Upskilling your workforce for the future - Career + Learning Journeys - NOV 2018 / FUEL50 + EDCAST
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Career + Learning Journeys Upskilling your workforce for the future NOV 2018 / FUEL50 + EDCAST
Speakers
Jo Mills Becky Willis
Co-Founder VP Engagement
Fuel50 EdCast
Josh Bersin
Global Industry Analyst
joshbersin.com
Careers in the 21st Century
The Time Has Come
Josh Bersin
Global Industry Analyst
joshbersin.com
Unemployment rate nearing
record lows Mean “time to hire” for
new hires is 31 days, higher
than it was in 2001.
1970 – 1976 2007
6.2% jumping to 12.3% Inflation 4.1% Inflation
Expected to
End of Dot Com drop to 3.9%
Vietnam Black Financial
Korean Dot
War Monday Crisis
War Bomb
http://dhihiringindicators.com/wp-content/uploads/2018/01/2018-01-DHI-Hiring-Indicators-Report-FINAL-2.pdf
https://www.thebalance.com/unemployment-rate-by-year-3305506
Talent is now the #1 CEO Issue TCB-1652 Conference Board C-Suite Challenge 2018, n=570
Robotics and AI.
77%
of CEOs
expect the role of AI, Robotics,
and Automation to “increase
significantly” over the next 2 years.
Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10,2015.
https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016
http://money.cnn.com/2016/06/23/technology/china-industrial-robots/index.html
The Economy Is Shifting to Services. Source: U.S. Bureau of Labor Statistics and LinkedIn 2017 Jobs Report
And organizations must
redesign themselves.
A NETWORK OF TEAMS
B
Shared values
A A and culture
Transparent goals and projects
B F C D Free flow of information
and feedback
People rewarded for
their skills and abilities,
C D E G not position
E
How things were How things “are” How things work
Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends
And we are living longer,
stretching the talent cycle.
“Since 1840 there
has been an Today’s Millennials
increase in life have a 50% chance
expectancy of of living to 100+
three months for
every year.”
Source: Gratton, Lynda; Scott, Andrew.
The 100-Year Life
Will generational
bias be the hot
button of 2018?
Increase in Life Expectancy Over Time
Source: http://www.mortality.org/
New skills…and jobs that are
more “Hybrid” than ever.
Most In-Demand Jobs 2018 Most In-Demand Skills
Machine Learning Engineer 9.8 1. Management
2. Sales
Data Scientist 6.5
3. Communication
Sales Representative 5.7 4. Marketing
5. Start-ups
Customer Success Manager 5.6
6. Python
Full Stack Engineer 5.5 7. Software development
8. Analytics
Big Data Developer 5.5
9. Cloud computing
Brand Partner 4.5 10. Retail
Peronsal Loan Consultant 4.4
Head of Partnerships 3.6
Most In-Demand Capabilities
Licensed Realtor 3.4
1. Adaptability
Guest Experience Manager 3.1
2. Culture fit
Soft Skills
Marketing Content Manager 3 3. Collaboration
4. Leadership
Reliability Engineer 2.9 Tech
5. Growth potential
Head of Customer Experience 2.8 6. Prioritization
0 1 2 3 4 5 6 7 8 9 10
https://economicgraph.linkedin.com/research/LinkedIns-2017-US-Emerging-Jobs-ReportDemanding a completely
new career model.
58% of companies are redesigning
or planning to redesign their While 33% of companies promote
career model vertical career moves, 67% now
Deloitte HC Trends 2017 promote horizontal or project based
career progression
Deloitte HC Trends 2017
83% of companies expect to have
an “open” or “highly flexible” career
model within the next 3-5 years
Deloitte HC Trends 2017
31% of companies expect careers
to be 3-5 years long; 60% expect
them to be 10 years or less Learning and career management
Deloitte HC Trends 2017
software is the #1 fastest growing
segment in HR technology
(Sierra-Cedar 2016– 2017 Survey
HR White Paper)“The Three Boxes of Life.”
BY DICK BOWLES
From To
EDUCATION
RETIREMENT
EDUCATION
WORK
WORK
LEISUREThe Key To Successful
Career Models.
