recognizing labor pool challenges - driving knowledge across the employee lifecycle
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Recognizing Labor Pool ChallengesDriving Knowledge Across the Employee Lifecycle
Ken Taylor ([email protected])President, Training Industry
Tracy Cox ([email protected])Director, Applied Strategies
Raytheon Professional Services LLCApril 14, 2015
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Training Industry Training Industry is a market intelligence firm for corporate learning and development. Our focus is on helping business and training professionals obtain the information, insight
and tools needed to more effectively manage the business of learning.
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Raytheon Professional Services
Raytheon– Over 90 years of innovation– 62,000 employees worldwide– Defense, Homeland Security, Aerospace
Raytheon Professional Services– High consequence training expertise worldwide– Trains more than 2 million people a year– 1,100 learning professionals– Over 100 countries and 28 languages– Learning solutions designed to solve critical business
challenges
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State of the Labor Pool
Need for effective onboarding, knowledge capture, and knowledge transfer processes driven by
– Percentage of the global workforce over age 65 growing rapidly– Median tenure for workers in the U.S. was 4.6 years in 2000; 3.5 years in 2012– “Millennials” under the age of 35 have an average tenure of 2.3 years, making hiring
and onboarding efforts more common– Median age of employees was 42.3 years in 2012; only 39.4 in 2000
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Research Demographics
252 respondents from companies across the globe participated in research
Industries represented– Technology/telecommunications, 16%– Business services, 12%– Financial services, 12%– Healthcare/Medical, 9%– Government, 8%
62% came from HR departments 70% represent leadership roles (managerial/executive) 59% came from organizations with 500+ employees
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The Employee Lifecycle
Addressing the skills gap
– Collaborate with local colleges/universities
– Skill development apprenticeships
– Internships/scholarships
Pre-Employment Onboarding Knowledge
CaptureKnowledge
Transfer
Follow up on 2012 Study– Tools & Technology
– Best practices
– Challenges
– Trends
Demographic shifts– Baby boomer
retirement
– Turnover
– Knowledge retention techniques/tools
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The Employee Lifecycle in the New Millennium
Pre-Employment Onboarding Knowledge
CaptureKnowledge
Transfer
Clear understanding of skills required for their position Information at the pre-employment stage helps potential employees
understand roles, responsibilities, and risks Focused on setting up potential employees for quick assimilation into the
organization and their roles Pre-employment development inherently guided by knowledge transfer
from organizational/process stakeholders
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Labor Pool Effectiveness with Current/Future Hiring Needs
Not at all Somewhat to a moderate extent To a great extent0%
10%
20%
30%
40%
50%
60%
5%
36%
48%
11%
Percentage of respondents, N = 242
41% report that the labor pool does not meet their hiring needs
59% report that the labor pool meets their hiring needs
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Best Practices for Pre-Employment Development
Offering internships and other forms of pre-employment training (e.g., certifications, apprenticeships)
Providing candidates with information about organizational culture and policies Partnering with academic
institutions to develop industry relevant curricula
Providing candidates with realistic job previews
Identifying emerging skill requirements
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The Employee Lifecycle in the New Millennium
Pre-Employment Onboarding Knowledge
CaptureKnowledge
Transfer
Onboarding in many industries often involves compliance requirements and/or certifications
If onboarding is ineffective, high-risk scenarios on the job could result in danger to employees, co-workers, or customers
Consistent implementation of onboarding programs is key to success and safety
Onboarding in high consequence jobs can last significantly longer (6 months to 1 year) compared to most formal onboarding programs (~1 month)
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2012 vs. 2014: Onboarding Effectiveness
Very effective Somewhat effective Somewhat ineffective Very ineffective0%
10%
20%
30%
40%
50%
60%
16%
54%
20%
10%12%
54%
23%
11%
70% Effective
Percentage of 2014 respondents, N = 245 Percentage of 2012 respondents, N = 206
30% Ineffective
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Best Practices for Onboarding Developing a formal onboarding framework Evaluating effectiveness of programs regularly Ensuring consistency in implementation for
ongoing onboarding and training programs Involving leadership before, during and after
the onboarding program Understanding from current employees what
it takes to be successful
84% of organizations using instructor-led training (ILT), meetings, shadowing, and short-form content
rate themselves effective at onboarding
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The Employee Lifecycle in the New Millennium
Pre-Employment Onboarding Knowledge
CaptureKnowledge
Transfer
The process of knowledge capture is integral to continued organizational functioning; without capturing and documenting job tasks, relationships and dependencies, or procedures and processes, there is no content to inform knowledge transfer
Ineffective knowledge capture can represent a single point of failure in many companies’ employee lifecycles
Key component of ensuring knowledge that is transferred is up-to-date with the speed of the market– e.g., Technological advancements, vertical and horizontal market penetration,
growing competitive landscape
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Effective vs. Ineffective Groups’ Use of Knowledge Capture Best Practices
Very effective Somewhat effective Somewhat ineffective Very ineffective0%
5%
10%
15%
20%
25%
30%
35%
40%
5%
33%34%
28%
38% Effective 62% Ineffective
Percentage of respondents, N = 236
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Best Practices for Knowledge Capture
Best Practices– Conducting exit interviews– Documenting job roles and processes– Encouraging mentoring, cross training,
knowledge sharing, and social collaboration
Effective knowledge capture programs are substantially more likely to use:– Knowledge repositories– Assessments– Online FAQs answered by SMEs– Videos
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The Employee Lifecycle in the New Millennium
Pre-Employment Onboarding Knowledge
CaptureKnowledge
Transfer
Transfer of critical knowledge to employees’ successors is vital to high consequence jobs where subject matter expertise is a job requirement
Lack of an effective knowledge transfer strategy can inhibit the development of new and seasoned professionals
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Very effective Somewhat effective Somewhat ineffective Very ineffective0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
6%
42%
34%
18%
3%
36%
33%
28%
Percentage of 2014 respondents, N = 236 Percentage of 2012 respondents, N = 208
2012 vs. 2014: Knowledge Transfer Effectiveness
48% Effective 52% Ineffective
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Best Practices for Knowledge Transfer Facilitating informal learning (P2P/team training, mentor networks, etc.) Delivering information in a variety of methods, focusing on ease of use and
comprehension Ensuring leadership support and
involvement Developing a formal knowledge transfer
strategy and integrating it into daily operations
Constantly monitoring and updating the company knowledge repository
76% of organizations using work shadowing, paired work and coaching rate themselves effective at knowledge transfer
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The Employee Lifecycle
Pre-Employment
59%
Onboarding
70%
Knowledge Capture
38%
Knowledge Transfer
48%
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Key Takeaways 41% of organizations report that the labor pool only somewhat or does
not meet their current and future hiring needs and only 11% of organizations report that it does fully
Almost half (49%) of organizations report that employee retirement is a moderate or great problem
The majority (70%) of organizations are rated effective at onboarding new employees
38% of organizations are rated effective at capturing the knowledge of key employees and 48% are rated effective at transferring knowledge
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Recognizing Labor Pool ChallengesDriving Knowledge Across the Employee Lifecycle
Tracy [email protected]
Director, Performance ConsultingRaytheon Professional Services LLC
Ken Taylor ([email protected])
President, Training Industry
Visit our website: www.rps.com
Call us: (+1) 972 205 5300‐ ‐Connect with us on one of our social networks:
LinkedIn: Raytheon Professional Services LLC GroupTwitter: @RaytheonRPS
Visit our website: www.trainingindustry.comCall us: (+1) 919-653-4992
Connect with us on one of our social networks:LinkedIn: Training Industry, Inc.
Twitter: @trainingindustry