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#CLOwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Surviving the Talent Crisis
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  • 1. Surviving the Talent Crisis The presentation will begin at the top of the hour. #CLOwebinar A dial in number will not be provided. Listen to todays webinar using your computers speakers or headphones.
  • 2. Surviving the Talent Crisis #CLOwebinar Speaker: Gordon Ritchie Product Evangelist, Enterprise Talent Frameworks IBM Moderator: Kellye Whitney Associate Editorial Director Chief Learning Officer magazine
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  • 8. Surviving the Talent Crisis #CLOwebinar Kellye Whitney Associate Editorial Director Chief Learning Officer magazine
  • 9. Surviving the Talent Crisis Gordon Ritchie Product Evangelist, Enterprise Talent Frameworks IBM #CLOwebinar
  • 10. 2014 IBM Corporation Surviving the Talent Crisis Gordon Ritchie, Product Evangelist. Smarter Workforce Talent Frameworks
  • 11. IBM Smarter Workforce Agenda Why we don't understand what skills make up the gap. How to quantify the importance of understanding the skills gap's impact 2014 IBM Corporation on revenue, expenses, etc. Why it's critical to have a start and an end to be able to measure a gap. How to transform the gut feel that you have a skills gap into an objective data source.
  • 12. Do we understand what skills make up the gap, our skills gap? 2014 IBM Corporation
  • 13. 2014 IBM Corporation IBM Smarter Workforce What is the capability of the organization - the strengths and weaknesses? How many people have each competency and what is their level of mastery? Organization Capability? What are the areas of risk? Which people have key competencies in the organization? How can we plan for their potential departure?
  • 14. 2014 IBM Corporation IBM Smarter Workforce Team competency gap analysis What competency gaps do we have which would prevent us from meeCng our business objecCves? How will these impact each funcCon within the organizaCon?
  • 15. 2014 IBM Corporation IBM Smarter Workforce Employee competency gap analysis How do our team managers know which employees require the greatest development? And which competencies should they target for development?
  • 16. 2014 IBM Corporation IBM Smarter Workforce Subject matter Expert identification How can we find out who does what in the organization so that we can put the right people on the right project?
  • 17. 2014 IBM Corporation IBM Smarter Workforce What is meant by talent? Aptitude or Ability? Capability or performance? Skills or Behaviours? Competency or Values? Human Capital? Education/Schooling? What is meant by gap? A gap is a measure of distance between two points. To have a gap, you need to know A) the start point Skill Innovation B) the end point Definition Develops new ideas and initiatives that improve the organization's performance. Level 2: Working Experience Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility. Participates in efforts to develop ideas generated by team members. Seeks applicable new ideas and approaches. Surfaces ideas from other groups that have applicability to the team. Helps develop implementation plans for introducing innovations to the group. Level 3: Extensive Experience Encourages exploration of non-traditional ideas from team members. Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility. Fosters a team culture that encourages exploration of non-traditional ideas. Guides team members in the development and fulfillment of proposed innovations. Develops change initiatives that target improvement of significant organizational capabilities. Implements strategies for renewing or deepening change efforts.
  • 18. 2014 IBM Corporation IBM Smarter Workforce Organizational maturity to define its skills and assess the gap BUSINESS AREA Level 1 AWARENESS Level 2 TACTICAL Level 3 STRATEGIC Level 4 CULTURAL Processes 1-3 ad hoc 1 -5 repeatable 6-10 repeatable Many repeatable Business Unit - Learning Basic Learning Expanded Align Learning Strategy Learning seamless in business strategy Business Unit Talent Mgmt Paper Basic / Digital Expanded Seamless in driving business results Content Basic HR / Groups By Role & Level Very specific Competencies Types: Core, Leadership, Technical? Core / Paper Core / Digital Job Specific / Digital Comprehensive Curriculums Basic / Paper Expanded By Role Many levels Metrics / Testing Basic / Paper By Role By Competency Many Levels Reporting Basic Expanded High Many Levels SYSTEMS Learning Mgmt System Basic: 1-2 years Expanded: 3-4 years High: 5+ years Customized Talent/Performance/Skills Basic / Paper Basic / Digital Expanded High Webcasting / Collaboration Basic Expanded High Integral Back Office Basic / Manual Expanded / Manual Basic Integration Tight Integration
  • 19. 2014 IBM Corporation IBM Smarter Workforce Challenges defining skills 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Manual process Budget Constraints Source: Competencies, Compensation and Technology Luncheons.- 2012 Too difficult to define competencies Too many jobs Lack of executive support And what do we mean by skills anyway?
