better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14

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Speaker: Gordon Ritchie Product Evangelist, Enterprise Talent Frameworks IBM Moderator: Frank Kalman Senior Editor Chief Learning Officer magazine

Better Learning Outcomes in 2014 — Focus Learning on Jobs, Skills and Required Outcomes

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Frank Kalman Senior Editor Chief Learning Officer magazine

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Gordon Ritchie Product Evangelist, Enterprise Talent Frameworks IBM

© 2014 IBM Corporation

Better Learning Outcomes in 2014 Focus Learning On Jobs, Skills and Required Outcomes Gordon Ritchie, Product Evangelist. Smarter Workforce Talent Frameworks


IBM Smarter Workforce

Agenda

• The effect of learning on achieving business goals and results • Case studies and research of successful organizations in delivering impactful learning

strategies • 5 Key best practices to a Successful Learning Management program • How a competency-based approach can accelerate learning impact and the ROI of your

learning investments targeting your colleagues’ jobs


The effect of learning on achieving business goals and results



12

LEARNING MANAGEMENT: ARE YOU ABLE TO

• Define the skills your people have to run your business? • Put the right people on the right project at the right time? • Ensure that your people receive development based on what they need to do

their jobs, not just their ‘wish list’? • Prove that you meet your regulatory compliance? External accreditation? • Prevent wasting money on training or not getting the most out of your LMS? • Define what skills you are at risk of losing? M&A, Workforce Planning, etc. • Provide adequate visibility of career development opportunities?



What’s 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

- 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



“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

- PwC’s 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 race…nearly 70% of global organizations feel they lack the required skills to compete...”

- Bersin: Building a Smarter Workforce, 2013

60+% Absence of Necessary Skills



Last thing planned, first thing cut!

“Yet many don’t 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

• Corporate Learning & Development Spending Topped $130 Billion


Case studies of successful organizations in delivering impactful learning



Global Media Giant

Challenge New IT service model – SOA Large amount of institutional memory in contractor/outsource workforce Low FTE engagement across the 350 staff Local Operational need outside of overall HR strategy Operational Risk

Solution Deploy an existing Competency Library Provide a Capability Assessment/Skills inventory separate of performance Achieve gap focused learning for current role, and clear growth



Results Higher FTE engagement Captured operational institutional property and practices Successful adoption of new service model and reduced contractor costs Completed in parallel to existing HR/projects ROI: being able to identify a critical skill and put that person on a project team

saved over $400k of capital expense based on institutional knowledge. Lessons

Use a job based library accelerated scoping job roles Competency library defused content authoring delays Optimized learning catalogue investment with existing LMS/Content partners.

Global Media Giant



Global Insurance provider

Challenges: Measure development needs of employees How to engage and train 60000 staff? How to define global job profiles Integrating designed process into an IT infrastructure

How did they address them? 1. Create a global structure and job catalogue 2. Map competencies to jobs and then jobs to employees 3. Assess proficiency gaps to identify specific training plans 4. Develop analytics and automated reporting supporting business academies.



Global Insurance Provider

Results Headcount reporting by country/function/segment ensured executive support Focus training plans delivering Learning linked to jobs linked to business goals Integration across HR processes: Compensation, recruiting, performance, etc. 279 key job roles address 99% of workforce (not titles, but roles) 95% complete assessments 189% increase in Learning consumed, in active learners

Lessons Smart marketing: focus on development, and performance follows Find an executive hook early Use an existing competency catalogue Don’t focus on job descriptions: let the competencies describe expectations Clear, focused Project Management led approach.


