Today's business leaders are challenged by a growing disconnect between workers' skills and the work requirements. An ever growing need for knowledge workers and an ever more quickly changing business landscape has led to an increase in skill gaps even as mature economies face the challenge of high unemployment. The only rational approach to this challenge is to increase learning and development efforts in an effort to create a learning culture. This webinar presents evidence for the current challenges and suggests a way forward.

1. Reskilling the Workforce:
Essential to Business Success
David Wilkins
VP of Research
@TaleoResearch

2. IN A WORLD WHERE…
THIS MEANS MORE OF THIS
LEARNING & RESKILLING ARE
BUSINESS IMPERATIVES

3. (1) Talent pools are global, shallow, and getting shallower
(2) Quality-of-hire is down; time-to-fill is up
(3) Business is faster, more connected, and more complex
(4) Govt and educational institutions are part of the problem
(5) US businesses have abdicated responsibility
TALENT INTELLIGENCE

4. (1) Know the team you have
(2) Know the team you need
(3) Invest in long-term capability development
(4) Empower your team to do this themselves
(5) Switch your default to reskilling and hiring from within
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5. TALENT INTELLIGENCE

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8. “34 percent of CHROs in
growth markets say they
anticipate increasing
headcount in North
America over the next
three years, while 37
percent plan additional
investment in Western
Europe. This includes
companies from
India, where 45 percent of
respondents indicated
they plan to increase
headcount in North
America and 44 percent in
Western Europe.”
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9. TALENT INTELLIGENCE

10. TALENT INTELLIGENCE

11. CHART 8: AMOUNT OF TIME TO BRING NEW
MANAGEMENT / SPECIALIZED WORKERS UP TO SPEED -
RISEN OR FALLEN IN LAST TWO YEARS
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12. CHART 9: WHICH OF THE FOLLOWING BENEFITS DOES YOUR
FIRM CURRENTLY USE TO ATTRACT AND RETAIN
MANAGEMENT AND/OR SPECIALIZED WORKERS (TOP
RESPONSES)
TALENT INTELLIGENCE

13. “It is possible that companies
are resigning themselves to the
relative scarcity of experienced
workers who can immediately
perform to the highest level in
a new and responsible role.
To compensate for this
shortage, a growing number
seek to recruit raw potential
and then rely on developing
this potential themselves.”
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16. AND THE FUTURE LOOKS WORSE
› Georgetown University Center on Education and the Workforce
on shortfall of college grads in 2018
3,000,000
› Accenture study from 2006 showed that STEM enrollments
would need to increase by
2016 to meet demand
20-30% between 2006-
Instead, enrollments have GONE DOWN.
TALENT INTELLIGENCE

17. EDUCATION, WORKFORCE MISMATCH
New Jobs
› In the last ten years:
Up 4.6% Knowledge Work
All others
85%
› Over the last few years, average graduation of law students Is
45,000 against openings of 25,000
› Skills mismatch is inherent in our educational model
TALENT INTELLIGENCE

18. “Firms have jobs, but can’t find
appropriate workers. The
workers want to work, but can’t
find appropriate jobs. …
Whatever the source, though, it
is hard to see how the Fed can do
much to cure this problem.
Monetary stimulus has provided
conditions so that manufacturing
plants want to hire new workers.
But the Fed does not have a
means to transform
construction workers into
manufacturing workers.”
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19. AGING WORKFORCES WORLD-WIDE Country % Growth
Russia -8%
› Summary
Population Growth 2010-2020
Japan -5%
– Slow growth, negative growth in developed world
Germany -4%
– Faster growth in developing world Poland -4%
– In US, UK growth fueled through immigration Italy -1%
Greece 0%
– Less developed = more growth
France 5%
UK 7%
› Implications China 7%
– Talent shortages is a global phenomenon Brazil 13%
USA 14%
– Developing world all competing for same pool
Mexico 15%
– As developing world matures, pressures from there Turkey 17%
– Reverse immigration to Poland, India, Mexico India 24%
– Deep, narrow talent pools vs wide and shallow Nigeria 46%
http://data.un.org/Data.aspx?d=PopDiv&f=variableID%3a12

20. AGING WORKFORCES WORLD-WIDE Country % Growth
Russia -8%
› Summary
Population Growth 2010-2020
Japan -5%
– Slow growth, negative growth in developed world
Germany -4%
– Faster growth in developing world Poland -4%
– In US, UK growth fueled through immigration Italy -1%
Greece 0%
– Less developed = more growth
France 5%
UK 7%
› Implications China 7%
– Talent shortages is a global phenomenon Brazil 13%
USA 14%
– Developing world all competing for same pool
Mexico 15%
– As developing world matures, pressures from there Turkey 17%
– Reverse immigration to Poland, India, Mexico India 24%
– Deep, narrow talent pools vs wide and shallow Nigeria 46%
http://data.un.org/Data.aspx?d=PopDiv&f=variableID%3a12

21. 15 years of survey data from 100 US and European firms found:
Simplicity Complexity
The cost of complexity?
• Managers spend 40% of
their time writing reports
• 30% to 60% of their time
in coordination meetings
• Leaving 0-30% to
manage their teams…
TALENT INTELLIGENCE