  • 20. 2014 IBM Corporation IBM Smarter Workforce So lets say skills or competencies, Core Leadership Functional Technical Behavioural Traits CARS BARS Proficiency levels Assessment Time consuming Hard to do Hard to prove ROI No impact Tried it Tried it again, Done them Someone else did some too Too HR Not important or relevant Fewer = easier
  • 21. 2014 IBM Corporation IBM Smarter Workforce Were Aligned to the Organizational hierarchy Functions and Families Core and Leadership Jobs and Roles Reflects strategy and culture Defines expectations at each level Enables a leadership pipeline Reflects functional strategy and key skills Applies to all functional incumbents and candidates Reflects job-specific knowledge and skills Well suited for skills assessment and development Applies to incumbents and candidates by position Getting Started Org Strategy Job Skills Department Strategy
  • 22. 2014 IBM Corporation IBM Smarter Workforce Focus efforts on the biggest area for impact PRODUCS/SERVICES/CUSTOMERS Jobs and Roles Reflects job-specific knowledge and skills Well suited for skills assessment and development Applies to incumbents and candidates by position Functions and Families Reflects functional strategy Reflects strategy and culture Defines expectations at each level Enables a leadership pipeline and key skills Applies to all functional incumbents and candidates Core and Leadership Scale Impact Volume Turnover Repetition
  • 23. IBM Smarter Workforce Talent Gaps Present one of the Biggest Opportunities for HR to make a difference in your organization! 66% of CEOs report the absence of necessary skills is their biggest talent challenge 2014 IBM Corporation - PwCs 2013 global CEO Study More than 60% of companies cite capability gaps as one of their top talent challenges - Bersin by Deloitte 2013 CEOs rate human capital shortages as the number one item on their priority lists for 2014 - Conference board 39% of CEOs say they are barely able or unable to meet the demand for talent - Deloitte: Disrupting the CHRO Skills are the new arms racenearly 70% of global organizations feel they lack the required skills to compete... - Bersin: Building a Smarter Workforce, 2013 60+% Absence of Necessary Skills
  • 24. How to quantify the importance of understanding the skills gap's impact on revenue, expenses, etc. 2014 IBM Corporation
  • 25. SHRM reported in their 2012 and 2013 Employee Job SaEsfacEon survey that recogniEon for the skills 2014 IBM Corporation IBM Smarter Workforce 25 WHAT ANALYSTS SAY Competencies are the currency of Talent Management, Josh Bersin, 2007 definescompetency management as, The set of pracEces that idenEfy and opEmize the skills and competencies required to deliver on the business strategy. The Buyers Guide to Competency Management Technology SoluEons, 2013 Skills are the new arms race; our newest research shows that nearly 70 percent of global organizaEons feel they lack the required skills to compete.. Building a Smarter Workforce, 2013 ..the most criEcal, foundaEonal component of the roadmap is the establishment of job responsibiliEes and competencies If those iniEal foundaEonal elements are missing, then the rest of the organizaEons structures are prone to inconsistency. Integrated Talent Management: A Roadmap for Success, 2012 companies realize they cannot solve their skills shortages externally. To achieve compeEEve advantage, they must commit to developing the right skills internally Corporate Learning Factbook, 2012 you have is the #1 employee job saEsfacEon issue, above pay, benefits, etc.
  • 26. IBM Smarter Workforce Whats keeping the leaders of your organization awake? CEOs Report Talent Gaps will directly impact Client Success: 66% anticipate losing business to competitors 64% fear a loss of revenue 53% anticipate delays in innovation 59% face lower customer satisfaction 87% say their employees feel more pressure/stress 2014 IBM Corporation - Accenture 2013 Skills and Employment Trends Survey With a belief in training as the answer, to address Talent Gaps at all levels organizations have directly increased their L&D budgets by 11%. - Bersin by Deloitte
  • 27. IBM Smarter Workforce Putting it all together. Imagine who wouldnt invest to stop these losses (data from the Human Capital Institute) Planning for talent: 70% of organizations have a weak pipeline; cost per day when operating without a key player: $7k Acquiring talent: Cost of a poor hire: $300K-$500K Engaging talent: Rate of efficiency at which most businesses operate because of low engagement: 30% Developing talent: Average time required for a new manager to become productive: 6 months Consider that the # of employees the average manager is multiplied by the number of people who work for them. Deploying/Assigning talent: Percentage of a companys employees who are well-suited for their roles: 20% Retaining talent: Cost of losing a talented employee: $250K - $500K Evaluating talent: The value of a top performer is 2-4x the performance of average employees 2014 IBM Corporation
  • 28. 2014 IBM Corporation IBM Smarter Workforce Competency Assessments that Drive Results Internal challenges to address via assessments Weak or limited leadership pipeline Consistency in employee competence Excessive first year turnover among new hires Lack of skills to meet organizational needs Employee performance Quality of hire Employee productivity Overall turnover Recruiting costs Impact of Assessments in Talent Management Source: Aberdeen 2009 Study; Assessments in Talent Management
  • 29. IBM Smarter Workforce Two areas of cost Cost of Defining Skills: Build vs buy Multiply the Avg HR hourly rate ($XX) X 40-80 hours per job review X # of jobs 2014 IBM Corporation Cost of a Job Competency Profile or Library / cost of manual effort. Time to impact/market: ROI Critical roles at 110% productivity Now vs the number of hours it would take to build before it even hits the employees. Sales = for every $10million in revenue, thats an extra $1million. Customers = for every $10 spent thats an extra $1 per customer Payroll = for every $1million of payroll, thats $100,000 saved.
