2. Consortium Design and Purpose
Ashoka and Accenture are
seeking visionary...
• Employers
• Technology enablers
• Social entrepreneurs
Who will...
• Reach millions
• Share new ideas
• Build valuable skills
All to create a better workforce
Share employer best practices to:
• Attract, screen, train and retain talent
• Employ a diverse and international team
Find innovations to:
• Bridge skills gap
• Reach thousands in
target populations
• Change systems
affecting millions of
workers
Provide Consortium
members with:
• Market knowledge
• Job-ready talent
• Millennial worker
insights
1 2
3
=
The proposed “Consortium” encompasses a group of corporations, social innovators,
and enabling partners that will work together to create a better workforce.
3. Value to Member Employers
Through Consortium involvement, member employers will be able to:
Help steward and scale innovative and promising
programs to up-skill young workers
Provide a) direct input on skill gaps to be targeted and
b) support to social innovators to address talent gap challenges
Get favorable access to new and screened pipeline of talent,
including those from underserved communities
Learn how best to vet, hire, develop,
deploy and retain 21st
century talent
Leverage the visibility, wide-ranging influence and
“network effects” of a prominent and like-minded group
1
2
3
5
4
4. Member Composition
We are looking for employers willing to partner with
Ashoka and Accenture and are:
Willing to contribute knowledge and capital to
build and drive the Talent Consortium
Eager to collaborate with other leading employers to create nationwide
systemic improvements in developing 21st century workforce skills
Open and willing to leverage the talent that emerges from
selected innovations to meet identified talent needs
5. Consortium Timeline
We will build the Consortium and then build the talent pipeline over the next
three years, with an aim to up-skill 50,000 workers by the end of year 3.
Consortium in place
-- LOIs signed
-- First innovations
vetted
• Innovations selected
for scale up
• Talent marketplace
built for Consortium
• Consulting to
innovators
• National scale up of
innovations
• Pipeline of diverse
talent filled
• Sharing of best
practices among
employers on 21st
Century talent
• Consortium influence
on workplace
development systems
nationally
Summer 2013 Years 2-3Year 1
6. Contact
About Us:
Accenture is a global leader in addressing human capital management
needs of clients across all sectors and industries in the economy, and in
developing and deploying top talent.
Ashoka pioneered the fields of social entrepreneurship and social
investing. Ashoka has a 30-year history of finding the highest potential
social innovations poised to create change at the global scale in multiple
domains, including up-skilling the workforce.
@Accenture:
• Chris Hodges (Managing Director, Corporate Practice)
• James Ray (Analyst)
• Bryan Moore (Senior Manager, Accenture Federal Services) – bryan.c.moore@accenture.com
@ Ashoka:
• Gretchen Zucker (Executive Director, Ashoka’s Youth Venture®)
• Michael Zakaras (US Social Innovator Selection)
• Stephanie Potter (University & Corporate Partnerships Director) – spotter@ashoka.org
7. Appendix A: Consortium Overview
In Concept: Skills to Succeed Employer Consortium
LeadershipTeamEnablingPartners
Cash + Staff for:
• Employer recruiting
• Capacity-building
• Framing
Social Innovation
• Employer recruiting
• Framing
• Innovator selection
• Capacity-building
Enabling Capabilities:
• Education Platforms
(e.g. Accenture Cont.
Education, MyPath)
• Training Programs
• Certifications
• Internship ProgramsUniversity:
• Employer recruiting
• Publicizing
• Framing
Job Placement:
• Employer recruiting
• Framing from emp. and
worker perspective
(surveys)
Media:
• Visibility of project
• Spreading innovations
• Employer recruiting
$3M+
Employers
Self-Sustaining
Social Innovators
Use of Funds:
• Social Innov. Fund
• Ashoka fund mgmt.
& capacity-building
support
Employers invest in Consortium
to strategically up-skill
workers
Supported
by Consortium,
Ashoka identifies
5-9 social innovators
Consortium contracts with
innovators (fee-for-service),
and can reinvest in pool
for new deal flow
Social innovators
leverage enabling
capabilities from
Consortium
• Capacity-building consulting
• Investment to position for scaling
Cash + Staff for
Implementation
Outcomes
• 50,000 reskilled or up-skilled to get a suitable job or
build a business
• Thousands more impacted through systems-level change
8. Appendix B: Consortium Context
Changing the Talent Landscape
Talent Needs:
• Marketplace shifts are yielding a re-
prioritization of skills needed (see
graphic at left)
Talent Shortage & Mismatch:
• 8.1% national unemployment rate
(Bureau of Labor)
• 50% employers unable to fill open
positions (Manpower)
• 3.4 million available jobs remain
unfilled
• Job dissatisfaction among new hires
steadily increasing
Changemaker Talent:
• Companies will need changemakers
– problem solvers who have the
innovation, initiative, leadership,
team and tech skills to make positive
change – in an era defined by change
• In order to attract and retain
changemaker talent, employers
will need to provide an enabling
environment for changemakers
that fulfills their purpose
Digital skills
Digital business
skills
Ability to work
virtually
Understanding
of corporate IT
software and
systems
Digital Design
Skills
Ability to use
social media
and “Web 2.0”
50.6% 44.9% 40.1% 35.2% 29.3%
Agile thinking skills
Ability to
consider
and prepare
for multiple
scenarios
Innovation
Dealing with
complexity and
ambiguity
Managing
paradoxes,
balancing
opposing views
Ability to
see the “big
picture”
54.8% 46.0% 42.9% 40.9% 15.3%
Interpersonal and communication skills
Co-creativity
and
brainstorming
Relationship
building (with
customers)
Teaming
(including
virtual teaming)
Collaboration
Oral and
written
communication
48.3% 47.4% 44.9% 30.4% 29.0%
Global operating skills
Ability to
manage diverse
employees
Understanding
of international
markets
Ability to work
in multiple
overseas
locations
Foreign
language skills
Cultural
sensitivity
49.1% 45.7% 37.5% 36.1% 51.5%
Source: Oxford Economics
9. Appendix C: Example Innovations
Ashoka’s Social Entrepreneurs
Rafael Alvarez, Genesys Works
Genesys Works facilitates first-time professional experiences for disadvantaged youth
during their high school years in order to both facilitate the development of the skills
and self-confidence they will need to thrive in the economic mainstream. Students
specialize in IT, engineering and accounting. 700 annual participants and growing.
Gerald Chertavian, Year UP
Year UP provides year-long professional development programs to young adults
comprising six months of experiential and job-skills training and six month paid
apprenticeships within major companies in order to fill employment gaps and re-
engage disconnected youth in the workforce. 2,500 annual participants and growing.
Jane Leu, Upwardly Global
Upwardly Global aims to increase employment opportunities for skilled
immigrants while building the demand for foreign-born professionals,
breaking down stereotypes, and encouraging employers to adopt non-
discriminatory, diverse hiring practices. 600 annual job placements.
Dana Mortenson, World Savvy
World Savvy works to mainstream global competencies in K-12 schools by
cost-effectively integrating such themes into core subjects, thus ensuring
that students are able to relate to the outside world in meaningful ways
from an early age. 250,000 reached to date through programs/ curriculum.
David Castro, Institute for Leadership Education, Advancement & Development (I-LEAD)
I-LEAD brings post-secondary educational degree programs to untapped
learners in impoverished neighborhoods in order to develop leaders
equipped with the knowledge and skills necessary to thrive in a variety
of careers. Annual enrollment of 500 and growing.