Succession Career
management development
Organization Individual
needs needs/desires
Values
Strategic Desired
initiatives competencies Individual Annual goals
Desired (knowledge, Development Development
business behavior, Plan (IDP) needs
skills) Mobility
outcomes
Open positions & Strengths Career
opportunities aspirations
Mission
Vision
Strategic Development Performance
Workforce
competencies planning management
planningHow Careers Have Changed.
TRADITIONAL T O D AY
Career development means Career development means
upward progression growth through new experiences
New positions I seek out and find
are offered to me new opportunities
My manager helps me My manager, mentor, and others
plan my career help me find job opportunities
Development $ focuses Development $ is applied to
on senior leaders all roles and functions
My manager decides I decide
when I am ready for a new position when I’m ready to change roles
Taking a new assignment Moving to a new position is respected
can be risky and considered key to growthCAREER DEVELOPMENT IS KEY TO RETENTION
Millennials rate development the
#1 job benefit.
Millennials in the workforce
For Millennials, “Training and development” is the most coveted job benefit
Training and development 22%
Flexible working hours 19%
Cash bonuses 14%
Free private healthcare 8%
Retirement funding 6%
Greater vacation allowance 6%
0% 5% 10% 15% 20% 25%
Percent indicating job benefit in first place
Source: Human Capital Trends 2017, Deloitte Consulting, LLPBut It’s More Complex
Than You Think.
Job Seeking Career Advice Management Culture
Job assessments online All jobs defined “Career Advisor” or Managers rewarded Managers measured by
All external positions Professional career
for self-assessment and around similar “sponsor” separate for coaching and engagement and
are posted internally counselors in HR
development competency model from manager development progression of team
Career explorer tools Internal candidates Active mentoring Managers rewarded for
Open job descriptions, Career Resource Clear and agile
are available for all given fair or preference program with internal “talent production” not only
levels, and job demands Center available goal setting
employees to external and external mentors “talent consumption”
L&D and Talent Mgt. Job Transition Culture and Reward Systems
Wide variety of online Multi-year management Network building
“HIPO” programs are not Cross functional Making mistakes is Inclusive culture
learning for technical, or career development rewarded for
sacrosanct as the only projects are valued valued as learning and enables anyone to
professional, and programs exist and are progression and
way to get ahead as development discussed openly take any job
managerial growth honored leadership
Onboarding and
Social and video Tolerance of staff who are Tolerance of failure
Apprenticeship model performance support Meritocracy as culture
sharing tools are used “incompetent” and without blaming the
adopted internally valued part of manager of reward and growth
for learning new at job people
and L&D role
Mentoring is valued,
Learning funded and Design thinking about Promotions and Salary Rewards for New Return guaranteed Storytelling celebrating
institutionalized, rewarded,
valued by top lifecycle of employee in a Increases for Non- Assignments and stretch for risky career paths of varied
and mentor development
management role for first 2 years Management Jobs assignments assignments types
programs exist
Professional Ladder Development includes PM process focuses on “Job rotation” programs Specialist roles are Line / Staff / Line / Staff
separate from industry, company, and development and into and out of valued, rewarded, transitions are valued
Management Ladder functional training coaching functions are valued celebrated and managed carefullyCorporate Learning Must
Reinvent Itself.
The Learning Curve is
the Earning Curve
Over 300 years of economic history, the principal
and most enduring mechanism for distribution of
wealth and reduction in inequality is the diffusion
of skills and knowledge.
SKILLS ANXIETY:
New LinkedIn Research Shows that the #1 desire of employees today is to
know “what are the fastest growing skills in my current job” (74%)We Are In The Middle Of A Shift.
W EWe
ARare
E Hhere
ERE
Learning
E-Learning Talent Continuous Digital In Flow of
& Blended Management Learning Learning Work
Micro-Learning
Formats Course Catalog Learning Path Video, Self-Authored
Real-time Video
Online University Career Track Mobile, YouTube
Courses Everywhere
Learning In The Flow
Instructional Design Blended Learning 70-20-10 Design Thinking
Philosophy
Kirkpatrick Social Learning Taxonomies Learning Experience
of Work
Self-Study Career Focused Learning On Demand Everyone, All the
Users Online Learning Lots of Topics Embedded Learning Time, Everywhere
LMS as LMS as Talent LMS as Experience LMS invisible
Systems E-Learning Platform Platform Platform Data Driven, Mobile
1998-2002 2005 2010 2018 2020
Source: Bersin by Deloitte, Deloitte Consulting LLPMicro-Learning Is Born.
