Improve employee performance with the largest

and fastest-growing library of training videos.

Poll Question: How would you assess the skill level of employees

in your organization who might be considered

for promotion:

a. Excellent – we have a pool of ready-now candidates

b. Not ready – we have candidates

c. Not ready – we have candidates, but they need development

d. We don’t know – we have candidates, but we don’t have a good

way to evaluate their readiness for promotion

e. Something else

Poll Question: How would you rate your organization’s current

strategy to address the “skills gap”?

a. We don’t have a skills gap, so we don’t need a strategy

b. We don’t have any strategy

c. We have a great strategy with ready-now candidates

d. We are trying, but nothing we are doing is working very well

e. Something else

What we hope you’ll take-away:

A different approach to sourcing and succession planning to impact your

approach to human capital management.

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

Three areas to focus on to make the most impact - leadership skills, technical

/professional skills and computer skills.

There are more than

9.7 million people seeking

work that are unemployed.

SOURCE: US Department of Labor, July 2014

There are 4.5 million unfilled job openings in the US

economy.

SOURCE: US Department of Labor, July 2014

of employers prefer developing

existing employees into

management roles rather than hiring

new employees – but the lack of

promotable skills is a major hurdle.

SOURCE: College for America Survey on

Workforce Strategies

71%

94%

Need to build talent and

leadershipMissing skills for promotion Hard to find well-qualified

applicants

87% 85%

Employers evaluated which workforce issues are an

“important” strategic challenge for them:

SOURCE: College for America Survey on Workforce Strategies

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

Training and Development

Succession Planning

Human Capital | Competitive AdvantageThree Strategic Shifts

Source Differently

Potential

Ability to acquire skills

Learning agility

Succession Planning

Not just replacement

Future-orientation

Target all levels of leaders

Training and 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

O

S

T

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?

W

• What are our greatest

opportunities for growth?

• Are our strengths aligned

to take advantage of

them?

• Do our weaknesses stand

in the way?

Opportunities

and

Threats

• Where are we vulnerable?

• Are our biggest threats

external or internal?

• Market-driven or

competition?

• Lack of talent or not the

right talent?

Identifying Gaps

Look for opportunities to

develop skills they will need

for their next role.

Map Out a Plan

Fill the Gap – Step by Step

Budget

Training content

and level of mastery

Training

method

Resources or

provider

Timing

Leverage TechnologyRemove the barriers and create

integrated learning experiences.

Individual

Development PlansNot a performance

management tool, rather

a resource to support a

learner’s focus and

direction.

What are my development

objectives?

What activities do I

need to undertake to

achieve my objectives?

What support/resources

do I need to achieve my

objectives?

What are the

measures of

success?

Target date

for achieving

my objectives

Create an Individual Development Plan

Planning Focus AreasTransparency on career paths, expectations and

requirements.

Areas of subject

matter expertise

The rise of

specialists

Key competency levels

Industry and

Market Trends

Technical / Professionals

IT / Computer Skills

Critical Areas to TargetFuture orientation: opportunities and threats

Current orientation: strengths and weaknesses

Leadership and Management

Leadership SkillsWhat are our current leadership strengths?

Do these strengths look well-suited to take your

organization into the future?

Poor leadership practices cost companies

millions of dollars each year…equal to

of annual sales!7%

SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.

Poor Leadership Practices

Negatively Impact:

• Employee Retention

• Customer Satisfaction

• Employee Productivity

The key is to ask the right questions about your

own current and future leadership needs so you

can develop smart answers.

Major Managerial Skill Gaps

1. Coaching

2. Performance Appraisal

3. Developing Others

4. Managing Change

5. Communications

6. Business Acumen

SOURCE: Bersin by Deloitte , Current Capabilities by Role,

December 2011

Leadership Skills: Focus for Development

Digital Literacy

Emotional

Intelligence

Learning

AgilityCommunication

Skills

People

Development

Collaboration Presentation

Skills

Technical or Professional SkillsAbility to learn new skills and competencies.

Not only the specific skills needed for the job opening.

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%

SOURCE: U.S. Bureau of Labor Statistics

By 2018 there will be a

record 1.2 million unfilled

jobs in stem fields.

Technical / Professional Skills: Focus for Development

Six Sigma

Human

Resources

Project

ManagementITIL

LEED

Business

Analysis

Lean

IT and Computer SkillsSystems, products and processes

Time wasted due to inadequate digital

skills adds up to

of total productivity for digital workers.

21%

SOURCE: IDC Study, Bridging the Information Worker Productivity Gap

This implies that every year

the digital skills gap drives

an estimated $1.3 trillion

loss in the US economy.

IT Computer Skills: Focus for Development

Big Data

HTML 5 /

Coding

User

Experience UXMobile

Development

Cloud

Computing

Information

Systems

Key Take-Aways

A different approach to sourcing and succession planning to impact your

approach to human capital management.

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

Three areas to focus on to make the most impact - leadership skills, technical

/professional skills and computer skills.

Human Resources: Insights and Strategies

HR Insights and

Strategies

Video Series

1. HR Strategy and Management

2. HR Dashboard of Metrics and

Analytics

3. Managing Recruitment

Effectively

4. Implementing Successful

Training

5. Reward and Remuneration

6. Performance Appraisals

7. Confidentiality Obligations of

HR

8. The Induction Promise

Improve employee performance with the largest

and fastest-growing library of training videos.

Click the button on the left hand

side of your screen for a free trial.

QUESTIONS

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary