Keynote by Josh Bersin | SHL Virtual Summit | Part 2

00:33:35
https://www.youtube.com/watch?v=YaNnIbnYa7Q

Résumé

TLDRJosh Buron, an industry leader in HR and workforce strategies, highlights the crucial role of skills and data in shaping modern organizational structures. He identifies four major trends affecting businesses: global labor shortages, industry transformations driven by technology and societal changes, multigenerational workforce dynamics, and the continuous importance of internal mobility. Buron critiques the traditional job architecture, advocating for a skills-based approach where employees' competencies drive organizational agility and innovation. He discusses the economic implications of these shifts, emphasizing the growing value of individual contributions. Through examples like Netflix, he underscores the operational success of a skills-focused model and stresses the necessity of aligning HR practices to create a more dynamic and empowered workforce.

A retenir

  • 👨‍🏫 Josh Buron highlights the importance of skills in the talent landscape.
  • 📈 The labor market is facing global shortages and transformations.
  • 💼 Dynamic organizations require adaptable job architectures.
  • 👥 Modern workforces consist of multigenerational, diverse employees.
  • 📊 Data-driven strategies are crucial for organizational success.
  • 🔄 Internal mobility enhances talent utilization and adaptability.
  • 🤖 AI accelerates workforce transformation and agility.
  • 💡 Companies must realign HR practices with new workforce trends.
  • 🏢 Netflix exemplifies a successful skills-based, dynamic organization.
  • 🌍 The future of HR lies in creating skill-driven meritocracies.

Chronologie

  • 00:00:00 - 00:05:00

    The speaker introduces keynote speaker Josh Buron, a renowned HR and workforce strategist, and outlines the context for the talk. Josh will discuss the transformation of the talent landscape and the significance of data-driven strategies in unlocking organizational potential.

  • 00:05:00 - 00:10:00

    Josh discusses the current labor market challenges, emphasizing global labor shortages, the widespread business transformations due to technological forces, and a transforming workforce with different expectations. He highlights the declining unemployment rate and the importance of individual employee value.

  • 00:10:00 - 00:15:00

    Historically, job roles were rigid and jobs were considered static. However, with technological advancements, transparency and mobility between roles increased, resulting in businesses evolving their organizational structures. The introduction of AI has further accelerated these changes.

  • 00:15:00 - 00:20:00

    Josh presents data showing generational differences in work perspectives, with younger workers seeking flexibility and purpose. This change is widespread across industries and geographies. He stresses that businesses need to adapt to these workforce expectations and demands.

  • 00:20:00 - 00:25:00

    Josh explains that the key to organizational adaptability is focusing on skills. The traditional job-centered HR systems need to evolve to support a more dynamic and flexible skills-based approach that can enhance talent mobility and organizational efficiency.

  • 00:25:00 - 00:33:35

    The evolution of HR technologies is critical. Legacy systems are not equipped to handle skills-based structures. New tools assess individual skills and align them with business needs, offering more agile talent management solutions. Success requires integrating skills data across HR functions.

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Carte mentale

Vidéo Q&R

  • Who is the keynote speaker?

    Josh Buron is the keynote speaker.

  • What is the main topic discussed by Josh Buron?

    The main topic is how skills are transforming the talent landscape and the role of data-driven strategies.

  • What are some of the challenges faced by companies today?

    Companies face labor shortages, industry transformations, changing workforce behaviors, and the need for dynamic organizational structures.

  • How have job architectures evolved over time?

    Job architectures have evolved from fixed roles to more flexible, skills-based systems.

  • What impact does AI have on organizations?

    AI accelerates transformation, allowing for more agile and dynamic organizational changes.

  • Why is internal mobility important?

    Internal mobility allows for effective talent utilization and helps organizations adapt quickly to changes.

  • How does Netflix exemplify a skills-based organization?

    Netflix is described as a skills meritocracy with high operational efficiency and no traditional performance management.

  • What is the significance of a meritocracy based on skills?

    It encourages the best talent usage, adaptability, and flexibility within an organization.

  • Why are data and tools important in assessing employee skills?

    They provide insights into employees’ capabilities, enabling better talent management and development strategies.

  • How do skills relate to business success?

    A strong skills focus can lead to better performance, adaptability, and success in new business areas.

