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Future Workplace Summit 2018 Keynote - David Leaser
The document discusses the urgent need for a skilled IT workforce due to talent shortages and rapid technological changes, emphasizing the importance of hybrid skills and the gig economy's impact on employee relations. It highlights the implementation of digital badges as a means to track and validate skills, enhance employee engagement, and improve job market readiness, with significant positive outcomes. The IBM digital badge system has shown marked increases in profile visibility, engagement, and the creation of a skills registry, effectively mapping employee skills and facilitating strategic staffing decisions.
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Future Workplace Summit 2018 Keynote - David Leaser
- 1. 21ST CENTURY SKILLS: USINGDIGITAL BADGES TO UPSKILL THE WORKFORCE DAVID LEASER | IBM @david_leaser @david_leaser
- 2. HOW WILL WEBUILD THE NEXT GENERATION IT WORKFORCE? @david_leaser
- 3. PROBLEM THE WORLD IS FACING ASERIOUS TALENT @david_leaser
- 4. CRITICAL FOUR OUT OFFIVEBUSINESSES SAY THERE IS A SHORTAGE OF TALENT Aberdeen Group, 2015: Zach Lahey, “Pre-hire Assessments: An Asset for HR in the Age of the Candidate@david_leaser
- 5. RECOGNIZE SKILLS SIGNALS AREEMERGING THAT WILL DRAMATICALLY CHANGE THE WAY WE MUST
- 6. labor market lifestyle changes Technology disruptors Rise of contract labor Rise of globally connected teams Needfor blended skills Need to verify skills Flexible work Learning is a lifestyle Engagement is waning Flipped classrooms Gamification & virtual reality Collaborate online Blockchain will grow Data mining & analytics Cloud will grow New jobs every 4.2 years Less need for BA degrees Cognitive will grow @david_leaser
- 7. THE BIG ELEPHANT IN THEROOM IS @david_leaser
- 8.
- 9. A SHADOW IT STRUCTURE HASEMERGED @david_leaser
- 10. AND THAT IS AFFECTING JOBROLES @david_leaser
- 11. TODAY’S IT JOBS NOWREQUIRE HYBRID SKILLS Programming BusinessMarketing Design @david_leaser
- 12. A C D E B Howthings were F A D G E C B How things are How things really work People rewarded for their skills and abilities, not position THE RISE OF GLOBAL TEAMS From Josh Bersin, Bersin by Deloitte @david_leaser
- 13. THE “GIG” ECONOMY ISCHANGING EMPLOYEE RELATIONS Contract Employee @david_leaser
- 14.
- 15. MONTHS 18 WEEKS 6 SOFTWARE RELEASES AREMEASURED IN WEEKS! 2014 2018 @david_leaser
- 16. PROGRAMS THESE CHANGES WILL REQUIREYOU TO RETHINK YOUR OUTDATED
- 17. These changes requiredus to change and rethink how we would meet the market demand for talent Line of Business Jobs now require IT skills Gig Economy requires a skills registry Rapid Technology Change requires “liquid skills” Rise of Teams require expertise location Shadow IT decentralizes IT New collar jobs require new credentials Contract Employee + + + + MONTHS 18 WEEKS 12 2014 20162014 2018 @david_leaser
- 18. SKILLS EVERYTHING POINTED TOA NEED TOCHANGE THE WAY YOU DEVELOP AND TAKE INVENTORY OF
- 19. ☑ Timely ☑ Verifiable ☑Portable ☑ Discoverable These signals required us to create a new credential structure to signal and surface capability: ☑ Differentiating @david_leaser
- 20. Digital emblem which providestimely symbol of skills and achievements SHAR E Contains metadata with skills tags and accomplishments Easy to share in social media: LinkedIn, Twitter, FB, blogs Tethered to badge issuer to validate and verify achievement Provides a progression path to advance commitment Analytics provide insight into how a program is performing Open Badges seemed to fulfill all of our requirements Portable: Standards-based on Mozilla’s Open Badges standard
- 21. A pilot begins (Isthis going to work?)
