Transcript
CLOSING THE SKILLS
GAP
A FRAMEWORK TO ENSURE YOUR EMPLOYEES HAVE THE SKILLS NEEDED FOR FUTURE SUCCESS
A WEBINAR BROUGHT TO YOU BY:
?How would you assess the skill level of employees in your organization who might be considered for promotion:
?How would you rate your organization’s current strategy to address the “skills gap”?
WHAT YOU 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.
SEEKING WORK OR UNEMPLOYED
9.7 million
UNFULLFILLED JOB OPENINGS
4.5 million
OF EMPLOYERS SAY THEY ARE CONCERNED ABOUT A SKILLS GAP…
ARE DOING ANYTHING ABOUT IT…
SOURCES:
College for America Study
CareerBuilder Survey
80%
40%
EMPLOYERS PREFER DEVELOPING EMPLOYEES OVER HIRING NEW ONES
TEAM LEADERS AND MIDDLE
MANAGEMENT
73%27%
SENIOR MANAGERS AND EXECUTIVES
33%
67%
SOURCE: 2014 Workforce Strategies Survey, College for America
SAY EMPLOYEES ARE MISSING PROMOTABLE
SKILLS
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, ANDINITIATE 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
SUCCESSION PLANNING
TRAINING & DEVELOPMENT
SOURCE DIFFERENTLY
PotentialAbility to acquire skills
Learning agility
SUCCESSION PLANNING
Not just replacementFuture-orientation
Target all levels of leaders
TRAINING & DEVELOPMENT
Hire for potentialHire 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-AraozThe Big Idea: 21st-Century Talent Spotting
Harvard Business Review, June 2014
STRENGTHSWill our strengths prepare
us for future success?
WEAKNESSESWhat steps must we take to improve or minimize risk?
OPPORTUNITIESWhat are our greatest
opportunities for growth?
THREATSWhere are we vulnerable?
OPPORTUNITIES THREATS
Are our strengths aligned to take advantage of opportunities?
Do our weaknesses stand in the way?
Where are we vulnerable?
Can we influence or control biggest threats?
Market-driven or competition?
Lack of talent or not the right talent?
What are our greatest opportunities for growth?
IDENTIFYING GAPS
Look for opportunities to develop skills they will need for their next role.
HIGH -PERFORMERS NEW MANAGERSUPERVISOR SUCCESS
MAP A PLAN
BUDGET
TRAINING CONTENT AND
LEVEL
TRAINING METHODS / DELIVERY
TRAINING PROVIDER
TIMING
MAKE A PLAN
LEVERAGE TECHNOLOGY
Remove the barriers and create integrated learning experiences.
DEFINE EXPECTATIONS
FORMAL LEARNING
ON-DEMAND RESOURCES
SOCIAL NETWORKING
INDIVIDUAL DEVELOPMENT PLANS
Not a performance management tool, rather a resource to support a learner’s focus and direction as they journey through their own development program.
AREA / COMPETENCY
OBJECTIVESRESOURCES / STRATEGIES
TIMELINEEVIDENCE OF ACCOMPLISH-
MENT
FOCUS AREAS PLANS OR CERTIFICATIONS
Transparency on career paths, expectations and requirements.
INDUSTRY AND MARKET TRENDS
KEY COMPETENCY
LEVELS
AREAS OF SUBJECT MATTER
EXPERTISE
THE RISE OF SPECIALISTS
LEADERSHIP SKILLS
TECHNICAL / PROFESSIONAL
SKILLS
IT / COMPUTER SKILLS
CRITICAL AREAS
FUTURE ORIENTATION: OPPORTUNITIES AND THREATS
CURRENT ORIENTATION: STRENGTHS AND WEAKNESSES
LEADERSHIP SKILLS
POOR LEADERSHIP PRACTICES COST COMPANIES MILLIONS OF DOLLARS EACH YEAR -EQUAL TO
OF ANNUAL SALES…
POOR LEADERSHIP PRACTICES NEGATIVELY I MPACT:• Employee Retention• Customer Satisfaction• Employee Productivity
7%
SOURCE: Making the Business Case for Leadership Development,
The Ken Blanchard Companies, 2011.
MAJOR MANAGERIAL SKILLS GAPS
SOURCE: Bersin by Deloitte , Current Capabilities by Role,
December 2011
4. Managing Change5. Communications6. Business Acumen
1. Coaching2. Performance Appraisal3. Developing Others
LEADERSHIP SKILLS
FOCUS FOR DEVELOPMENT
COMMUNICATION SKILLS LEARNING AGILITY
PEOPLE DEVELOPMENT PRESENTATION SKILLS
EMOTIONAL INTELLIGENCE DIGITAL LITERACY
COLLABORATION
TECHNICAL OR PROFESSIONAL SKILLS
SOURCE: U.S. Bureau of Labor Statistics
ONLY 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%
BY 2018 THERE WILL BE A RECORD 1.2 MILLION
UNFILLED JOBS IN STEM FIELDS.
TECHNICAL OR PROFESSIONAL SKILLS
FOCUS FOR DEVELOPMENT
HUMAN RESOURCES ITIL
PROJECT MANAGEMENT BUSINESS ANALYSIS
SIX SIGMA LEAN
IT AND COMPUTER SKILLS
SOURCE: IDC Study, Bridging the Information Worker Productivity Gap
THE COST OF THE DIGITAL SKILLS GAP TO THE ECONOMY AND ORGANIZATIONS IS HUGE.
Time wasted due to inadequate digital skills adds up to of total productivity for digital workers. 21%
This implies that every year the digital skills gap drives an
estimated $1.3 trillion loss in the US economy.
IT AND COMPUTER SKILLS
FOCUS FOR DEVELOPMENT
HTML5 / CODING MOBILE
USER EXPERIENCE INFORMATION SYSTEMS
BIG DATA CLOUD COMPUTING
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.
CREATING MENTORING PROGRAMS THAT WORK!
Course: Mentoring: Creating a Mentoring Program
Course: Mentoring: Why a Mentoring Program
PROVIDE OPPORTUNITIES FOR PROFESSIONAL DEVELOPMENT
PHR & SPHRCourses include:
• Business Management and Strategy
• Compensation and Benefits
• Employee and Labor Relations
• Human Resource Development
• Human Resources Core Knowledge
• Risk Management
• Workforce Planning and Employment
PMP – PMI PROJECT MANAGEMENTCourses include:
• Project Communication
• Project Costs
• Project Scope
• Values and Ethical Standard
• Project Scheduling
• Identifying Risks
• Stakeholder Engagement
PROVIDE OPPORTUNITIES FOR PROFESSIONAL DEVELOPMENT
SIX SIGMA (GREEN BELT & BLACK BELT)Courses include:
• Business Performance and Financial Measures
• Critical Requirements and Benchmarking
• Data Collection and Measurement
• Correlation and Regression Analysis
• Hypothesis Testing
• Forming Project Teams
• And more!
ITIL® (FOUNDATIONS & OPERATIONS SERVICE)Courses include:
• Service Strategy
• Incident and Event Management
• Service Desk Metrics and Outsourcing
• Technology and Implementation
• Problem and Process Interface Management
• And more!
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Vice President of Marketing
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