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  • 00:00:00
    but first we are absolutely thrilled to
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    introduce our keynote speaker Josh buron
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    as a globally recognized industry
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    analysts and Visionary in HR talent and
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    Workforce strategies Josh has shaped how
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    we think about the future of work at shl
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    we're proud to have a strong partnership
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    with the Josh Veron company and we were
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    especially honored to be recognized by
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    them as an AI Trailblazer in the HR Tech
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    space today Josh will offer his expert
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    insights on how skills are transforming
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    Talent landscape and why datadriven
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    strategies are key to unlocking your
  • 00:00:34
    organization's full potential without
  • 00:00:37
    further Ado please join me in welcoming
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    Josh
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    Bon thank you Lucy this is quite a quite
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    an experience we have here um so what
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    I'm going to do for about um 30 minutes
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    is is move up a little bit and talk
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    about not only how skills systems work
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    and um how they fit together
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    but really the bigger context for how
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    they affect your company and this is a
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    body of research we call the dynamic
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    organization um you know we've already
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    heard the preface I would say there are
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    really four things that are affecting
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    companies this year number one is we do
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    have Labor shortages all over the world
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    in the United States we're now back to
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    4.1% unemployment rate again um I think
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    this is going to be a long-term problem
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    because of the low birth rate around the
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    world so this idea that you're going to
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    hire people whenever you need them and
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    replace them as needed is just not going
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    to work number two we talked a little
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    bit about the data from Accenture on
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    transformation I would say it's 100% of
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    the companies it's not 50% every single
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    company I talk to is going through a
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    transformation forced by
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    technology the comp the climate change
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    the the labor market or competitive
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    pressures in fact we think Industries
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    are changing Industries are emerging
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    industries that used to be isolated like
  • 00:02:04
    automobile or manufacturing or moving
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    into more um integrated
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    Industries and I'm a very big fan and we
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    just launched a big product on AI and
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    then the fourth is the one that's maybe
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    the most important but the least
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    discussed which is that the workforce of
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    today behaves very different
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    from the workforce that was around when
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    we defined talent management 20 years
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    ago we now live in a world where we have
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    five generations of workers young people
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    see their jobs with your company as a
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    fleeting opportunity before they do
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    something else they're not they're
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    willing to work part-time they're
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    willing to work
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    remotely uh they they want to move ahead
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    in their careers as fast as they
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    possibly can regardless of of the
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    trajectory of other people you know in
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    the hierarchy um and they're very highly
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    skilled in different areas that are not
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    clear from their educational experiences
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    or their job history people are picking
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    up skills all over the place that we
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    don't know about so we have really in
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    some sense a more um diverse and highly
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    skilled Workforce than we ever did
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    before and
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    economically what this shows you is this
  • 00:03:26
    is by the way just to you know give you
  • 00:03:28
    a sense of how I see it
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    the unemployment rate which we always
  • 00:03:32
    thought was C cyclical based on
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    recessions isn't really cyclical it's