- 22. Badging is howwe will measure resume-worthy IBM skills in the market We developed unique digital badges to encompass the broad activities we host at IBM Knowledge Skills Proficiency Certified* General @david_leaser
- 23. We developed personasand identified high-level stakeholder needs • Broadcast achievements • Motivate participation • Develop personal Brand • Connect with jobs • Generate qualified leads • Enhance our brand • Differentiate IBM • Track and nurture talent • Candidate selection • Improved company performance • Skills maps • Team building
- 24. We established objectivesfor the entire organization Reduce customer service and support Increase client confidence Map skills at the nano level Build a loyal skill base who want more Enhance expertise analytics Promote Technical Eminence Crowd-source innovation Recognize achievement Acquire verified talent Increase license sales Achieve career milestone Accelerate shifts in expertise @david_leaser
- 25.
- 26. The results exceededour wildest expectations LinkedIn profiles with IBM badges receive 6x profile views. 87% increase 57% increase 64% increase 92% say verifies job skills Engagement Certifications Product Trials Employability 125% increase 694% increase $50-200K per 10,000 badges 195 countries Enrollments Completions Social Media Skills Registry
- 27. We have seensignificant adoption in every internal and external group in our ecosystem 195 Countries 1,600 Badged activities 400K Badge earners 700K Badges issued 92% Claim rate 200M Social media impressions @david_leaser
- 28. 76% 72% 58% 48% 41% 39% 36% 33% 31% 21% 17% 17% 13% 7% 4% Motivates employees andcustomers to develop current skills Recognizes employees for achievement Increases social media presence Helps me identify verified talent Promotes technical eminence Increases engagement Builds a loyal skill base who want more Accelerates shifts in expertise to meet the changing market Increases client confidence Maps skills at the nano level Enhances expertise analytics Helps me acquire verified talent Enhances the IBM brand in the market Reduces customer service and support Leads to an increase in license sales IBM business unit credential strategy leads: How do badges impact your business? Badges motivate our audience to develop current skills Sources: IBM internal survey of badge issuers, 2017 @david_leaser
- 29. 29 tracking progress earning & sharing seeking badges Explore CareerPaths and badge programs Search digital badges for (hot) roles and skills Collect, store and organize earned badges Keep track of all earned badges and plan next milestone Share earned badges, get recognised and endorsed 29 Employees can discover badges in multiple ways Discovery
- 30. Reporting & Analytics Managershave access to reporting and analytics Monthly report offers various types for pivot tables, by strategic skill, BU, top 10 badges, badge types etc. Real-time Cognos report Combines badge data with IBM demographics
- 31. IBM’s Your Learningplatform offers cognitive capabilities to search and report on employees’ digital badges Your Learning See all digital badges earned Search for badges tied specific skills Recommended badges based upon employee’s expertise profile IBM’s hot roles and skills and associated badges and learning Manager Badge reporting
- 32. Optimizing the projectstaffing process through Digital Badges, to make more efficient and strategic staffing decisions IBM Professional Marketplace Project Managers can access real- time badge information of employees Search for Professionals by specifying keywords to be matched with the badge information in employees' profiles. IBM Professional Marketplace
- 33. Digital Badges arenow embedded into every employee profile IBM Digital Resumes 33
- 34. Digital badges havesignificantly contributed to a better coverage and accuracy of inferred expertise IBM Expertise Discovery tool that quickly finds the experts Simple, fast, and efficient search It searches various expertise data sources including Digital Badges Showcase your expertise and easily make contact with experts
- 35. Digital badges automaticallygenerate a digital resume with verified achievements . . . better than a paper resume? Bio or statement gives a brief overview Verified credentials can be double-clicked to see specific skills and links to evidence. Links to full social media profiles, like LinkedIn, Twitter and Facebook
- 36. IBM Digital Badgesprovide the ability to create heat maps to… Understand distribution of talent Identify where skill gaps exist These are brand influencers and advocates for your company! Heat map powered by: Digital badges are creating heat maps of advocates, skills and skill gaps to inform business strategies IBM Readiness
- 37. Industry & Institution Badgesnow act as “digital transcripts” for college credit Northeastern University + IBM: Turning digital badges into academic credentials will create opportunities and better college graduates
- 38. Industry & Institution Badgesare turning transactions into progression @david_leaser
- 39. Employment Every badge linksto real-time job postings @david_leaser
- 40. What’s next forIBM? 40
- 41.
