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Accenture - Ashoka Talent ConsortiumOpportunity Overview, June 15, 2013
Consortium Design and PurposeAshoka and Accenture areseeking visionary...• Employers• Technology enablers• Social entrepreneursWho will...• Reach millions• Share new ideas• Build valuable skillsAll to create a better workforceShare employer best practices to:• Attract, screen, train and retain talent• Employ a diverse and international teamFind innovations to:• Bridge skills gap• Reach thousands intarget populations• Change systemsaffecting millions ofworkersProvide Consortiummembers with:• Market knowledge• Job-ready talent• Millennial workerinsights1 23=The proposed “Consortium” encompasses a group of corporations, social innovators,and enabling partners that will work together to create a better workforce.
Value to Member EmployersThrough Consortium involvement, member employers will be able to:Help steward and scale innovative and promisingprograms to up-skill young workersProvide a) direct input on skill gaps to be targeted andb) support to social innovators to address talent gap challengesGet favorable access to new and screened pipeline of talent,including those from underserved communitiesLearn how best to vet, hire, develop,deploy and retain 21stcentury talentLeverage the visibility, wide-ranging influence and“network effects” of a prominent and like-minded group12354
Member CompositionWe are looking for employers willing to partner withAshoka and Accenture and are:Willing to contribute knowledge and capital tobuild and drive the Talent ConsortiumEager to collaborate with other leading employers to create nationwidesystemic improvements in developing 21st century workforce skillsOpen and willing to leverage the talent that emerges fromselected innovations to meet identified talent needs
Consortium TimelineWe will build the Consortium and then build the talent pipeline over the nextthree years, with an aim to up-skill 50,000 workers by the end of year 3.Consortium in place-- LOIs signed-- First innovationsvetted• Innovations selectedfor scale up• Talent marketplacebuilt for Consortium• Consulting toinnovators• National scale up ofinnovations• Pipeline of diversetalent filled• Sharing of bestpractices amongemployers on 21stCentury talent• Consortium influenceon workplacedevelopment systemsnationallySummer 2013 Years 2-3Year 1
ContactAbout Us:Accenture is a global leader in addressing human capital managementneeds of clients across all sectors and industries in the economy, and indeveloping and deploying top talent.Ashoka pioneered the fields of social entrepreneurship and socialinvesting. Ashoka has a 30-year history of finding the highest potentialsocial innovations poised to create change at the global scale in multipledomains, including up-skilling the workforce.@Accenture:• Chris Hodges (Managing Director, Corporate Practice)• James Ray (Analyst)• Bryan Moore (Senior Manager, Accenture Federal Services) – email@example.com@ Ashoka:• Gretchen Zucker (Executive Director, Ashoka’s Youth Venture®)• Michael Zakaras (US Social Innovator Selection)• Stephanie Potter (University & Corporate Partnerships Director) – firstname.lastname@example.org
Appendix A: Consortium OverviewIn Concept: Skills to Succeed Employer ConsortiumLeadershipTeamEnablingPartnersCash + Staff for:• Employer recruiting• Capacity-building• FramingSocial Innovation• Employer recruiting• Framing• Innovator selection• Capacity-buildingEnabling Capabilities:• Education Platforms (e.g. Accenture Cont.Education, MyPath)• Training Programs• Certifications• Internship ProgramsUniversity:• Employer recruiting• Publicizing• FramingJob Placement:• Employer recruiting• Framing from emp. andworker perspective(surveys)Media:• Visibility of project• Spreading innovations• Employer recruiting$3M+EmployersSelf-SustainingSocial InnovatorsUse of Funds:• Social Innov. Fund• Ashoka fund mgmt.& capacity-buildingsupportEmployers invest in Consortiumto strategically up-skillworkersSupportedby Consortium,Ashoka identifies5-9 social innovatorsConsortium contracts withinnovators (fee-for-service),and can reinvest in poolfor new deal flowSocial innovatorsleverage enablingcapabilities fromConsortium• Capacity-building consulting• Investment to position for scalingCash + Staff forImplementationOutcomes• 50,000 reskilled or up-skilled to get a suitable job orbuild a business• Thousands more impacted through systems-level change
Appendix B: Consortium ContextChanging the Talent LandscapeTalent Needs:• Marketplace shifts are yielding a re-prioritization of skills needed (seegraphic at left)Talent Shortage & Mismatch:• 8.1% national unemployment rate(Bureau of Labor)• 50% employers unable to fill openpositions (Manpower)• 3.4 million available jobs remainunfilled• Job dissatisfaction among new hiressteadily increasingChangemaker Talent:• Companies will need changemakers– problem solvers who have theinnovation, initiative, leadership,team and tech skills to make positivechange – in an era defined by change• In order to attract and retainchangemaker talent, employerswill need to provide an enablingenvironment for changemakersthat fulfills their purposeDigital skillsDigital businessskillsAbility to workvirtuallyUnderstandingof corporate ITsoftware andsystemsDigital DesignSkillsAbility to usesocial mediaand “Web 2.0”50.6% 44.9% 40.1% 35.2% 29.3%Agile thinking skillsAbility toconsiderand preparefor multiplescenariosInnovationDealing withcomplexity andambiguityManagingparadoxes,balancingopposing viewsAbility tosee the “bigpicture”54.8% 46.0% 42.9% 40.9% 15.3%Interpersonal and communication skillsCo-creativityandbrainstormingRelationshipbuilding (withcustomers)Teaming(includingvirtual teaming)CollaborationOral andwrittencommunication48.3% 47.4% 44.9% 30.4% 29.0%Global operating skillsAbility tomanage diverseemployeesUnderstandingof internationalmarketsAbility to workin multipleoverseaslocationsForeignlanguage skillsCulturalsensitivity49.1% 45.7% 37.5% 36.1% 51.5%Source: Oxford Economics
Appendix C: Example InnovationsAshoka’s Social EntrepreneursRafael Alvarez, Genesys WorksGenesys Works facilitates first-time professional experiences for disadvantaged youthduring their high school years in order to both facilitate the development of the skillsand self-confidence they will need to thrive in the economic mainstream. Studentsspecialize in IT, engineering and accounting. 700 annual participants and growing.Gerald Chertavian, Year UPYear UP provides year-long professional development programs to young adultscomprising six months of experiential and job-skills training and six month paidapprenticeships within major companies in order to fill employment gaps and re-engage disconnected youth in the workforce. 2,500 annual participants and growing.Jane Leu, Upwardly GlobalUpwardly Global aims to increase employment opportunities for skilledimmigrants while building the demand for foreign-born professionals,breaking down stereotypes, and encouraging employers to adopt non-discriminatory, diverse hiring practices. 600 annual job placements.Dana Mortenson, World SavvyWorld Savvy works to mainstream global competencies in K-12 schools bycost-effectively integrating such themes into core subjects, thus ensuringthat students are able to relate to the outside world in meaningful waysfrom an early age. 250,000 reached to date through programs/ curriculum.David Castro, Institute for Leadership Education, Advancement & Development (I-LEAD)I-LEAD brings post-secondary educational degree programs to untappedlearners in impoverished neighborhoods in order to develop leadersequipped with the knowledge and skills necessary to thrive in a varietyof careers. Annual enrollment of 500 and growing.