5 Key best practices to a Successful Learning Management program



22

WHAT ANALYSTS SAY…

“Competencies are the currency of Talent Management”, Josh Bersin, 2007 “…defines“competency management” as, “… The set of practices that identify and optimize the skills and competencies required to deliver on the business strategy.” The Buyers Guide to Competency Management Technology Solutions, 2013 “Skills are the new arms race; our newest research shows that nearly 70 percent of global organizations feel they lack the required skills to compete..” Building a Smarter Workforce, 2013 “..the most critical, foundational component of the roadmap is the establishment of job responsibilities and competencies… If those initial foundational elements are missing, then the rest of the organization’s structures are prone to inconsistency.” Integrated Talent Management: A Roadmap for Success, 2012 “… companies realize they cannot solve their skills shortages externally. To achieve competitive advantage, they must commit to developing the right skills internally” Corporate Learning Factbook, 2012

SHRM reported in their 2013 Employee Job Satisfaction survey that being recognized in using your skills is now the #1 employee job satisfaction issue, above pay, benefits, etc.



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 B) the end point Skill Innovation

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.



5 key steps to a successful learning program

1. Define what job specific skills it is that you need now to continue in business

2. Assess your current workforce as to who has what skills today 3. Target Learning outcomes at the gaps you have and new behaviours that

need to be demonstrated 4. Proactively develop people to fill positions that would be externally

recruited for. 5. Review, iterate and realign to changes in business.



Where does it fit

Functional Job Analysis • Library • Custom • Professional • 3rd party

Client outcomes Research • Consulting

• Assessment • Survey • Compensation • Performance • Core High

Performance Behaviors

Application • Performance • Pre-hire/Post hire • Development • Engagement/Retention • Succession (tactical) • Succession (Executive) • Compensation • Workforce capability



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; don’t get

stuck in model development

Get the “big things right”; “don’t 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.

Position models as prototypes for learning how to change behaviors (vs. a perfect output image).

application Integration

Iteration Launch &

Communication Implementation IBM / IBM Competency Development

80% of the effort Recommended Approach 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



Job Mapping approach

1. Organization/Industry/Direction 2. Job Functional Group: 3. Job Role (not title or position): Its what we’re paid to do

Key accountabilities Key Responsibilities

4. Critical Competencies Proficiencies = behavioural expectations Map behaviours to Instructional Design and learning content outcomes Behaviours can define learning measures Behaviours can define syllabi if content doesn’t exist.



Its Cheaper to grow, than buy.

• How much do you spend on recruitment? • How does that compare to the learning budget? Understand the financial

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.



Organizational Talent Data

What’s 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?


How a competency-based approach can accelerate learning impact and the ROI of your learning investments



But as soon as I say “competencies,” you hear… 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



COMPETENCIES ARE THE FOUNDATION

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.

Functional Job & Competency Framework

Career & Succession

Planning

Learning Needs

Analysis

Risk Analysis

Recruitment & Selection

Resource Planning

Compensation

Performance Management

“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



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.

Competencies (2,000+) Application Accelerators • 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+)

Vertical Frameworks General Competency Frameworks



Where you can apply it

Where it helps How it helps What you need

Attracting candidates

Set expectations of who will be successful 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.



35

SKILLS MANAGEMENT BEST PRACTICES Model Building

• Ensure linkage between competencies and organization strategies • Keep models simple at launch • Add dimensional criteria and keep the momentum • Start with a library or Competency Framework

Applications • Focus on assessment and development first, then evaluation and pay applications • Integrate of the competencies with all processes, even if tools aren’t • Ensure consistency of applications rather than allowing too many variations

Change Management • Clarify and communicate specific objectives of your applications up front • Ensure top management and line management buy-in and ongoing support • Be focused in implementation (i.e., one function, one pilot group first) • Provide training and communication more consistently and carefully (building in training at

all stages of implementation) • Develop and consistently apply a measurement system used to evaluate the effectiveness

of implementation over time


Conclusion



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 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?

How do I know if I’m recognizing and

rewarding my employees optimally?

How can I predict what different segments of my

employees need and what actions to take to optimize business

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 they’re 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?



“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

- PwC’s 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 race…nearly 70% of global organizations feel they lack the required skills to compete...”

- Bersin: Building a Smarter Workforce, 2013

60+% Absence of Necessary Skills


Better Learning Outcomes in 2014 Focus Learning On Jobs, Skills and Required Outcomes Gordon Ritchie, Product Evangelist. Smarter Workforce Talent Frameworks

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better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14

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