ibm smarter workforce summit toronto 2015: what is your critical skills gap?

© Copyright IBM Corporation 2015 1

What is Your Critical Skills Gap? Get beyond feeling it, to closing it.

Gordon Ritchie

[email protected]

mailto:[email protected]


Objectives for This Session:

• Review the importance and relevance of the skills gap,

and why that matters.

• Approaches to defining and acting on the skills gap

• How IBM can help you accelerate your ability to define

and act on addressing your skills gap.


The Skills Gap and why it matters


Talent Gaps Concern the C-Suite

Source: 2014 IBM CHRO study: New Expectations for a

New Era: CHRO insights from the Global C-Suite Study

% of CHROs

• 66% anticipate losing business to competitors

• 64% fear a loss of revenue

• 53% anticipate delays in innovation

• 59% face lower customer satisfaction

87%

80%

68%

65%

60%

Talent Development

Employee Engagement

Talent Retention

Workforce Productivity

Sourcing & Recruiting

CHROs find developing talent to be their largest workforce challenge

CEOs fear gaps in their current talent will directly impact customer success:

Source: Accenture 2013 Skills and Employment Trends Survey


Skill Assessments Drive Results

-12%

-10%

14%

17%

18%

7%

2%

8%

-20% -10% 0% 10% 20%

Not UsingAssessments

Employee performance

Quality of hire

Employee productivity

Overall turnover

Recruiting costs

Source: Aberdeen 2009 Study; Assessments in Talent Management


Engagement Matters

• More than 50% of Millennials, and Boomers do not understand their managers’ expectations of them as an employee. IBM Institute of Business Value, “Myths,

Exaggerations and Uncomfortable Truths “

• Companies experience a 21% and 22% increase in productivity and

profitability when employees score in the top quartile for engagement. - Gallup

• SHRM found through their HR Job Satisfactions surveys in 2012 and 2013 that

the #1 employee engagement issue, above pay and benefits. Is Being recognized for using their skills


How to Approach the Skills Gap


Skills are the Foundational Layer of Talent Management

Comprehensive OD Experience & Established Methodology

Comprehensive Job Models & Framework

Job Data Competency Data

Talent Management Workforce application

Compensation Performance

Succession Planning

Assessment & Analytics

Learning & Development


Determine Where Skills Fit Sp

ecif

icit

y o

f th

e Fr

amew

ork

Defines culture

Reinforces strategy

Broadly applied training and communicate

…does not define job requirements or operational specifics

Defines job skills and expectation to goals

Enables assessment and insights

Supports development and improvement

Empowers TM Technology

…challenging to develop, manage and update

Types of Models

Low

High


Global Insurance Provider Company Background: A global insurance provider with over 60,000

employees in 170 countries.

Objectives: Drive shareholder value through maximizing contribution

of its employees. Shared expectations and unify best practices.

A global language around jobs and competencies

Global job requirements based on strategy

Employees assigned to global jobs

Global assessment of competency levels

Job and competency based training

A talent and learning culture


Scope

• Function Structure • Job Catalog of 7000 roles • Global Jobs defined as 300

roles

Benefits

• Knowing where people sit and what they do

• Headcount Reporting by Function

How They Got There

Scope

• Build Job Profiles with competencies

• Mapping Profiles to employees

Benefits

• Clarity on roles and requirements

• Detailed headcount reporting

Scope

• Build a system and process for the Competency Assessment covering 50’000 employees

Benefits

• Development planning • Identify training needs • Optimize L&D budget • Measure competency

gaps

Scope

• Business Academies • Data Warehouse • Quality improvements • Integration into HR

Benefits

• Learning linked to jobs and competencies

• Automated reporting • Career paths • Joined up HR

processes for managers

Create a structure

& job catalogue

Global Job Profile

Mapping

Competency Assessment

On going Improvement


Group

Functions

929No Segment

400

GI

3'036

GL

538

Group

Operations

830

Basic

20%

Intermediate

41%

Advanced

26%

Expert

13%

Job Proficiency Levels

Headcount by Segment/Function a.o.

Competency Gaps

Group

Functions

929No Segment

400

GI

3'036

GL

538

Group

Operations

830

Basic

20%

Intermediate

41%

Advanced

26%

Expert

13%

Job Proficiency Levels

Headcount by Segment/Function a.o.

Competency Gaps below equal above

Knowledge of Claims Claims Investigation Service Excellence Fraud Management

Executive Support Through Insight ©

Zu

rich

A global language around jobs and competencies

Global job requirements based on strategy

Employees assigned to global jobs

Global assessment of competency levels

Job and competency based training

A talent and learning culture


Defining and Acting on the Skills Gap


0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%

Manualprocess

BudgetConstraints

Too difficult todefine

competencies

Too manyjobs

Lack ofexecutivesupport

• Core

• Leadership

• Functional

• Technical

• Behavioural

• Got them from KornFery/Lominger…

• Too Time consuming and hard to do for every role

• No impact, not relevant.

• Tried it, Tried it again,….

• Done them, someone else did some too

• Too HR

Questions and Confusion Excuses

• Traits

• CARS

• BARS

• Proficiency levels

• Assessment

WHAT PREVENTS IMPLEMENTATION OF A SKILLS CULTURE ACROSS AN ORGANIZATION?

As soon as I say “competencies,”…


The IBM Talent Frameworks Library


The IBM Talent Frameworks Library:

Integrate your talent management applications Process 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.


Build vs Buy: Time to impact

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 Job Skills Library Customization

80% of the effort Recommended Approach 20% of the effort

Typical Competency Design and 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


Skills Are The Language Of An Integrated

Talent Management Approach


Guided analytics reveals insights and opportunities in the data:

• Predefined questions based on knowledge of your data give you a head start! • Additional relationships suggested as your data and questions are learned • Deep analytic skills not required – but the results are displayed.

Thinking Ahead…Segmenting Your Talent Data


Big Data: IBM Talent Insights – by Watson Answer operational talent questions faster

Analysis made easier and more accessible

Connecting People Processes to Business impact

Discover new patterns and insights from your Talent Suite data


IBM Talent Frameworks

Invest wisely in your employees

Connect employees to the information they need

Attract the very best talent and get them productive

Listen to the voice of your organization and engage the workforce

Make smarter decisions with big data & insights

Skills Add Clarity And Precision

“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


What is your Critical Skills Gap? Get beyond feeling it, to closing it.

Gordon Ritchie

[email protected]

mailto:[email protected]

ibm smarter workforce summit toronto 2015: what is your critical skills gap?

Presentations & Public Speaking

copyright ibm corporation

job skills

ibm chro study

critical skills gap

talent gaps

developing talent

current talent

engagement matters