MICRO-LEARNING MACRO-LEARNING
I need help now. I want to learn something new.
• 2 minutes or less
• Several hours or days
• Topic or problem based
• Definitions, concepts, principles, and practice
• Search by asking a question
• Exercises graded by others
• Video or text
• People to talk with, learn from
• Indexed and searchable
• Coaching and support needed
• Content rated for quality and utility
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programsNew research demonstrates
this cycle.
Expert
Un-Structured
Capable Content
(Micro Learning)
(42%)
Structured
Literate
Content
(Macro Learning)
(58%)
Novice
O’Reilly study of over 200,000 learning interactions for engineering and software skills found that
58% are “structured” or linear, and 42% are “ad-hoc” or content focused.A proliferation of learning tools
are now needed.
Evidence of Change
38% of LMS users
want to “improve the
user experience”
28% of companies
are buying a new
core learning
platform
14% are planning on
replacing their LMS
Source: Toward Maturity, 2017 and Learning
Technology Survey, Don Taylor, 2017
Source: Sierra-Cedar HR Systems Study, 2017More Learning Is Good!
Hours Per Week Learning The Heavy Learners vs. Light Learners Are
Heavy >5 hours 21% more likely to feel confident in their work
7% 23% more likely to take on additional responsibilities at work
more likely to know where they want to go in their
74% career
48% more likely to have found purpose on their work
39% more likely to feel productive and successful
21% more likely to be happy at work
Light11 The New York Times, Feb. 13, 2016
B U T IT’S NOT QU ITE ENOU G H
Four modalities of learning
are still needed
MICRO MACRO EXPERIENTIAL
LEARNING LEARNING “UNIVERSITY”
LEARNING LEARNING
Videos, blogs, articles, micro- MOOCs, courseware,
Coaching, developmental
learning programs, curated courses, simulations, Events, innovation sessions,
assignments, mentorship,
feeds, on-demand, assessments and may leadership programs
exposure
in the flow of work include VR and AR
Only 31% of companies offer
42% of companies believe they
continuous learning Only 38% of companies offer
effectively help people 83% of companies have a
opportunities, only 14% feel development activities outside
perform in future role, 29% in corporate university and 32%
effective in this area, yet 79% of formal training, continuous
future role, yet focus here is say its usage is increasing
of L&D professionals investing focus needed
high and growing
in this model
Source: Bersin by Deloitte High-Impact Learning Organization 2017, n=1200 / ATD “Microlearning: Delivering Bite-Sized Knowledge,” n=596The Critical Issue To Consider.
Talent Learning &
Acquisition Development
HIRE FROM TRAIN FROM
OUTSIDE? WITHIN?
Location
Developmental culture?
Talent Pipeline? Speed
Readiness of candidate?
Culture of team? Budget
Mobility culture?
Need for experience? Manager
Gig or part-time? Succession plan?We must not forget the
critical role of culture.
Great Corporate Excellent
Strong CLO Strong Talent Process
University L&D Skills
Excellent Training Great L&D Measures
Technology & Effectiveness
Have we created an organization
which truly has a culture to learn?
Does Leadership Do people share
Are experts rewarded Can we get time from
reinforce the need to information
and valued? experts and leaders?
Learn? openly?
Do people feel Do we take Do people Do we listen
empowered to the time to move around to customers
point out errors? reflect? and take risks? openly?Josh Bersin Jo Mills Becky Willis Global Industry Analyst Co-Founder VP Engagement Joshbersin.com Fuel50 EdCast • What do you see as the key imperatives for the employee career experience to future-proof your workforce? • How can learning journey’s be delivered to upskill your workforce for the future?
Let us show you. What does an employee career + learning journey look like today?
Any questions?
Thank you.
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