Closing the skill_gap 012715_h

CLOSING
THE SKILLS
GAP
A FRAMEWORK TO ENSURE YOUR
EMPLOYEES HAVE THE SKILLS NEEDED
FOR FUTURE SUCCESS
A WEBINAR BROUGHT TO YOU BY:

?
How would you assess
the skill level of
employees in your
organization who might
be considered for
promotion:

?
How would you rate your
organization’s current
strategy to address the
“skills gap”?

WHAT YOU YOU’LL TAKE-
AWAY
A different approach to sourcing and succession planning
to impact your approach to human capital management
How to use a S.W.O.T analysis for defining gaps in your
organization.
Three areas to focus on to make the most impact -
leadership skills, technical /professional skills and
computer skills.

SEEKING WORK OR
UNEMPLOYED
9.7
million
UNFULLFILLED JOB
OPENINGS
4.5
million
OF EMPLOYERS SAY
THEY ARE CONCERNED
ABOUT A SKILLS GAP…
ARE DOING
ANYTHING
ABOUT IT…
SOURCES:
College for America Study
CareerBuilder Survey
80%
40%

EMPLOYERS PREFER DEVELOPING EMPLOYEES
OVER HIRING NEW ONES
TEAM LEADERS
AND MIDDLE
MANAGEMENT
73%
27%
SENIOR MANAGERS
AND EXECUTIVES
33%
67%
SOURCE: 2014 Workforce Strategies Survey, College for America
SAY EMPLOYEES ARE
MISSING PROMOTABLE
SKILLS

At the level of an individual contributor,
agility is demonstrated by the ABILITY TO
QUICKLY SOLVE DAY-TO-DAY BUSINESS
PROBLEMS, TO IDENTIFY NEW
PROCESSES AND FRAMEWORKS FOR
SPEED OF DELIVERY, TO CROSS GLOBAL
AND FUNCTIONAL LINES without
faltering, and to ACCEPT, RESPOND, AND
INITIATE CHANGE…

…Employees who can IDENTIFY
OPPORTUNITIES, ADAPT, AND THRIVE IN
THE REALITY OF CHANGE have a
propensity to be high performers. Given
the RIGHT RESOURCES AND INVESTMENT
IN LEARNING, these traits are achievable
across the entire organization.
SOURCE: The Impact of Work Force Agility on
Business Performance, by John Ambrose

SOURCE
DIFFERENTLY
SUCCESSION
PLANNING
TRAINING &
DEVELOPMENT

SOURCE DIFFERENTLY
Potential
Ability to acquire skills
Learning agility

SUCCESSION PLANNING
Not just replacement
Future-orientation
Target all levels of leaders

TRAINING & DEVELOPMENT
Hire for potential
Hire for character
Develop job specific skills

What makes someone successful
in a particular role today might
not tomorrow if the competitive
environment shifts, the company’s
strategy changes, or he or she
must collaborate with or manage
a different group of colleagues.
SOURCE: Claudio Fernández-Araoz
The Big Idea: 21st-Century Talent Spotting
Harvard Business Review, June 2014

STRENGTHS
Will our strengths prepare
us for future success?
WEAKNESSES
What steps must we take to
improve or minimize risk?
OPPORTUNITIES
What are our greatest
opportunities for growth?
THREATS
Where are we vulnerable?

OPPORTUNITIES THREATS
Are our strengths aligned to
take advantage of
opportunities?
Do our weaknesses stand
in the way?
Where are we vulnerable?
Can we influence or control
biggest threats?
Market-driven or
competition?
Lack of talent or not the
right talent?
What are our greatest
opportunities for growth?

IDENTIFYING GAPS
Look for opportunities to develop skills they
will need for their next role.
HIGH -PERFORMERS NEW MANAGER
SUPERVISOR SUCCESS

MAP A PLAN
BUDGET
TRAINING
CONTENT AND
LEVEL
TRAINING
METHODS /
DELIVERY
TRAINING
PROVIDER
TIMING
MAKE A PLAN

LEVERAGE TECHNOLOGY
Remove the barriers and create integrated
learning experiences.
DEFINE
EXPECTATIONS
FORMAL
LEARNING
ON-DEMAND
RESOURCES
SOCIAL
NETWORKING

INDIVIDUAL DEVELOPMENT PLANS
Not a performance management tool, rather a
resource to support a learner’s focus and
direction as they journey through their own
development program.
AREA /
COMPETENCY
OBJECTIVES
RESOURCES /
STRATEGIES
TIMELINE
EVIDENCE OF
ACCOMPLISH-
MENT

FOCUS AREAS PLANS OR
CERTIFICATIONS
Transparency on career paths, expectations and
requirements.
INDUSTRY AND
MARKET
TRENDS
KEY
COMPETENCY
LEVELS
AREAS OF
SUBJECT
MATTER
EXPERTISE
THE RISE OF
SPECIALISTS

