WEBINAR: Disrupting the Career Ladder with Fuel50 & IBM
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This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers: 1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing. 2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth. 3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.
WEBINAR: Disrupting the Career Ladder with Fuel50 & IBM
- 1. Disrupting the Career Ladder with Fuel50 & IBM ENGAGING AND ENABLING EMPLOYEES TO ENGINEER THEIR OWN WORKPLACE DESTINY PRESENTED BY ibm.comfuel50.com
- 2. ‹#› Anne Fulton CEO & Co-Founder Fuel50 Introducing the speakers Andrea Peck Sr. Consultant (IBM Watson Talent & Kenexa) IBM Talent Frameworks Rachel Brown Webinar Host IBM Talent Frameworks
- 3. ‹#› 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. IBMKenexa TalentFrameworksisalivinglibrary of 3000industry-specificjobsand2000 competency andskillbenchmarks.Skill-relevant interviewquestions, coachingtipsandlearning resourceshelp driveconsistencyinskillsdataand languageacrossonce-disparateHR functionsfor improved hiring,engagement, employee development andworkforceanalytics. About the sponsors
- 4. ‹#› What we’ll cover today • What we’ve learnt about the disrupted career experience today IBM Kenexa & Fuel50 Engagement Research insights • Why doesn’t 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
- 5. ‹#› Employee experience in 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
- 6. ‹#› Employee experience in the workplace “Seeing the world through the eyes of our employees.” – General Electric General Electric hired a Head of Employee Experience
- 7. ‹#› Employee experience in 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.” – Aatari Chaos New Normal
- 8. ‹#› Why the ladder is not delivering today? DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
- 9. ‹#› Future of HR What we’re hearing • Consumerization • Digital • Personalization • Employee Centric • Agile • Systems of engagement
- 10. The Uberization of the workforce is coming. 84% of organizations face workforce disruption in the next 5 years. - Josh Bersin 10
- 11. The atomization of 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...
- 12. n=8,500 Source:CEB2015CareersEmployeeSurvey The 2020 coaching challenge: A changed career landscape Positionseniority Tenure 12
- 13. ‹#› 81%of employees feel their skills aren’t being full utilized at work CareerAgility&EngagementResearch,Fuel50(2015)
- 14. ‹#› 86%of employees quit their jobs due to a lack of career development RandstadEmployeeSurvey(2014)
- 15. ‹#› Other perceived priorities Hiring is perceived as a bigger issue than the nice-to-have career experience. But, that’s ignoring the 95% of your incumbent workforce over the 5% of your turnover. 95%
- 16. ‹#› What do these trends mean for your organization? • Agile workforce • Employee experience • Employee self-managed career / performance • Personalized learning • Marketable and portable skills • More frequent feedback
- 17. ‹#› • Top-down process automation • Focus backwards • Promotes vertical thinking • Conversations annual (or quarterly at best) • Evaluative 17 Old world vs next-generation TRADITIONAL TALENT MANAGEMENT PERFORMANCE ENABLEMENT • Employee-driven growth and development • Focus forward (future growth) • Promotes lateral-growth thinking • Continuous career growth conversations • Empowering vs
- 19. ‹#› 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 opportunities Improve proficiency of skills through growth and development based on SMART goals and learning materials specific to job roles. Recognize outstanding employees Appropriately distribute recognition and rewards by defining specifically what top performers look like in each job. Feel valued / I feel as if I belong here Provide 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 for performance management. Talent frameworks allow you to: Client value Improved employee engagement
- 20. ‹#› IBM client research on employee engagement 9.3% higher sales per labor hour than stores in the bottom half We’re talking millions of dollars more in sales each year for top performing stores STORES IN THE TOP HALF OF ENGAGEMENT HAD
- 21. ‹#› IBM client research on employee engagement 71% lower voluntary turnover HIGHLY ENGAGED BRANCHES HAD… Met or exceeded their quarterly financial targets 40% more frequently 5.3% higher customer loyalty …THAN BRANCHES WITH LOWER ENGAGEMENT LEVELS.