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    really going down this is 50 years it's
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    really going down steadily um so this
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    this problem of not enough workers is
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    just a long-term problem if you map that
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    which is the blue line at the bottom
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    against GDP and This Is Us data you can
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    see that there's this growing gap
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    between the number of workers which is
  • 00:03:57
    the teal line and the total output of
  • 00:04:00
    the economy and what that means is that
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    the value of each individual employee or
  • 00:04:06
    each individual person in your company
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    is skyrocketing much much higher than
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    inflation so if you don't have the right
  • 00:04:13
    person in the right job or if you
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    haven't given them the right tools and
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    skills and capabilities or if you're not
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    well aligned you're not going to be on
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    that red Curve Your competitor may be
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    and we're becoming even more human
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    capital Centric as organizations and
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    there's a lot of economic data to prove
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    that um you know that that supports some
  • 00:04:33
    of the things that came out from
  • 00:04:34
    Accentra and McKenzie um the way we see
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    it if you take a step back is this is
  • 00:04:39
    actually a very long-term Trend in the
  • 00:04:43
    um 1800s and
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    1700s organizations which we called
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    Farms or or or guilds they weren't even
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    called companies were mostly um human
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    centered uh groups of people and if you
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    wanted to farm twice as much land you
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    needed twice as many farmers or twice as
  • 00:05:01
    many cows or twice as many whatever and
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    then when we got machines we realized we
  • 00:05:06
    don't need so many people maybe we can
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    get the machines to do more work and and
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    we started to really develop HR
  • 00:05:13
    practices around human capital as labor
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    and we had this clear definition between
  • 00:05:19
    management and Labor Management decided
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    what to do labor did it and a lot of the
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    early competency models and skill
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    systems were based on this idea that you
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    know you are given a job the job is
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    fixed in space and you have to put
  • 00:05:34
    yourself into the job the job doesn't
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    become you you become the job that all
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    changed around 1980 1990 when we started
  • 00:05:43
    to get technology and all of a sudden we
  • 00:05:45
    had transparency between companies we
  • 00:05:47
    had transparency of people between
  • 00:05:50
    companies it became easier to move
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    between jobs and all of a sudden we
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    realized that these fixed job
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    architectures were actually not evolving
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    fast enough and I actually think one of
  • 00:06:00
    the biggest problems companies have is
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    the job architecture which I'm going to
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    show you in a minute and that's kind of
  • 00:06:06
    where we've been until the last year or
  • 00:06:08
    two where we suddenly had Ai and what AI
  • 00:06:11
    does is is just accelerated this
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    transformation and I'll show you a
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    picture of this but the big you know
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    change that's taking place is not only
  • 00:06:19
    the way I I was just by the way just
  • 00:06:20
    this morning I was listening to CNBC the
  • 00:06:23
    CEO of Honeywell Honeywell is going
  • 00:06:26
    through a massive transformation
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    spinning off a chem business getting
  • 00:06:30
    into energy doing a bunch of different
  • 00:06:32
    things and the CEO talking to Jim Kramer
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    said one of our biggest challenges or is
  • 00:06:36
    basically our org design how are we
  • 00:06:38
    going to design this new company to meet
  • 00:06:40
    these new needs and this is because of
  • 00:06:43
    these factors and the way the world has
  • 00:06:46
    speeded up and the and each individual
  • 00:06:48
    has so much more power and capability
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    and potential to add value in the
  • 00:06:53
    company that we have to think about our
  • 00:06:55
    companies different and that's what
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    really led us to this Dynamic organ
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    ization research if you don't believe
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    what I'm saying let me let me just show
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    you this data this is about a year old
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    but you can see that the genz workers if
  • 00:07:08
    you look at the the the 43% number only
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    43% of gen Z workers today believe it is
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    worth their time to go beyond the job to
  • 00:07:18
    make you know to improve their career
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    now I don't I'm not going to make a
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    value judgment about why people say that
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    but it just shows you that we're living
