Better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14

#CLOwebinar
Speaker: Gordon Ritchie
Product Evangelist, Enterprise Talent Frameworks
IBM
Moderator: Frank Kalman
Senior Editor
Chief Learning Officer magazine
Better Learning Outcomes in 2014 — Focus
Learning on Jobs, Skills and Required Outcomes

#CLOwebinar
Tools You Can Use
Audio Control
– A dial in number will not be provided.
– Adjust the volume by sliding the indicator
in the Media Player box to the left.
– Also check your computer’s volume for
external speakers or headsets.

#CLOwebinar
Tools You Can Use
Question & Answer
– Type in your question in the “Q&A” box
to the left.
– These queries are visible by the
presenter ONLY.
– Type your question in the space at the
bottom.
– Click “Send.”

#CLOwebinar
TOOLS YOU CAN USE
Tweet
 Click on “Post” in the
Twitter widget.
#WFwebinar
@workforcenews

#CLOwebinar
Speaker Bios
TOOLS YOU CAN USE
Resources
Media Player
Q&A
Slides
Twitter
Help
Post Event
Survey
Share This

#CLOwebinar
FREQUENTLY ASKED QUESTIONS
1. May I receive a copy of the
slides?
YES! Click on the resource list
located on the top left portion of
your screen.
2. May I review the webinar
recording at a later date?
YES! You may log in again using
today’s link to review the
presentation on-demand.

#CLOwebinar
Frank Kalman
Senior Editor
Chief Learning Officer magazine

#CLOwebinar
Gordon Ritchie
Product Evangelist, Enterprise Talent Frameworks
IBM

© 2014 IBM Corporation
Better Learning Outcomes in 2014
Focus Learning On Jobs, Skills
and Required Outcomes
Gordon Ritchie,
Product Evangelist.
Smarter Workforce Talent Frameworks

IBM Smarter Workforce
Agenda
• The effect of learning on achieving business goals and results
• Case studies and research of successful organizations in delivering impactful learning
strategies
• 5 Key best practices to a Successful Learning Management program
• How a competency-based approach can accelerate learning impact and the ROI of your
learning investments targeting your colleagues’ jobs

The effect of learning on achieving
business goals and results

12
LEARNING MANAGEMENT: ARE YOU ABLE TO
• Define the skills your people have to run your business?
• Put the right people on the right project at the right time?
• Ensure that your people receive development based on what they need to do
their jobs, not just their ‘wish list’?
• Prove that you meet your regulatory compliance? External accreditation?
• Prevent wasting money on training or not getting the most out of your LMS?
• Define what skills you are at risk of losing? M&A, Workforce Planning, etc.
• Provide adequate visibility of career development opportunities?

What’s keeping the leaders of your organization awake?
CEOs Report Talent Gaps will directly impact Client Success:
• 66% anticipate losing business to competitors
• 64% fear a loss of revenue
• 53% anticipate delays in innovation
• 59% face lower customer satisfaction
• 87% say their employees feel more pressure/stress
- Accenture 2013 Skills and Employment Trends Survey
With a belief in training as the answer, to address
Talent Gaps at all levels organizations have
directly increased their L&D budgets by
11%.
- Bersin by Deloitte

“Talent Gaps” Present one of the Biggest Talent Opportunities
in your organization!
• 66% of CEOs report the absence of necessary
skills is their biggest talent challenge
- PwC’s 2013 global CEO Study
• More than 60% of companies cite “capability gaps”
as one of their top talent challenges
- Bersin by Deloitte 2013
• CEOs rate “human capital shortages” as the number
one item on their priority lists for 2014
- Conference board
• 39% of CEOs say they are “barely able” or “unable” to
meet the demand for talent
- Deloitte: Disrupting the CHRO
• “Skills are the new arms race…nearly 70% of global
organizations feel they lack the required skills to
compete...”
- Bersin: Building a Smarter Workforce, 2013
60+%
Absence of
Necessary Skills

Last thing planned, first thing cut!
“Yet many don’t know where this spend is focused” Bersin by Deloitte
– In other words, organizations are throwing L&D funds at their talent gaps without actually
knowing what gaps they have!
Workforce Science and experience suggests this is the WRONG approach –
throwing jelly at a wall does not stick.
Critical steps for success, Bersin by Deloitte:
• Build a “global supply chain” for
capabilities
• Identify capability gaps today and for
tomorrow
• Build a pipeline of “known gaps in the
future” to build a skills supply chain now
• Develop people to deepen their skills
where needed
BUT……. Organizations Lack the Tools to
Define and Identify Talent Gaps to address
Future Talent Needs
• Corporate Learning & Development Spending Topped $130 Billion

Case studies of successful organizations in
delivering impactful learning

Global Media Giant
Challenge
New IT service model – SOA
Large amount of institutional memory in contractor/outsource workforce
Low FTE engagement across the 350 staff
Local Operational need outside of overall HR strategy
Operational Risk
Solution
Deploy an existing Competency Library
Provide a Capability Assessment/Skills inventory separate of performance
Achieve gap focused learning for current role, and clear growth

