WHITE PAPER The Skillsoft Learning and Talent Maturity

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White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. TA B L E O F CO N T E N T S, Warnings have been issued yet only a few are ready 4. What really good looks like the self developing organization 6. The indicators of maturity 7,The nine success indicators 8. Thought leader insight Laura Overton Managing Director Towards Maturity 12. Why learning maturity matters 12, High aspirations of today s people professionals 12. What is holding organizations back 13,Who is achieving the best results 13. What are the top performing learning organizations doing differently 14. Maturity Matters 15, Learning and Talent Management Maturity Framework Matrix 16.
Thought leader insight Shreya Sarkar Barney Ph D President and Founder. Human Capital Growth 23,A roadmap to business impact 23. White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. TA B L E O F CO N T E N T S CO N T I N U E D,Why change 23. Significance of the model 23,How to change 24,Conclusion take a step forward 25. About the author Kieran King 26,About the key contributor Brent Colescott 26. About the key contributor Laura Overton 27, About the key contributor Dr Shreya Sarkar Barney 27.
White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. WARNINGS HAVE BEEN ISSUED YET ONLY A FEW ARE READY. According to Darwin s Origin, In 1997 a groundbreaking McKinsey study exposed workforce vulnerabilities for human resource teams in their book The War of Species it is not the most. for Talent yet almost 20 years later as the human capital field is desperate for a revolution most organizations are not prepared. for battle,intellectual of the species that,survives it is not the strongest. The dynamics of talent s low supply and high demand are playing out across the globe affecting every industry sector and continent. that survives but the species that, A recent study from PwC called Redefining Business Success in a Changing World found that 72 of CEOs are concerned about. the availability of key skills and 48 are planning to increase headcount1 However the majority of human resource teams are still. survives is the one that is able, employing decades old traditional practices which don t come close to addressing the priorities In fact a recent Deloitte University best to adapt and adjust to the. study reports that the percentage of companies rating learning and development as a very high priority tripled in a year yet. changing environment in which it, organizational readiness is declining at a rapid rate Only 40 of organizations indicated they were ready to face these challenges.
which was 35 points less than the year before This inverse dynamic is more than intellectually disturbing finds itself. Leon C Megginson, Amid the readiness concerns for the overall workforce retention and succession gaps are leading to anemic levels of qualified. leaders The same PwC CEO study reported that the top talent concern among executives is fortifying the future leadership pipeline3. Leadership capability is seen by CEOs as a key ingredient in an enterprise s ability to remain competitive and relevant Given that high. performing leaders relate to a more engaged workforce better productivity and nearly 50 higher profitability leadership remains a. top challenge for organizations4, In sum the soft approach many HR teams have taken in the past won t cut it as organizations strive to meet hard. business vulnerabilities, No doubt it s difficult to change The war for talent will involve far more than novel recruiting tactics It will take wholesale HR. adaptation To some enterprises this might be quite disruptive However the need for organizations to morph how they manage. and grow talent is about as fundamental as Darwin s principles for evolutionary theory itself Conditions have changed remarkably. The demographic shifts revamped business models digitization of products rise in big data analytics and new forms of competition. require organizations to fuel perpetual skill upgrades HR must evolve to apply new paradigms toward talent attraction mine for. unrealized capability build rapid development tactics implement highly effective engagement strategies and unveil succession. 1 19th Annual Global CEO Survey by PWC 2016, 2 Global Human Capital Trends 2015 Leading in the New World of Work by Deloitte University Press 2015. 3 19th Annual Global CEO Survey by PWC 2016, 4 State of the American Manager by Gallup April 2015 4.
White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. pathways with far more innovation than they have demonstrated to date Old assumptions and stale practices. need to be abandoned Organizations who successfully compete for talent will exploit technology to achieve a. smarter way build a healthier culture and develop a more resilient workforce Organizational. Onboarding Performance Goal Setting Compensation,Planning Tracking. A key part of accomplishing better outcomes involves breaking down the artificial walls between talent. management and learning Talent management teams possess a wealth of insights into how the workforce needs. to be shaped while inordinate numbers of L D departments are operating independent of this vital information. As Figure 1 depicts many organizations unintentionally silo the talent management processes away from. Learning Competency 360 Performance Workforce, learning This bolted on approach results in a clunky experience for employees and causes HR to apply focus Management Appraisal Planning. toward fixing integration issues instead of building capabilities for the organization. When talent and learning are interwoven the ability for employees and the organization to achieve its strategic. results can be systemically actualized instead of coincidental It is vital that HR analyze the business aims and align Career Succession. Management Planning, talent and learning to directly support each other According to the Towards Maturity benchmarking research the. best in class organizations routinely align their efforts with the business strategy In less mature organizations. only 36 of organizations repeatably look to align to the business agenda5 How can executives be expected to. tolerate such lack of alignment,Individual Talent Sourcing. Development Recruiting, Organizations are recognizing that they must shift from training employees with an event centric approach.