- 42. • Website: ibm.com/badging •Twitter: @david_leaser • LinkedIn: linkedin.com/in/david-leaser-6b95505 • IBM: [email protected] Thank you!
- 43.
Editor's Notes
- #5 Aberdeen Group, 2015: Zach Lahey, “Pre-hire Assessments: An Asset for HR in the Age of the Candidate
- #7 The median number of years that wage and salary workers had been with their current employer was 4.2 years in January 2016 https://www.bls.gov/news.release/tenure.nr0.htm
- #12 Many employees are now expected to wear multiple hats. Programmers once wore just the programming hat. But now they have to work with the lines of business, so they need soft skills they may not have. Community manager needs analytics, Big Data, collaboration and project management
- #13 Really not hierarchical or in fixed teams. People work in groups with shared values, goals, project and culture. People rewarded for their skills and abilities, not position.
- #14 On demand labor force is 34% which is +100M people. But data is not clean because 1099s show a lot of FT employees as part-time Work Market survey: 18% in corporate America is on demand 50% of labor force by 2020 will be on demand is a prediction Dept. of Labor is not showing a statistical sea-change from W2 to 1099 40.4% of the U.S. workforce is now made up of contingent workers—that is, people who don’t have what we traditionally consider secure jobs. There is currently a lot of debate about how contingent workers should be defined. To arrive at the 40.4 %, which the workforce reached in 2010, the report counts the following types of workers as having the alternative work arrangements considered contingent. (The government did some rounding to arrive at its final number, so the numbers below add up to 40.2%). Agency temps: (1.3%) On-call workers (people called to work when needed): (3.5%) Contract company workers (3.0%) Independent contractors who provide a product or service and find their own customers (12.9%) Self-employed workers such as shop and restaurant owners, etc. (3.3%) Standard part-time workers (16.2%).
- #16 Competency is now dynamic.
- #18 "The gig economy...is now estimated to be about 34% of the workforce and expected to be 43% by the year 2020," Intuit (INTU) CEO Brad Smith said Wednesday on an earnings call. "We think self-employed [work] has a lot of opportunity for growth as we look ahead.” Specifically driven by the newer online platforms, there are about 4 million quintessential gig workers, research from Intuit and Emergent show. They expect that to grow to 7.7 million workers by 2020.http://money.cnn.com/2017/05/24/news/economy/gig-economy-intuit/index.html
- #25 Reduce customer service Motivate customers to develop skills to reduce support calls and critsits Solidify the client base Build advocacy and strengthen client relationship and commitment to IBM Track skills at the nano level Create a heat map of critical skills for achievements earned across the globe both internally and externally Build a loyal skill base Build a vibrant and large pool of skilled developers and consultants to use and support our solutions. Enhance expertise analytics Access the issuing criteria associated with each IBMer’s badges to infer expertise Promote Technical Eminence Provide easily shared digital credential for key IBM Technical achievements Crowd-source critical skills Organizations create badges that reflect the skills that are most in demand in the markets in which they complete Recognize IBMers Recognize IBMers publicly for their skills and achievements – a “modern” alternative to posting plaques and certificates on the office Acquire talent Pre-screen external candidates who have badges related to the roles and skills for which we are hiring Increase license sales Drive increased engagement with customers through solution downloads and trials Achieve career milestone Collect evidence of demonstrated expertise in support of achievement of the next major career milestone Accelerate shifts in expertise Provide direction and signal change to IBMers through the creation and issuance of badges
- #27 A quick study in one area of our business shows significant promise here. When certification test takers completed badge activities to prep them for the exam. The pass rates increased 58% versus the pass rate for those who did not earn those progression badges.
- #28 A quick study in one area of our business shows significant promise here. When certification test takers completed badge activities to prep them for the exam, their pass rates increased 58% versus the pass rate for those who did not earn those progression badges.
- #29 This translates directly to improved productivity, effectiveness in every sense. From a client standpoint, if they are motivated to learn, they are motivated to buy, reduces cost. Provides line of sight into top performers Social media = brand vitality, awareness, true dollar RO and new enrollments
- #37 36
- #38 37
- #39 38