Results
Higher FTE engagement
Captured operational institutional property and practices
Successful adoption of new service model and reduced contractor costs
Completed in parallel to existing HR/projects
ROI: being able to identify a critical skill and put that person on a project team
saved over $400k of capital expense based on institutional knowledge.
Lessons
Use a job based library accelerated scoping job roles
Competency library defused content authoring delays
Optimized learning catalogue investment with existing LMS/Content partners.
Global Media Giant

Global Insurance provider
Challenges:
Measure development needs of employees
How to engage and train 60000 staff?
How to define global job profiles
Integrating designed process into an IT infrastructure
How did they address them?
1. Create a global structure and job catalogue
2. Map competencies to jobs and then jobs to employees
3. Assess proficiency gaps to identify specific training plans
4. Develop analytics and automated reporting supporting business academies.

Global Insurance Provider
Results
Headcount reporting by country/function/segment ensured executive support
Focus training plans delivering Learning linked to jobs linked to business goals
Integration across HR processes: Compensation, recruiting, performance, etc.
279 key job roles address 99% of workforce (not titles, but roles)
95% complete assessments
189% increase in Learning consumed, in active learners
Lessons
Smart marketing: focus on development, and performance follows
Find an executive hook early
Use an existing competency catalogue
Don’t focus on job descriptions: let the competencies describe expectations
Clear, focused Project Management led approach.

5 Key best practices to a Successful
Learning Management program

22
WHAT ANALYSTS SAY…
“Competencies are the currency of Talent Management”, Josh Bersin, 2007
“…defines“competency management” as, “… The set of practices that identify and optimize the skills and
competencies required to deliver on the business strategy.” The Buyers Guide to Competency Management Technology
Solutions, 2013
“Skills are the new arms race; our newest research shows that nearly 70 percent of global organizations feel they lack
the required skills to compete..” Building a Smarter Workforce, 2013
“..the most critical, foundational component of the roadmap is the establishment of job responsibilities and
competencies… If those initial foundational elements are missing, then the rest of the organization’s structures are
prone to inconsistency.” Integrated Talent Management: A Roadmap for Success, 2012
“… companies realize they cannot solve their skills shortages externally. To achieve competitive advantage, they must
commit to developing the right skills internally” Corporate Learning Factbook, 2012
SHRM reported in their 2013 Employee Job Satisfaction survey
that being recognized in using your skills is now the #1
employee job satisfaction issue, above pay, benefits, etc.

What is meant by “talent”?
 Aptitude or Ability?
 Capability or performance?
 Skills or Behaviours?
 Competency or Values?
 Human Capital?
 Education/Schooling?
What is meant by “gap”?
 A gap is a measure of distance
between two points.
 To have a gap, you need to know
A) the start point
B) the end pointSkill Innovation
Definition
Develops new ideas and initiatives that improve
the organization's performance.
Level 2:
Working
Experience
Seeks new or non-traditional ideas to improve effectiveness in
own area of responsibility.
Participates in efforts to develop ideas generated by team
members.
Seeks applicable new ideas and approaches.
Surfaces ideas from other groups that have applicability to the
team.
Helps develop implementation plans for introducing innovations
to the group.
Level 3:
Extensive
Experience
Encourages exploration of non-traditional ideas
from team members.
Seeks new or non-traditional ideas to improve
effectiveness in team's area of responsibility.
Fosters a team culture that encourages
exploration of non-traditional ideas.
Guides team members in the development and
fulfillment of proposed innovations.
Develops change initiatives that target
improvement of significant organizational
capabilities.
Implements strategies for renewing or
deepening change efforts.

5 key steps to a successful learning program
1. Define what job specific skills it is that you need now to continue in
business
2. Assess your current workforce as to who has what skills today
3. Target Learning outcomes at the gaps you have and new behaviours that
need to be demonstrated
4. Proactively develop people to fill positions that would be externally
recruited for.
5. Review, iterate and realign to changes in business.

Where does it fit
Functional Job
Analysis
• Library
• Custom
• Professional
• 3rd party
Client outcomes
Research
• Consulting
• Assessment
• Survey
• Compensation
• Performance
• Core High
Performance
Behaviors
Application
• Performance
• Pre-hire/Post hire
• Development
• Engagement/Retention
• Succession (tactical)
• Succession (Executive)
• Compensation
• Workforce capability

FOCUS ON THE JOB AT HAND
 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
IBM / IBM Competency
Development
80% of the effortRecommended Approach
20% of the effort
Typical Competency 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

Job Mapping approach
1. Organization/Industry/Direction
2. Job Functional Group:
3. Job Role (not title or position): Its what we’re paid to do
Key accountabilities
Key Responsibilities
4. Critical Competencies
Proficiencies = behavioural expectations
Map behaviours to Instructional Design and learning content outcomes
Behaviours can define learning measures
Behaviours can define syllabi if content doesn’t exist.

