webinar: disrupting the career ladder with fuel50 & ibm

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

#


Seeing the worldthrough the eyes of our employees.

General ElectricGeneral Electric hired a Head of Employee Experience

#


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

#


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 .

#


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

#


$300k to $500kcost of a poor per hire

ACQ U I R I N G TA L E N T

#


30% rate of efficiencyat which most businesses operate

because of poor engagement

E N G AG I N G TA L E N T

#


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

#


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

#


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


#

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


#

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


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


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

Slide Number 1Slide Number 2Slide Number 3Slide Number 4Slide Number 5Slide Number 6Slide Number 7Slide Number 8Slide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13Slide Number 14Slide Number 15Slide Number 16Slide Number 17Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26Slide Number 27Slide Number 28Slide Number 29Slide Number 30Slide Number 31Slide Number 32Slide Number 33Slide Number 34Slide Number 36Slide Number 37Slide Number 38Slide Number 39Slide Number 40Slide Number 41Slide Number 42Slide Number 43Slide Number 44Slide Number 45Slide Number 46Slide Number 47Slide Number 48Slide Number 49Slide Number 50Slide Number 51Slide Number 52Slide Number 53Slide Number 54

webinar: disrupting the career ladder with fuel50 & ibm

Recruiting & HR