LEADERSHIP
SKILLS
TECHNICAL /
PROFESSIONAL
SKILLS
IT / COMPUTER
SKILLS
CRITICAL
AREAS
FUTURE ORIENTATION:
OPPORTUNITIES AND THREATS
CURRENT ORIENTATION:
STRENGTHS AND WEAKNESSES

LEADERSHIP SKILLS
POOR LEADERSHIP PRACTICES
COST COMPANIES MILLIONS OF DOLLARS EACH YEAR -
EQUAL TO
OF ANNUAL SALES…
POOR LEADERSHIP PRACTICES NEGATIVELY I MPACT:
• Employee Retention
• Customer Satisfaction
• Employee Productivity
7%
SOURCE: Making the Business Case for Leadership Development,
The Ken Blanchard Companies, 2011.

MAJOR MANAGERIAL
SKILLS GAPS
SOURCE: Bersin by Deloitte , Current Capabilities by Role,
December 2011
4. Managing Change
5. Communications
6. Business Acumen
1. Coaching
2. Performance Appraisal
3. Developing Others

LEADERSHIP SKILLS
FOCUS FOR DEVELOPMENT
COMMUNICATION SKILLS LEARNING AGILITY
PEOPLE DEVELOPMENT PRESENTATION SKILLS
EMOTIONAL INTELLIGENCE DIGITAL LITERACY
COLLABORATION

TECHNICAL OR PROFESSIONAL
SKILLS
SOURCE: U.S. Bureau of Labor Statistics
ONLY OF U.S. COLLEGE GRADUATES
MAJOR IN SCIENCE, TECHNOLOGY, ENGINEERING OR
MATH – A PERCENTAGE THAT HAS REMAINED CONSTANT
FOR TWO DECADES EVEN AS DEMAND HAS GROWN.
15%
BY 2018 THERE WILL BE A RECORD 1.2 MILLION
UNFILLED JOBS IN STEM FIELDS.

TECHNICAL OR PROFESSIONAL
SKILLS
HUMAN RESOURCES ITIL
PROJECT MANAGEMENT BUSINESS ANALYSIS
SIX SIGMA LEAN

IT AND COMPUTER SKILLS
SOURCE: IDC Study, Bridging the Information Worker Productivity Gap
THE COST OF THE DIGITAL SKILLS GAP TO
THE ECONOMY AND ORGANIZATIONS IS HUGE.
Time wasted due to inadequate digital skills adds up to
of total productivity for digital workers. 21%
This implies that every year the digital skills gap drives an
estimated $1.3 trillion loss in the US economy.

IT AND COMPUTER SKILLS
HTML5 / CODING MOBILE
USER EXPERIENCE INFORMATION SYSTEMS
BIG DATA CLOUD COMPUTING

KEY TAKE-AWAYS
A different approach to sourcing and succession planning
to impact your approach to human capital management
How to use a S.W.O.T analysis for defining gaps in your
organization.
Three areas to focus on to make the most impact -
leadership skills, technical /professional skills and
computer skills.

CREATING MENTORING
PROGRAMS THAT WORK!
Course: Mentoring: Creating a
Mentoring Program
Course: Mentoring: Why a
Mentoring Program

PROVIDE OPPORTUNITIES FOR PROFESSIONAL DEVELOPMENT
PHR & SPHR
Courses include:
• Business Management and Strategy
• Compensation and Benefits
• Employee and Labor Relations
• Human Resource Development
• Human Resources Core Knowledge
• Risk Management
• Workforce Planning and Employment
PMP – PMI PROJECT MANAGEMENT
Courses include:
• Project Communication
• Project Costs
• Project Scope
• Values and Ethical Standard
• Project Scheduling
• Identifying Risks
• Stakeholder Engagement

PROVIDE OPPORTUNITIES FOR PROFESSIONAL DEVELOPMENT
SIX SIGMA (GREEN BELT & BLACK BELT)
Courses include:
• Business Performance and Financial Measures
• Critical Requirements and Benchmarking
• Data Collection and Measurement
• Correlation and Regression Analysis
• Hypothesis Testing
• Forming Project Teams
• And more!
ITIL® (FOUNDATIONS & OPERATIONS SERVICE)
Courses include:
• Service Strategy
• Incident and Event Management
• Service Desk Metrics and Outsourcing
• Technology and Implementation
• Problem and Process Interface Management
• And more!

WWW.BIZLIBRARY.COM/FREE-TRIAL
THOUSANDS OF COURSES . 25 TOPIC AREAS .
UNLIMITED ACCESS
FREE 30-DAY TRIAL!
no risk – no obligation

Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR

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