are witnessing a global skills crisis
Futureproof Your Organization
4(Deloitte 2017)
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Skills have become the new currency in the digital age
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A unified approach for the skills economyPersonalized Experience
PerformancePerformance & Goals
Development & SuccessionCompensationEngagement
LearningLearning Management
CollaborationInteractive Learning
Insights
HRHR Administration
Workforce PlanningOrganization Management
Benchmarking
RecruitingRecruiting Management
Campus & Event RecruitingAssessmentOnboarding
Search Discovery Sharing Recommendations Insights Collaboration & Feedback
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How we manage talent & develop skills over the next 5 years will be completely different
from the last 20
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Employees have new expectations of work
Continuous lifelong learning
Empowered career development
Real-timeperformance feedback
Contextual & intelligenttalent decisions
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Developing talent is the differentiator
Amplifyskills
Enableteam performance
Personalizecareer experience
Empower work relationships
The Future of Work
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What do employees value?
Mercer 2017 Global Talent Trends Survey
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Rising Employees Demand More Development
Employees say a clear career path would compel them to stay with an organization longer
Millennials say development is important in a job(Gallup 2017)
(Mercer 2015)
(Mercer 2015)
Rising Employees Everywhere Need More Learning
Millennials are likely to leave because they’re not learning enough.
Only 1/3 of Millennials believe their employer is making the most of their current skills
42%
(Deloitte 2017)
What is Modern Workplace Learning?
Training
Classroom
Time-boxed
Focused on formal learning (10%)
HR/L&D-led
Manual curation
One-size fits all
Long-form training
Learning
Digital
Continuous
Focused on informal learning (70% + 20%)
Learner -driven
AI-assisted curation
Personalized
Micro-learning
Legacy Today
• “Being digital” is now the core of high-impact HR
• People function will adopt design thinking, which puts the employee experience at the center
• Innovation will be coming from the HR functions. HR departments will be pushing vendors to adapt to new management models.
• Employee engagement and well being will increasingly become the focus of the people function
• Multiple constituencies working together: data scientists, behavioral economists, HR IT, supplier relationship managers, business partners
Trends Impacting People Team of the Future
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Digital and Innovative HR function
• Emergence of ‘learning experience platforms’ - systems that integrate and enable video and other forms of content to be produced, managed, and delivered in a TV-like user interface.
• Virtual and augmented reality (VR and AR) in learning and performance support market transporting learners into simulations and real time scenarios.
• Demand for high-fidelity, video-based content authored by experts and accredited institutions.
• AI automatically tagging content and creating taxonomies and recommending content to learners based on pre defined constructs.
Trends Impacting People Team of the Future
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Reinvention of Organizational Learning
• Personalized experience
• Ease of access
What this Means for Talent Management
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• Location & flexible workforce
• Learning on demand
• Engage & recruit from current & former talent starting Day1
• Make it easy for employees to know where their future is in your organization.
• Identify skills gaps on teams as well as worker interest to develop talent internally to meet needs for growth
• Feedback, Feedback, Feedback
Talent Management
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Re-Recruiting
SuccessionPlanning
EmployeeEngagement
Rewarding
Team Building
• Self directed learning opportunities
• MOBILE Training
• Have core training programs on things like Technology to help older workers
• Allow workers to develop their own ascension plans to work off for training
• Strong mentorship programs with retiring workforce – including interesting job share arrangements
Developing Talent
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Learning
SocialCollaboration
Mentorship
PersonalDevelopment
• Find who is vulnerable to attrition – Watch trends with certain roles, departments and leaders
• Create a culture of retention –referrals, engagement, retirement mentor programs
• Identify high potential workers and fast track them
• Understand WHY people leave and WHO is successful and partner with Talent Acquisition
Talent Retention
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Retain Talent
InternalReferrals
Hi-PoIdentification
Create Fans
So, how can we futureproof our organizations?
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Internally AND ExternallyBecome a Digital Organization
Mercer 2017 Global Talent Trends Survey
In order to be successful, all HR transformations must consider/address three factors:• Focus in on continuous process improvement
• Direct access to information/transactions online• Simpler processes• Clearer decision making
• Next Gen Automation• Robotic Process Automation (RPA)• Smart work flows• Natural-language processing
• User Experience• Understanding customer decision journey• Understanding user needs• User needs are the foundation to drive digital user experience
Three Critical Factors For Success
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McKinsey’s 2017 CEO’s Guide to Competing Through HR
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Create The Future of Your Organization
1. What kind of knowledge is required?
2. What guidelines are used to accomplish work?
3. How complex are the roles?
4. How does the work of one role affect other processes or roles?
https://www.cdc.gov/hrmo/ksahowto.htm
Ask Tough Questions About KSAs For Your Roles
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4 Questions from the CDC
Indicate skills as strengths or areas for improvementAssign priorities to skills for critical rolesIdentify agency goals that align to skillsOutline activities that align to skillsDefine how you measure successBeginning with the highest priority, engage activities that enhance skills; build proficiency
Assessing Skills - Methodology
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Questionnaire• Open-ended• Highly-structuredInterviewObservationJob analysisTask CompletionFeedback
Assessing Skills - Methodology
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Assessing Skills - Methodology
29Society for Human Resource Management
Assessing Skills - Methodology
30Society for Human Resource Management
The Future of Work
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Are You Maintaining a Strong Talent Pipeline?
“Goodbye Talent Management, Hello People Management”
Understand Your Employee
32Source: HCI Internal Mobility Research 2014
47%Agree that it is easier for an employee to find a job outside of
our organization than inside it.
89%Agree that hiring is less expensive from within
the organization.
86%Agree that it is
faster from within the organization.
60%Agree that employees promoted from within
perform better.
The Future of Work
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Strategies to develop and retain top talent
Mercer 2017 Global Talent Trends Survey
Strengthening Knowledge, Skills and Abilities
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Embrace a Growth Mindset
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Embrace simplicityKeep culture front and centerEmploy a holistic approachProvide transparencyPromote frequent check-insEncourage crowdsourced feedback
Best Practices
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Is our current people strategy future-focused and based on employee growth and development?Do we set aside sufficient time and budget for innovation and experimentation?Do we embrace continuous learning?Do we have systems in place to hire diverse talent, build their skills and leverage diverse perspectives?Is our Career Framework detail and dynamic enough to provide guidance on the skills and experiences needed?
Critical Questions
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Jeremy SpakePrincipal, Cornerstone OnDemandM: 206-755-4194Email: [email protected]: www.linkedin.com/in/jeremyspake
Contact
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Thank You!