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Disrupting the Career Ladderwith Fuel50 & IBMENGAGING AND ENABLING EMPLOYEESTO ENGINEER THEIR OWN WORKPLACE DESTINY
P R E S E N T E D B Y
ibm.comfuel50.com
#
Anne FultonCEO & Co-Founder
Fuel50
Introducing the speakers
Andrea PeckSr. Consultant
(IBM Watson Talent & Kenexa)IBM Talent Frameworks
Rachel BrownWebinar Host
IBM Talent Frameworks
#
ibm.com/KenexaTFfuel50.com
Fuel50 is award-winning, career pathing software that offers a powerful
toolkit for employee coaching while enabling employees to own and grow their careers. Fuel50 is the fastest way
to drive engagement and improve leader conversations.
IBM Kenexa Talent Frameworks is a living library of 3000 industry-specific jobs and 2000
competency and skill benchmarks. Skill-relevant interview questions, coaching tips and learning
resources help drive consistency in skills data and language across once-disparate HR functions for
improved hiring, engagement, employee development and workforce analytics.
About the sponsors
#
What well cover today
What weve learnt about the disrupted career experience today IBM Kenexa & Fuel50 Engagement Research insights
Why doesnt the ladder work today?
Why do we need to re-think the career experience today?
How-to: 4 best practices for a turbo-charged career experience
#
Employee experiencein the workplace
Now we are entering the cognitive era. It is a time when work can be a more rewarding experience for employees.
IBM Smarter Workforce Institute
#
Employee experiencein the workplace
Seeing the worldthrough the eyes of our employees.
General ElectricGeneral Electric hired a Head of Employee Experience
#
Employee experiencein the workplace
Disruption is here. You are either the disruptor or the disrupted. I would argue that engagement and career opportunities are more important during these times of turmoil.
AatariChaos New Normal
#
Why the ladder is not delivering today?
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
#
Future of HRWhat were hearing
Consumerization
Digital
Personalization
Employee Centric
Agile
Systems of engagement
The Uberizationof the workforceis coming.
84% of organizations face workforce disruption in the next 5 years.
- Josh Bersin10
The atomizationof work.
Work is being deconstructed into its smallest pieces. We need to micro-bite the career pathing experience too think gigs, stretch assignments, projects, experiences...
n = 8,500Source: CEB 2015 Careers Em
ployee Survey
The 2020 coaching challenge:A changed career landscape
Posit
ion
seni
ority
Tenure12
#
81%of employees
feel their skills arent beingfull utilized at work
Career Agility & Engagement Research, Fuel50 (2015)
#
86%of employees
quit their jobs due to a lackof career development
Randstad Employee Survey (2014)
#
Other perceived priorities
Hiring is perceived as a bigger issue than the nice-to-have career experience.
But, thats ignoring the 95% of your incumbent workforce over the 5% of your turnover.
95%
#
What do these trends meanfor your organization?
Agile workforce
Employee experience
Employee self-managed career / performance
Personalized learning
Marketable and portable skills
More frequent feedback
#
Top-down process automation
Focus backwards
Promotes vertical thinking
Conversations annual (or quarterly at best)
Evaluative
17
Old world vs next-generation
T R A D I T I O N A L TA L E N T M A N AG E M E N T P E R F O R M A N C E E N A B L E M E N T
Employee-driven growth and development
Focus forward (future growth)
Promotes lateral-growth thinking
Continuous career growth conversations
Empowering
vs
#
Client valueImproved employee engagement
#
Macro-drivers of engagement
20
Promising career opportunities Create and publish career path matrices built from a skills framework.
Trust in leadership Increase trust in leadership by communicating clear expectations of job-specific skills and responsibilities.
Provide learning opportunitiesImprove proficiency of skills through growth and development based on SMART goals and learning materials specific to job roles.
Recognize outstanding employeesAppropriately distribute recognition and rewardsby defining specifically what top performerslook like in each job.
Feel valued / I feel as if I belong hereProvide better sense of involvement and belonging and accomplishment by clearly defining job responsibilities and outstanding performance.
Open and honest, two-way communication Use Coaching Tips to provide clear, consistent information forperformance management.
Talent frameworks allow you to:
Client value Improved employee engagement
#
IBM client researchon employee engagement
9.3% higher salesper labor hour than stores in the bottom half
Were talking millions of dollars more in saleseach year for top performing stores
S T O R E S I N T H E T O P H A L F O F E N G AG E M E N T H A D
#
IBM client researchon employee engagement
71% lower voluntary turnoverH I G H LY E N G AG E D B R A N C H E S H A D
Met or exceeded their quarterly financial targets
40% more frequently5.3% higher customer loyalty
T H A N B R A N C H E S W I T H LOW E R E N G AG E M E N T L E V E L S .
