According to the US Department of Labor July 2014 report, there are more than 9.7 million people seeking work that are unemployed. At the same time, US Bureau of Labor statistic reports there are 4.5 million unfilled job openings in the US economy. www.bizlibrary.com

2. Improve employee performance with the largest
and fastest-growing library of training videos.

3. Poll Question:
How would you assess the skill level of employees
in your organization who might be considered
for promotion:
a. Excellent – we have a pool of ready-now candidates
b. Not ready – we have candidates
c. Not ready – we have candidates, but they need development
d. We don’t know – we have candidates, but we don’t have a good
way to evaluate their readiness for promotion
e. Something else

4. Poll Question:
How would you rate your organization’s current
strategy to address the “skills gap”?
a. We don’t have a skills gap, so we don’t need a strategy
b. We don’t have any strategy
c. We have a great strategy with ready-now candidates
d. We are trying, but nothing we are doing is working very well
e. Something else

5. What we hope 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.

7. There are more than
9.7 million people seeking
work that are unemployed.
SOURCE: US Department of Labor, July 2014

8. There are 4.5 million unfilled job openings in the US
economy.
SOURCE: US Department of Labor, July 2014

9. of employers prefer developing
existing employees into
management roles rather than hiring
new employees – but the lack of
promotable skills is a major hurdle.
SOURCE: College for America Survey on
Workforce Strategies
71%

10. 94%
Need to build talent and
leadership
Missing skills for promotion Hard to find well-qualified
applicants
87% 85%
Employers evaluated which workforce issues are an
“important” strategic challenge for them:
SOURCE: College for America Survey on Workforce Strategies

12. 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

13. Source Differently
Training and Development
Succession Planning
Human Capital | Competitive Advantage
Three Strategic Shifts

14. Source Differently
Potential
Ability to acquire skills
Learning agility

15. Succession Planning
Not just replacement
Future-orientation
Target all levels of leaders

16. Training and Development
Hire for potential
Hire for character
Develop job specific skills

25. 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

27. O
S
T
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?
W

28. • What are our greatest
opportunities for growth?
• Are our strengths aligned
to take advantage of
them?
• Do our weaknesses stand
in the way?
Opportunities
and
Threats
• Where are we vulnerable?
• Are our biggest threats
external or internal?
• Market-driven or
competition?
• Lack of talent or not the
right talent?

29. Identifying Gaps
Look for opportunities to
develop skills they will need
for their next role.

30. Map Out a Plan
Fill the Gap – Step by Step
Budget
Training content
and level of mastery
Training
method
Resources or
provider
Timing

31. Leverage Technology
Remove the barriers and create
integrated learning experiences.

32. Individual
Development Plans
Not a performance
management tool, rather
a resource to support a
learner’s focus and
direction.

33. What are my development
objectives?
What activities do I
need to undertake to
achieve my objectives?
What support/resources
do I need to achieve my
objectives?
What are the
measures of
success?
Target date
for achieving
my objectives
Create an Individual Development Plan

34. Planning Focus Areas
Transparency on career paths, expectations and
requirements.
Areas of subject
matter expertise
The rise of
specialists
Key competency levels
Industry and
Market Trends

35. Technical / Professionals
IT / Computer Skills
Critical Areas to Target
Future orientation: opportunities and threats
Current orientation: strengths and weaknesses
Leadership and Management

36. Leadership Skills
What are our current leadership strengths?
Do these strengths look well-suited to take your
organization into the future?
Poor leadership practices cost companies
millions of dollars each year…equal to
of annual sales!7%
SOURCE: Making the Business Case for Leadership Development, The Ken Blanchard Companies, 2011.
Poor Leadership Practices
Negatively Impact:
• Employee Retention
• Customer Satisfaction
• Employee Productivity

37. The key is to ask the right questions about your
own current and future leadership needs so you
can develop smart answers.

38. Major Managerial Skill Gaps
1. Coaching
2. Performance Appraisal
3. Developing Others
4. Managing Change
5. Communications
6. Business Acumen
SOURCE: Bersin by Deloitte , Current Capabilities by Role,
December 2011

39. Leadership Skills: Focus for Development
Digital Literacy
Emotional
Intelligence
Learning
Agility
Communication
Skills
People
Development
Collaboration Presentation
Skills

40. Technical or Professional Skills
Ability to learn new skills and competencies.
Not only the specific skills needed for the job opening.
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%
SOURCE: U.S. Bureau of Labor Statistics
By 2018 there will be a
record 1.2 million unfilled
jobs in stem fields.

41. Technical / Professional Skills: Focus for Development
Six Sigma
Human
Resources
Project
Management
ITIL
LEED
Business
Analysis
Lean

42. IT and Computer Skills
Systems, products and processes
Time wasted due to inadequate digital
skills adds up to
of total productivity for digital workers.
21%
SOURCE: IDC Study, Bridging the Information Worker Productivity Gap
This implies that every year
the digital skills gap drives
an estimated $1.3 trillion
loss in the US economy.

43. IT Computer Skills: Focus for Development
Big Data
HTML 5 /
Coding
User
Experience UX
Mobile
Development
Cloud
Computing
Information
Systems

44. 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.

45. Human Resources: Insights and Strategies
HR Insights and
Strategies
Video Series
1. HR Strategy and Management
2. HR Dashboard of Metrics and
Analytics
3. Managing Recruitment
Effectively
4. Implementing Successful
Training
5. Reward and Remuneration
6. Performance Appraisals
7. Confidentiality Obligations of
HR
8. The Induction Promise

46. Improve employee performance with the largest
and fastest-growing library of training videos.
Click the button on the left hand
side of your screen for a free trial.

47. QUESTIONS

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