Its Cheaper to grow, than buy.
• How much do you spend on recruitment?
• How does that compare to the learning budget? Understand the financial
risk and effort put into buying external experience.
• Does your hiring requisition process first come to L&D to mine the talent
pool for internal candidates that can be developed?
• Partner with your hiring managers to understand the business needs.

Organizational Talent Data
What’s your organizational capability?
Who needs what learning to be more effective?
How can you find your experts?
How can you make the most of the talent you have?

How a competency-based approach can
accelerate learning impact and the ROI of
your learning investments

But as soon as I say “competencies,”
you hear…
Core
Leadership
Functional
Technical
Behavioural
Traits
CARS
BARS
Proficiency levels
Assessment
• Time consuming
• Hard to do
• Hard to prove ROI
• No impact
• Tried it
• Tried it again,
• Done them
• Someone else did some too
• Too HR
• Not important or relevant
• Fewer = easier

COMPETENCIES ARE THE FOUNDATION
Using a Job Competency Framework
provides a Clear, Common and Consistent
language for Talent Management.
It connects processes and enables integration across
HRIS and Talent Management investments, already made.
Functional Job &
Competency
Framework
Career &
Succession
Planning
Learning
Needs
Analysis
Risk
Analysis
Recruitment
& Selection
Resource
Planning
Compensation
Performance
Management
“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

The IBM Talent Frameworks
• Functional area with in each
industry or expertise
• 6 Job Bands for employees,
management and executive
matrices
• Job descriptions
• Job profiles
• Job responsibilities
• Job focus
• Compensation Market Data
Business – 36
Individual – 28
Management – 22
Leadership – 20
Functional/Technical – 1700
4 Levels of Proficiency with 21
unique behavioral descriptors for
action oriented skill observation,
evaluation and communication.
Each competency has a suggested
level of proficiency used for each
role.
Competencies (2,000+) Application Accelerators
• Learning References (OJT, Web,
References, professional bodies,
etc)
• SMART Development Goals
• Coaching Tips
• Performance Feedback Writing
Assistants
• Interview Questions
Designed to engage and optimize
use In context. Extends the
application of the competency model
to support models such as the
70/20/10.
– Banking & Fin Services -- OEM High Tech Software
– Construction -- Insurance
– Consulting -- Manufacturing
– Education -- Media / Publishing
– Energy -- Retail
– OEM High Tech Hardware - CRM Outsource Mgmt
–Pharmaceutical - Real Estate
–Healthcare: Clinical/Admin
–General Corporate Functions (HR, Finance, Legal,
Sales)
–Information Technology (IT) Operations
Job Families (145+)
Jobs Profiles (2,500+)
Vertical Frameworks General Competency Frameworks

Where you can apply it
Where it helps 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.

35
SKILLS MANAGEMENT BEST PRACTICES
Model Building
• Ensure linkage between competencies and organization strategies
• Keep models simple at launch
• Add dimensional criteria and keep the momentum
• Start with a library or Competency Framework
Applications
• Focus on assessment and development first, then evaluation and pay applications
• Integrate of the competencies with all processes, even if tools aren’t
• Ensure consistency of applications rather than allowing too many variations
Change Management
• Clarify and communicate specific objectives of your applications up front
• Ensure top management and line management buy-in and ongoing support
• Be focused in implementation (i.e., one function, one pilot group first)
• Provide training and communication more consistently and carefully (building in training at
all stages of implementation)
• Develop and consistently apply a measurement system used to evaluate the effectiveness
of implementation over time

Conclusion

Whats keeping you up?
How can I attract and
hire more people just
like my top performers?
How do I foster
knowledge sharing
and collaboration to
drive more innovation?
How do I develop the next
generation of leaders for
a more global, flexible, and
diverse workforce?
How can I rapidly develop,
deploy and optimize
skills and capabilities
to match emerging
opportunities?
How do I know if I’m
recognizing and
rewarding my employees
optimally?
How can I predict what
different segments of my
employees need and what
actions to take to
optimize business
outcomes?
How do I find real-time,
hidden, game-changing
insights from data
available inside and
outside my organization?
How can I bring people
into the organization
so they’re productive
from Day 1?
How do I gain
continuous insight
into what my
employees think of
the organization?
How do I know salary
planning is aligned with
our business strategy?

#CLOwebinar
• Please take this time to
submit your Questions .
• Also please fill out the event
survey.

#CLOwebinar
Join our next Webinar!
eLearning's New Look: Virtual, Video and
More
Friday, March 28, 2014
Webinars start at 1 p.m. Eastern / 10 a.m. Pacific
Register for all upcoming Chief Learning Officer
Webinars at www.clomedia.com/webinars

Better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14

Semelhante a Better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14 (20)

Mais de Human Capital Media

Mais de Human Capital Media (20)

Better learning outcomes in 2014 focus learning on jobs, skills and required outcomes - 3-20-14