22. “While today’s rhetoric focuses
on telling businesses to “create
new jobs,” we believe that the
creation of new jobs ¡s
inextricably tied to providing
the right skills for those jobs
through education, training and
retraining. We must invest in
the future by taking on the
long-term task of training new
talent and retraining existing
talent.”
TALENT INTELLIGENCE

23. THE LEARNING CONNECTION
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24. ADDRESSING THE PROBLEM
1. Know the team you have
2. Know the team you need
3. Invest in long-term capability development
4. Empower workers to do this themselves
5. Switch your default to hiring from within
TALENT INTELLIGENCE

25. (1)
› Job history
Know Your Team
› Work experience prior to current role
› Expertise developed outside of work
› Self-identified expertise & peer-identified expertise
› Career aspirations
› Top performers and high potentials
› Flight risk
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26. TOP PERFORMER AND HI-PO DATA IS UGLY
› 80% of companies don’t know who is a flight risk.
› 78% of companies don’t know who is on a succession plan.
› 80% of companies don’t know who has a career path.
› 65% of companies don’t know much about who they’re
retaining.
› 84% of companies don’t if their development plans are working.
› 65% of companies don’t know much about Hi-Po’s.
TALENT INTELLIGENCE

27. KNOW THE PEOPLE YOU HAVE
48%
say that their skills go
unnoticed
feel that their work
history & experiences
are not leveraged by
their employer
75%
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28. WHO UNDERSTANDS WORKERS BEST?
Professional & work
capabilities
Other None of the
1% above
Don’t know 3% My family /
5% partner
21%
My line manager
22%
My friends
outside of work
4%
HR software /
systems
1%
My colleagues
and peers
43%
TALENT INTELLIGENCE

29. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
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30. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE

31. (2) Here to There
› Understand the capability requirements
– New strategic plans
– Geographic expansion
› Map the gaps: what are you missing in order to meet objectives
› Assess the best approach to fill-in gaps
– Hiring or contract
– Skill, knowledge, capability development
– Talent transfer
TALENT INTELLIGENCE

32. WORKFORCE DATA – WHAT DO WE KNOW
TALENT INTELLIGENCE

33. WORKFORCE DATA – WHAT DO WE KNOW
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34. (3) Long-term Roadmap
› What is the relationship between various roles?
› Which roles commonly lead to which other roles?
› What paths did top performers take?
› What skills, role assignments, knowledge are required?
› Which roles share similar requirements?
› For critical and strategic roles, we need to think differently:
– Use paradigms of leadership development, cohorts and stages
– Use paradigms of pilot and surgeon training
– Scaffolding models, coupled with social models
TALENT INTELLIGENCE

35. COMPETENCIES ARE WELL-ESTABLISHED
› 75% of companies use job / role
competencies for selection & promotion
› Over half of organizations tie
competencies to career planning
› 91% report training improvements when
training is tied to competencies
The next step is to think about building capability.
Capability is about business execution and implies not
just competency, but experience, judgment, decision-
making. You *develop* capability over time.
TALENT INTELLIGENCE

36. (4) Empower the Team
› Employees need to own their own career development
– Make sure it’s easier to move in your company than leave it
– Enable personal gap assessment between current skills and
capabilities and desired career objectives
› Map capability requirements to training and learning interventions
– Formal content: WBT, classes, video, documents
– Social content: CoP, discussions, expert location, wikis
– Action learning: related roles, activities, stretch assignments
› Involve the team in defining needs and interventions
TALENT INTELLIGENCE

37. (4) Empower the Team
› Employees need to own their own career development
– Make sure it’s easier to move in your company than leave it
– Enable personal gap assessment between current skills and
capabilities and desired career objectives
› Map capability requirements to training and learning interventions
– Formal content: WBT, classes, video, documents
– Social content: CoP, discussions, expert location, wikis
– Action learning: related roles, activities, stretch assignments
› Involve the team in defining needs and interventions
TALENT INTELLIGENCE

38. (5) Switch Your Default
› External hiring costs 18-20% more than internal hiring
› External hires perform worse on performance evals for 24 months
› High external hiring rates increase risk to existing team
– #1 reason for dysfunctional turnover in mature economies?
Lack of career opportunities
– #1 contributor to job satisfaction? “more opportunities to do
what I do best,” “career development opportunities and training”
(tie)
› Hiring from within means lower cost to new hires, better
performance, higher engagement, and reduced turnover
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39. LAY THE GROUNDWORK
› You can’t hire from within effectively unless you have:
– Strong succession plans at all levels in the org
– Clear visibility into open roles
– Manager *and* peer-driven process
– Culture of development that rewards talent mobility and
encourages on-going skill and capability growth
– Clear linkages between strategic direction, required
capabilities, and development options
› Get social fast – user-generated content and p2p models send
a clear message about employee empowerment
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40. Strategic Implications for You
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41. YOUR STRATEGIC ROLE
› Senior leaders are thinking about talent; it’s a key concern
› Agility is also top of mind due to recent and current world events
– Demographic shifts will increase this focus in coming years
– Competitive global pressures will increase this focus
– Educational shortfalls will increase this focus
› Get ahead of this need by focusing of capabilities-driven
learning programs
– Understand strategic direction for the future
– Map the gaps
– Develop a plan
– Earn your seat
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42. QUESTIONS