#
IBM client researchon employee engagement
0.73 more accidentsper 100 workers each year compared to the top quartile
O R G A N I Z AT I O N S I N T H E B OT T O M Q UA R T I L E H A D
#
Leadership understands the impact of change technologies on the workplace (63%)
Leadership balances results with ability to lead through change (62%)
Manage a more complex workforce (46%)
24
Managing a more complex workforce
C H R O s A R E CO N C E R N E D C E O s P R O M OT I N G TA L E N T D I V E R S I T YA N D I N C LU S I V E N E S S
Promote talent diversity (88%)
Changed people strategy to reflect skills needed in the future (78%)
Move talent where we need it (77%)
2016 CHRO Study by IBMRedefining Talent IBM Institute for Business Value
2017 CEO Study by PWC
#
Focusing hiring ROI on the outcomesA summary of HCI data
70% of organizationshave a weak pipeline
Cost per day when operatingwithout a key player: $7k
P L A N N I N G F O R TA L E N T
#
Focusing hiring ROI on the outcomesA summary of HCI data
$300k to $500kcost of a poor per hire
ACQ U I R I N G TA L E N T
#
Focusing hiring ROI on the outcomesA summary of HCI data
30% rate of efficiencyat which most businesses operate
because of poor engagement
E N G AG I N G TA L E N T
#
Focusing hiring ROI on the outcomesA summary of HCI data
6 monthsAverage time required for a new manager
to become productiveConsider the number of employees that the average manager is
multiplied by the number of people who work for them.
D E V E LO P I N G TA L E N T
#
Focusing hiring ROI on the outcomesA summary of HCI data
20%Percentage of a companys employees
who are well-suited for their roles
D E P LOY I N G / A S S I G N I N G TA L E N T
#
Focusing hiring ROI on the outcomesA summary of HCI data
2 to 4 times the valueThe value of a top performer versus
the average employee
E VA LUAT I N G TA L E N T
#
Why rethinking career development is important now
Career development, personal growth, and job progression have proven to engage employees.
#1
#
Many organizations are re-thinking career management to allow for more flexible employee career journeys.
#2
Why rethinking career development is important now
#
They are offering other ways to retain and engage employees, including dual career ladders, job redesign, job rotations, lateral career paths, upward and dialled-down career paths, encore career paths, consulting and contingent work opportunities.
#3
Why rethinking career development is important now
#
Ask yourself these questions1. What are the skills that cant be
automated?
2. What skills drive disruption?
3. What skills do employees need in order to adapt?(i.e. tolerance for stress, ambiguity, overcoming resistance, etc)
4. Do you know your individual and organizational skills gaps?
5. Do you know if learning and development is addressing and closing those gaps?
6. Do your employees know what good looks like to perform to, or exceed?
7. Who are your experts, and objectively, what are they experts in?
8. What skills does your business need to evolve and succeed?
#
Agile career developmentState of the art solutionsthat deliver agility
Turbo-chargecareer paths
Rapid implementationacross organizations
Managerial tools
Drive personalization
Identification ofcritical skills
Standard language
Best-in-classcareer experience
#
4 best practices for state of the art career solution
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
Our top four best-in-classcareer enablement practices
1. Build a state of the art career framework and keep it agile
2. Educate: Build a career growthmindset for the entire business
3. Enable self-directed growth
4. Empower managers to become coaches and career champions that craft an engaging work experience
38
#
#1 Enable employeesto perform in current role
Craft individualized career and retention propositions for employees
Find the talent sweet spot for your employees and create opportunities for them to do more of this
Individualsneed individualizedcareer propositions.
40
Passions Talents
Values
Personalized career value propositions.
41
#
The traditional 9-boxis not delivering agility
Talent riskLow performerLow potential
Solid professionalModerate performer
Low potential
High professionalHigh performerLow potential
Inconsistent playerLow performer
Moderate potential
Key playerModerate performerModerate potential
Current starHigh performer
Moderate potential
Rough-diamondLow performerHigh potential
Future starModerate performer
High potential
Consistent starHigh performerHigh potential
Pote
ntia
l
Performance
#
Talents-based developmentFuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent Investment talentGrow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Perf
orm
ance
I
am g
ood
at th
is
Passion I love to do this
Individualized propositions for the purpose ofbusiness velocity.Marianne Jackson, CHRO of eBay
44
#
#2 Educate employeesabout the importance of career agility
Educate employees on they what, why and how of career agility for a 2020 world
Enable leaders to become true talent advocates for their employees
Skills aretransferrable read thelandscape & the seasons.
46
Every role has a growth curve.
47
Sometimesyou have togo lateral.
48
#
How we partner to deliver a state of the art career experience
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
Job sculpting micro tweaksfor macro impacton engagement.
50
#
IBM Kenexa & Fuel50 partnershipState of the art career pathing experience
IBM Kenexa offers a best-in-class career framework, that gives you the fastest start to building your career architecture.
Fuel50 offers an employee pathing experience that brings the career framework to life.
#
Industry Framework
Job Family
Job Profile
Skills & Competencies
Interview Questions
Coaching TipsLearning
From this to interactive, gamified pathing for your employees
Avalanchescome fromsnowflakes.
53
Visit go.fuel50.com/ready
Disrupting the Career Ladderwith Fuel50 & IBMENGAGING AND ENABLING EMPLOYEESTO ENGINEER THEIR OWN WORKPLACE DESTINY
P R E S E N T E D B Y
ibm.comfuel50.com
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