  • 30. Communication IBM / IBM Competency Implementation Development 2014 IBM Corporation IBM Smarter Workforce FOCUS ON THE JOB AT HAND Develop and use quickly and update over time. Focus on buy-in and change management processes. Make sure you get to the applications; dont get stuck in model development Get the big things right; dont dwell on the small stuff. Apply existing materials and best practices in developing a rapid draft Focus on the overall architecture Key success criteria and themes. application Integration Iteration Position models as prototypes for learning how to change behaviors (vs. a perfect output image). Launch & Recommended Approach 80% of the effort 20% of the effort Typical Competency Development application Integration Iteration Launch & Communication Implementation 20% of the effort (if able to move out of development stage) Typical Approach 80% of the effort
  • 31. 2014 IBM Corporation IBM Smarter Workforce Greater than the sum of the development Job Skills Framework Investment $XXX,XXX one time fee / XX,XXX employees = $X.XX investment per employee. What is your average employee tenure? Capitalized over 3 years its $X.XX per employee year Content investment = cost of 1 employee working full time for a year to develop this Competency Data Development Strategic decisions performed once have major impact, tactical actions performance by many people, many times have an equally major impact but can be less visible. If a defined competency with behavioural descriptors of excellent performance across XXXXX people delivers a 10% increase (Aberdeen Group, Assessments 2011) in productivity for that task Any internally developed output is a first Version 1 and introspective view.
  • 32. 2014 IBM Corporation IBM Smarter Workforce ROI Investments Applying a Job Competency Framework through your Talent Management software Increase in performance by using competencies of over 10% on 15000 employees bottom line cost or contribution: Sales * 10% - Project cost = ROI (i.e. improved productivity, reduced hiring costs, etc.) Succession Planning Focus hiring on competency behaviours 1 correctly placed internal candidate, rather than an external hiring exercise would pay for the whole investment in the competency data.
  • 33. 2014 IBM Corporation IBM Smarter Workforce ROI Investments OD Productivity 4+ months to complete current job function. Using an 80% complete model, a function could be done in 3-4 weeks. That accelerates employee productivity delivering a much quicker bottom line impact. What is the employee cost of this time? What is the risk of using only inward looking checkpoints? Learning and Development Strategies Employee allocated 24 hours learning: $1,440 of opportunity/salary cost. Across all the impacted employees, you would need to identify only 13 days per year of unnecessary training. This does not take into account any cost associated with learning, and the increased ROI.
  • 34. Why it's critical to have a start and an end to be able to measure a gap. 2014 IBM Corporation
  • 35. IBM Smarter Workforce COMPETENCIES ARE THE FOUNDATION 2014 IBM Corporation Conclusion: The most successful organizations rely on a talent infrastructure that encompasses the right competencies and job profiles as a basis for integration. Integrated Talent Management: A roadmap for success. Bersin and Associates, 2012 Performance Management Using a Job Competency Framework provides a Clear, Common and Consistent language for Talent Management. It connects processes and enables integration across HRIS and Talent Management investments, already made. Career & Succession Planning Functional Job & Competency Framework Learning Needs Analysis Risk Analysis Recruitment & Selection Resource Planning Compensation
  • 36. 2014 IBM Corporation IBM Smarter Workforce Organizational Talent Data Whats your organizational capability? Who needs what learning to be more effective? How can you find your experts? How can you make the most of the talent you have?
  • 37. IBM Smarter Workforce Its Cheaper to grow, than buy. How much do you spend on recruitment? How does that compare to the learning budget? Understand the financial 2014 IBM Corporation risk and effort put into buying external experience. Does your hiring requisition process first come to L&D to mine the talent pool for internal candidates that can be developed? Partner with your hiring managers to understand the business needs.
