Closing the Employee Skills Gap: A Framework for Future Success | Webinar 08.25.15

Click here to load reader

  • date post

    18-Feb-2017
  • Category

    Business

  • view

    727
  • download

    2

Embed Size (px)

Transcript of Closing the Employee Skills Gap: A Framework for Future Success | Webinar 08.25.15

  • 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 dont know we have candidates, but we dont have a good

    way to evaluate their readiness for promotion

    e. Something else

  • Poll Question: How would you rate your organizations current

    strategy to address the skills gap?

    a. We dont have a skills gap, so we dont need a strategy

    b. We dont 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 youll 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 companys strategy changes, or

    he or she must collaborate with or manage a different

    group of colleagues.

    Source: Claudio Fernndez-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

    learners 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 yearequal 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

    [email protected]

    @chrisosbornstl

    Jessica Petry

    Sr. Marketing Specialist

    [email protected]

    @JessLPetry

    @BizLibrary

    mailto:[email protected]:[email protected]

  • http://goo.gl/xnDdZChttp://goo.gl/