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Closing the skill_gap 012715_h
This document discusses closing the skills gap within organizations through various strategies such as assessing employee skills, succession planning, and targeted training. It highlights the need for leadership, technical, and computer skills, emphasizing that developing existing employees is preferred over hiring new ones. The document also outlines the importance of agile workforces and offers a framework using SWOT analysis to identify opportunities and threats for skill development.
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Closing the skill_gap 012715_h
- 1. CLOSING THE SKILLS GAP A FRAMEWORKTO ENSURE YOUR EMPLOYEES HAVE THE SKILLS NEEDED FOR FUTURE SUCCESS A WEBINAR BROUGHT TO YOU BY:
- 2. ? How would youassess the skill level of employees in your organization who might be considered for promotion:
- 3. ? How would yourate your organization’s current strategy to address the “skills gap”?
- 4. WHAT YOU YOU’LLTAKE- 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.
- 6. SEEKING WORK OR UNEMPLOYED 9.7 million UNFULLFILLEDJOB 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%
- 8. EMPLOYERS PREFER DEVELOPINGEMPLOYEES 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
- 9. At the levelof 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, AND INITIATE CHANGE…
- 10. …Employees who canIDENTIFY 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
- 11.
- 12. SOURCE DIFFERENTLY Potential Ability toacquire skills Learning agility
- 13. SUCCESSION PLANNING Not justreplacement Future-orientation Target all levels of leaders
- 14. TRAINING & DEVELOPMENT Hirefor potential Hire for character Develop job specific skills
- 15. What makes someonesuccessful 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-Araoz The Big Idea: 21st-Century Talent Spotting Harvard Business Review, June 2014
- 17. STRENGTHS Will our strengthsprepare us for future success? WEAKNESSES What steps must we take to improve or minimize risk? OPPORTUNITIES What are our greatest opportunities for growth? THREATS Where are we vulnerable?
- 18. OPPORTUNITIES THREATS Are ourstrengths 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?
- 19. IDENTIFYING GAPS Look foropportunities to develop skills they will need for their next role. HIGH -PERFORMERS NEW MANAGER SUPERVISOR SUCCESS
- 20. MAP A PLAN BUDGET TRAINING CONTENTAND LEVEL TRAINING METHODS / DELIVERY TRAINING PROVIDER TIMING MAKE A PLAN
- 21. LEVERAGE TECHNOLOGY Remove thebarriers and create integrated learning experiences. DEFINE EXPECTATIONS FORMAL LEARNING ON-DEMAND RESOURCES SOCIAL NETWORKING
- 22. INDIVIDUAL DEVELOPMENT PLANS Nota performance management tool, rather a resource to support a learner’s focus and direction as they journey through their own development program. AREA / COMPETENCY OBJECTIVES RESOURCES / STRATEGIES TIMELINE EVIDENCE OF ACCOMPLISH- MENT
- 23. FOCUS AREAS PLANSOR CERTIFICATIONS Transparency on career paths, expectations and requirements. INDUSTRY AND MARKET TRENDS KEY COMPETENCY LEVELS AREAS OF SUBJECT MATTER EXPERTISE THE RISE OF SPECIALISTS
- 24. LEADERSHIP SKILLS TECHNICAL / PROFESSIONAL SKILLS IT /COMPUTER SKILLS CRITICAL AREAS FUTURE ORIENTATION: OPPORTUNITIES AND THREATS CURRENT ORIENTATION: STRENGTHS AND WEAKNESSES
- 25. LEADERSHIP SKILLS POOR LEADERSHIPPRACTICES 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.
- 26. MAJOR MANAGERIAL SKILLS GAPS SOURCE:Bersin by Deloitte , Current Capabilities by Role, December 2011 4. Managing Change 5. Communications 6. Business Acumen 1. Coaching 2. Performance Appraisal 3. Developing Others
- 27. LEADERSHIP SKILLS FOCUS FORDEVELOPMENT COMMUNICATION SKILLS LEARNING AGILITY PEOPLE DEVELOPMENT PRESENTATION SKILLS EMOTIONAL INTELLIGENCE DIGITAL LITERACY COLLABORATION
- 28. 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.
- 29. TECHNICAL OR PROFESSIONAL SKILLS FOCUSFOR DEVELOPMENT HUMAN RESOURCES ITIL PROJECT MANAGEMENT BUSINESS ANALYSIS SIX SIGMA LEAN
- 30. IT AND COMPUTERSKILLS 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.
- 31. IT AND COMPUTERSKILLS FOCUS FOR DEVELOPMENT HTML5 / CODING MOBILE USER EXPERIENCE INFORMATION SYSTEMS BIG DATA CLOUD COMPUTING
- 32. KEY TAKE-AWAYS A differentapproach 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.
- 33. CREATING MENTORING PROGRAMS THATWORK! Course: Mentoring: Creating a Mentoring Program Course: Mentoring: Why a Mentoring Program
- 34. PROVIDE OPPORTUNITIES FORPROFESSIONAL DEVELOPMENT PHR & SPHR Courses 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 MANAGEMENT Courses include: • Project Communication • Project Costs • Project Scope • Values and Ethical Standard • Project Scheduling • Identifying Risks • Stakeholder Engagement
- 35. PROVIDE OPPORTUNITIES FORPROFESSIONAL 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!
- 36. WWW.BIZLIBRARY.COM/FREE-TRIAL THOUSANDS OF COURSES. 25 TOPIC AREAS . UNLIMITED ACCESS FREE 30-DAY TRIAL! no risk – no obligation
- 37. Jessica Petry Sr. MarketingSpecialist [email protected] @JessLPetry @BizLibrary Chris Osborn Vice President of Marketing [email protected] @chrisosbornstl #BIZWEBINAR