to designing environments where employee development flourishes as a growth enabler Developing talent is. Figure 1 Illustrative schematic of talent and learning process dysfunction. far more than setting up a catalog within an LMS and ensuring annual performance reviews take effect As the. interplay between the talent management and learning pieces gradually becomes more cohesive and as the. alignment to the strategic agenda improves workforce performance levels increase Learning becomes a lever. that is truly embraced and encouraged as a synergistic part of the workflow and an intrinsic component of each. talent facet, Achieving this type of symbiotic relationship between talent and learning not only dissolves silos it also creates. competitive differentiation Organizations that apply this modern approach build superior employer brands. entice a higher level of talent to join their ranks and optimize the existing workforce in new ways. 5 In Focus Report Aligning Learning to Business by Towards Maturity 2015 5. White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. W H AT R E A L L Y G OO D L OO K S L I K E T H E S E L F D E V E L O P I N G. O R G A N I Z AT I O N, Since Skillsoft has such a vast opportunity to spot best practices we are often asked What does good look like What the inquirer. really wants to know is what really good looks like Really good is the self developing organization. The self developing organization empowers individuals to take control of their own development and career trajectories. The self developing organization provides employees with meaningful context regarding their current capabilities as well as a road. map of what they need to accomplish putting each employee in the driver s seat It is unified so that employees don t need to. search a multitude of disparate systems to pull together what they need Self developing organizations make information actionable. so employees not only see what they need to do and what they have done These organizations seamlessly connect staff to the. tools that will arm them for the future Leaders of self developing organizations gain insights to keep teams engaged productive. and collaborative all key goals in an increasingly competitive global environment For the organization itself the self developing. philosophy enables companies to better attract retain and reward talent. The self developing organization is only possible by leveraging the horsepower of a smarter technology solution with hyper. personalized development experiences for leaders and individual contributors It also possesses big data predictive capabilities. that come to know each employee s preferences and future needs Armed with that intelligence the system delivers unique. recommendations before they are sought out and it signifies ways to repurpose employees to enhance talent mobility. The credo of a self developing organization embodies the following. Learning and talent management efforts and technologies should be coupled together. High quality curated content delivered in the context of job performance is essential. Fluid talent mobility is key to keeping employees engaged and it is a competitive lever. Ubiquitous access to learning delivery at the time and place of need is critical to knowledge acceleration. White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. The user experience must be frictionless and compelling bringing inherent value to the way work gets done. Technology provides the ability to manage talent and deliver learning in innovative ways Click here to launch the. complimentary diagnostic, The power of analytics provides insights that can predict demand and serve up hyper personalized experiences. T H E I N D I CATO R S O F M AT U R I T Y, Skillsoft has the privilege of studying over 6 700 organizations and 45 million employees in 160 countries across a diverse industry. spectrum By collaborating with HR teams around the world Skillsoft has witnessed a series of highly predictable milestones that. organizations go through as they shift from perpetuating old ways to adopt pace setting practices For more than 10 years Skillsoft. used its Learning Growth Model to help organizations evaluate their learning strategies against a series of maturity stages That work. provided a firm foundation for us to evolve the model expanding it to encompass the talent dimension in 2016. This new talent and learning framework is structured into five stages just as the prior model was However the maturity indicators. have gone through quite a transformation The new framework has nine indicators because its canvas extends to a larger scope Each. indicator is described at a high level within this section and the detailed characterization by stage can be found in the Learning and. Talent Maturity Matrix As your organization examines the indicators and diagnoses its current stage it is important to keep in mind. that most will not see indicators neatly line up all to one stage It is far more common to see the majority of indicators under one. stage while a few lie in a different stage, By utilizing this framework an organization can identify its current stage for each indicator and understand what milestones.
demonstrate progress to the next stage Skillsoft also invites organizations to participate in the complimentary online diagnostic a. survey based tool that diagnoses the present stage by indicator and provides a playbook style set of recommendations to ascend to. the next stage, White Paper The Skillsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility SHARE ON. T H E N I N E S U CC E S S I N D I CATO R S,If the CLO can understand what. 1 O R G A N I Z AT I O N A L C U L T U R E The people edge. those key performance indicators, Work culture plays an important role in encouraging employees to put forth their best efforts and it has a significant effect on. are and then cascade them out, employee tenure This culture determines the way employees interact with one another and how well the organization functions as key performance indicators for. collectively Enterprises that intentionally foster a healthy culture often do so because it correlates to increased employee. the learning team then we inherit, engagement satisfaction and productivity Today employees often seek out employers due to their culture With social media.
services such as Glassdoor prospective employees can easily review comments from a company s current and past workers regarding. the very same principles the very, the leadership work environment and salary Annually Glassdoor ranks companies to devise its Employees Cho. White Paper The killsoft Learning and Talent Maturity Framework A path to HR adaptability and advantageous workforce agility 3 SHARE ON TABLE OF CONTENTS CONTINUED

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