october, 23, 2018 jeremy spake, principal consultant · • emergence of ‘learning experience...

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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3

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: jspake@csod.comLinkedIn: www.linkedin.com/in/jeremyspake

Contact

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Thank You!