  • 38. Corporate Learning & Development Spending Topped $130 Billion 2014 IBM Corporation IBM Smarter Workforce Throwing money at a problem we havent defined Yet many dont know where this spend is focused Bersin by Deloitte In other words, organizations are throwing L&D funds at their talent gaps without actually knowing what gaps they have! Workforce Science and experience suggests this is the WRONG approach throwing jelly at a wall does not stick. Critical steps for success, Bersin by Deloitte: Build a global supply chain for capabilities Identify capability gaps today and for tomorrow Build a pipeline of known gaps in the future to build a skills supply chain now Develop people to deepen their skills where needed BUT. Organizations Lack the Tools to Define and Identify Talent Gaps to address Future Talent Needs
  • 39. How to transform the gut feel that you have a skills gap into an objective data source. 2014 IBM Corporation
  • 40. Vertical Frameworks General Competency Frameworks Competencies (2,000+) Application Accelerators 2014 IBM Corporation IBM Smarter Workforce The IBM Talent Frameworks Functional area with in each industry or expertise 6 Job Bands for employees, management and executive matrices Job descriptions Job profiles Job responsibilities Job focus Compensation Market Data Business 36 Individual 28 Management 22 Leadership 20 Functional/Technical 1700 4 Levels of Proficiency with 21 unique behavioral descriptors for action oriented skill observation, evaluation and communication. Each competency has a suggested level of proficiency used for each role. Learning References (OJT, Web, References, professional bodies, etc) SMART Development Goals Coaching Tips Performance Feedback Writing Assistants Interview Questions Designed to engage and optimize use In context. Extends the application of the competency model to support models such as the 70/20/10. Banking & Fin Services -- OEM High Tech Software Construction -- Insurance Consulting -- Manufacturing Education -- Media / Publishing Energy -- Retail OEM High Tech Hardware - CRM Outsource Mgmt Pharmaceutical - Real Estate Healthcare: Clinical/Admin General Corporate Functions (HR, Finance, Legal, Sales) Information Technology (IT) Operations Job Families (145+) Jobs Profiles (2,500+)
  • 41. 2014 IBM Corporation IBM Smarter Workforce Defining, Assessing and Managing your Skills Gap The 3 phases: Map Job Roles Validate Competency Profile Map to Organization Assess Competencies Validate Assessments Analyze and Identify skills gaps Set Goals, Objectives and Learning Analyze Organizational Capabilities
  • 42. 2014 IBM Corporation IBM Smarter Workforce Where you can apply it Where it helps How it helps What you need Attracting Set expectations of who will be successful candidates in the job beyond a job description Demonstrable behaviours of what you expect Hiring Decisions Smarter hiring decisions based on capability to do the job Interview questions tied to the competency behaviours required Onboarding Improve chance of success and retention with accelerated time to productivity Demonstrable expectations of what good looks like Managing Support managers development discussions with tools to improve trust and impact. Skill focused coaching tips, SMART goals, and extended expectations for growth Engagement Provide clear view of portable/mobile skills to engage the engageable. Reusable competencies across roles, levels and functions to provide skills based career matrix. Performance Management Provide job specific performance criteria for evaluation and contribution. Job specific competencies and expected levels of demonstrable behaviour Development Drive up learning as its easier to find content in your LMS Learning catalogue mapped to competencies Compensation Planning Understand the jobs you are matching beyond just the salary survey job title. Match jobs based on skills, tied to excellence as performance to pay.
  • 43. 2014 IBM Corporation Conclusion
  • 44. How do I develop the next generation of leaders for a more global, flexible, and diverse workforce? How can I rapidly develop, deploy and optimize skills and capabilities to match emerging opportunities? 2014 IBM Corporation IBM Smarter Workforce Whats keeping you up? How can I attract and hire more people just like my top performers? How do I foster knowledge sharing and collaboration to drive more innovation? How can I predict what different segments of my employees need and what actions to take to optimize business How do I know if Im recognizing and rewarding my employees optimally? outcomes? How do I find real-time, hidden, game-changing insights from data available inside and outside my organization? How can I bring people into the organization so theyre productive from Day 1? How do I gain continuous insight into what my employees think of the organization? How do I know salary planning is aligned with our business strategy?
  • 45. IBM Smarter Workforce Talent Gaps Present one of the Biggest Talent Opportunities in your organization! 66% of CEOs report the absence of necessary skills is their biggest talent challenge 2014 IBM Corporation - PwCs 2013 global CEO Study More than 60% of companies cite capability gaps as one of their top talent challenges - Bersin by Deloitte 2013 CEOs rate human capital shortages as the number one item on their priority lists for 2014 - Conference board 39% of CEOs say they are barely able or unable to meet the demand for talent - Deloitte: Disrupting the CHRO Skills are the new arms racenearly 70% of global organizations feel they lack the required skills to compete... - Bersin: Building a Smarter Workforce, 2013 60+% Absence of Necessary Skills
  • 46. 2014 IBM Corporation Surviving the Talent Crisis Gordon Ritchie, Product Evangelist. Smarter Workforce Talent Frameworks
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