- 22. ‹#› IBM client research on employee engagement 0.73 more accidents per 100 workers each year compared to the top quartile ORGANIZATIONS IN THE BOT TOM QUARTILE HAD…
- 23. ‹#› • 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 CHROs ARE CONCERNED… CEOs PROMOTING TALENT DIVERSITY AND INCLUSIVENESS… • 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 IBM Redefining Talent IBM Institute for Business Value 2017 CEO Study by PWC
- 24. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data 70% of organizations have a weak pipeline Cost per day when operating without a key player: $7k PLANNING FOR TALENT
- 25. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data $300k to $500k cost of a poor per hire ACQUIRING TALENT
- 26. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data 30% rate of efficiency at which most businesses operate because of poor engagement ENGAGING TALENT
- 27. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data 6 months Average time required for a new manager to become productive Consider the number of employees that the average manager is multiplied by the number of people who work for them. DEVELOPING TALENT
- 28. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data 20% Percentage of a company’s employees who are well-suited for their roles DEPLOYING / ASSIGNING TALENT
- 29. ‹#› Focusing hiring ROI on the outcomes A summary of HCI data 2 to 4 times the value The value of a top performer versus the average employee EVALUATING TALENT
- 30. ‹#› Why rethinking career development is important now Career development, personal growth, and job progression have proven to engage employees. #1
- 31. ‹#› Many organizations are re- thinking career management to allow for more flexible employee career journeys. #2 Why rethinking career development is important now
- 32. ‹#› 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
- 33. ‹#› Ask yourself these questions 1. What are the skills that can’t 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?
- 34. ‹#› Agile career development State of the art solutions that deliver agility • Turbo-charge career paths • Rapid implementation across organizations • Managerial tools • Drive personalization • Identification of critical skills • Standard language • Best-in-class career experience
- 35. ‹#› 4 best practices for state of the art career solution DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
- 36. Our top four best-in-class career enablement practices 1. Build a state of the art career framework – and keep it agile 2. Educate: Build a career growth mindset 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
- 37. ‹#› #1 Enable employees to 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
- 40. ‹#› The traditional 9-box is not delivering agility Talent risk Low performer Low potential Solid professional Moderate performer Low potential High professional High performer Low potential Inconsistent player Low performer Moderate potential Key player Moderate performer Moderate potential Current star High performer Moderate potential Rough-diamond Low performer High potential Future star Moderate performer High potential Consistent star High performer High potential Potential Performance
- 41. ‹#› Talents-based development Fuel50 Performance vs Passion talent matrix Talents to avoid using Potential talent Investment talent Grow this Marketable talent Emerging talent Motivated talent Marketable talent Talent to leverage Talent sweet spot Performance“Iamgoodatthis” Passion “I love to do this”
- 42. Individualized propositions for the purpose of business velocity. Marianne Jackson, CHRO of eBay 44
- 43. ‹#› #2 Educate employees about 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
- 44. Skills are transferrable — read the landscape & the seasons. 46
- 45. Every role has a growth curve. 47
- 46. Sometimes you have to go lateral. 48
- 47. ‹#› How we partner to deliver a state of the art career experience… DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA
- 48. Job sculpting — micro tweaks for macro impact on engagement. 50
- 49. ‹#› IBM Kenexa & Fuel50 partnership State 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.
- 50. ‹#› Industry Framework Job Family Job Profile Skills & Competencies Interview Questions Coaching Tips Learning From this to interactive, gamified pathing for your employees
- 52. Visit go.fuel50.com/ready Disrupting the Career Ladder with Fuel50 & IBM ENGAGING AND ENABLING EMPLOYEES TO ENGINEER THEIR OWN WORKPLACE DESTINY PRESENTED BY ibm.comfuel50.com