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    in a different world the Baby Boomers
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    are at the bottom and you know those of
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    you that are Baby Boomers and I know
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    there's fewer of us around um you know
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    we were kind of you know in some sense
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    trained that our careers were all about
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    strapping ourselves into a company and
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    kind of working our way up the corporate
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    pyramid until we got to you know the the
  • 00:07:45
    the best we could do and then retiring
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    this is not what the world is like
  • 00:07:49
    anymore people are have very high
  • 00:07:52
    expectations they're activated we call
  • 00:07:54
    this employee activation um they demand
  • 00:07:58
    improvements in their career
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    they demand control over their jobs they
  • 00:08:02
    want flexibility you can tell them they
  • 00:08:05
    have to go to the office and a lot of
  • 00:08:07
    them will just quit and find another job
  • 00:08:09
    and they want to make sure that the work
  • 00:08:11
    they're doing in your company has some
  • 00:08:13
    impact on the broader society and these
  • 00:08:15
    are you know complex um Dynamics for a
  • 00:08:18
    CEO who's measured by the stock market
  • 00:08:20
    on profit loss and growth so we have a
  • 00:08:24
    much different environment to deal with
  • 00:08:26
    and and you know the interesting thing
  • 00:08:28
    about this is this used to be this sort
  • 00:08:30
    of started in the tech Market where the
  • 00:08:32
    tech companies were very highly
  • 00:08:34
    empowered and they had agile work models
  • 00:08:36
    and you know oversized benefits and I
  • 00:08:39
    mean I remember tech companies in San
  • 00:08:41
    Francisco before the pandemic that had
  • 00:08:43
    open bars and you know sleeping rooms
  • 00:08:46
    and all sorts of straight crazy stuff
  • 00:08:49
    this is everywhere now this is in all
  • 00:08:50
    Industries this is in all geographies
  • 00:08:53
    we're all facing you know many many of
  • 00:08:55
    these same issues because they've
  • 00:08:57
    they've really come from the workforce
  • 00:09:00
    changing its expectations changing its
  • 00:09:02
    needs changing its um its uh its its
  • 00:09:06
    demands now this is a little bit more
  • 00:09:08
    data similar to what you saw earlier but
  • 00:09:10
    let me point out one thing if you look
  • 00:09:11
    at the PWC chart this is the one that
  • 00:09:13
    got me the most half of the CEOs
  • 00:09:17
    interviewed in January of this year
  • 00:09:19
    believed that their company as it exists
  • 00:09:21
    today will not exist in 10 years I would
  • 00:09:24
    be venture to say it's probably more
  • 00:09:26
    like five years and of those CEOs
  • 00:09:29
    60 to 70% also said that they believe
  • 00:09:34
    they have to spend more time on
  • 00:09:35
    transformation and less time on
  • 00:09:38
    execution now that is a very different
  • 00:09:40
    way of thinking about an organization
  • 00:09:42
    than we used to do because you know in
  • 00:09:44
    most of my career it was all about
  • 00:09:46
    execution hitting the numbers growth
  • 00:09:49
    taking care of customers that's still
  • 00:09:51
    important but now we have to do it in
  • 00:09:54
    the context of of addressing and
  • 00:09:56
    managing and building this change and
  • 00:09:59
    and as I talked about earlier the uh the
  • 00:10:02
    employee base is more than willing to
  • 00:10:04
    help us do this but we have to take
  • 00:10:06
    advantage of the fact that they want to
  • 00:10:08
    be involved and they want to be
  • 00:10:09
    empowered or what we call activated and
  • 00:10:13
    that gets to the issue of skills because
  • 00:10:15
    if you really look at what gets in the
  • 00:10:17
    way of a Boeing or a Nike or a Southwest
  • 00:10:21
    Airlines I mean you can read every day
  • 00:10:23
    in the Wall Street Journal about a
  • 00:10:24
    company that's fallen behind in their
  • 00:10:26
    industry for some reason is really the
  • 00:10:28
    issue of of the employees not adapting
  • 00:10:31
    fast enough to the needs of the business
  • 00:10:34
    they they may not be growing fast enough
  • 00:10:37
    they may not feel that it's in their
  • 00:10:38
    best interest to move to a new role or
  • 00:10:40
    take on a new responsibility or they're
  • 00:10:43
    just not even sure what to do and a lot
  • 00:10:45
    of the skills-based organization stuff
  • 00:10:47
    which I'm going to talk about in a
  • 00:10:48
    minute has to do with not just giving
  • 00:10:52
    people great skills tools and
  • 00:10:53
    assessments and development but giving
  • 00:10:55
    people a sense of
  • 00:10:57
    self-confidence that they can reinvent
  • 00:10:59
    their career they can reinvent their
  • 00:11:02
    role and that we're going to be there to
  • 00:11:03
    help them because when you do that the
  • 00:11:06
    company performs at a much higher rate
  • 00:11:08
    and that's what this research is about
  • 00:11:10
    so we finished this research about last
  • 00:11:12
    fall and what we basically found is that
  • 00:11:15
    the companies that are
  • 00:11:17
    outperforming are operating in a
  • 00:11:19
    different way they have a more flattened
  • 00:11:22
    team Centric way of getting things done
  • 00:11:26
    they still have job levels and job
  • 00:11:27
    titles but they're much less rigid
  • 00:11:30
    there's much more cross functional Co
  • 00:11:33
    cooperation and there's a meritocracy
  • 00:11:36
    based on skills and capabilities and I
  • 00:11:38
    don't want to overuse the word skill
  • 00:11:40
    because I think the word skill is
  • 00:11:41
    getting to be a dangerous word and I'll
  • 00:11:43
    talk about why I mean that in a minute
  • 00:11:45
    but you know if I know that somebody in
  • 00:11:49
    the company is really good at X whatever
  • 00:11:51
    X may be and they're in a job where
  • 00:11:53
    they're not able to use that skill
  • 00:11:55
    because of the responsibilities of the
  • 00:11:56
    team that they're they're affiliated
  • 00:11:58
    with why would I not let that person
  • 00:12:01
    spend part of their time helping
  • 00:12:03
    somebody else or working on another
  • 00:12:05
    project as well and this is what young
  • 00:12:07
    people want that's the reason they're
  • 00:12:10
    activated that's the reason they're
  • 00:12:11
    asking for um you know New Opportunities
  • 00:12:14
    is because they want to operate in a
  • 00:12:16
    more Dynamic organization and now this
  • 00:12:19
    idea of operating in a dynamic way
  • 00:12:22
    really started with agile software teams
  • 00:12:24
    long ago maybe more like 40 50 years ago
  • 00:12:26
    it started actually at IBM down here in
  • 00:12:29
    Jose but it is now a something you can
  • 00:12:32
    do globally you know buyer
  • 00:12:34
    pharmaceutical which is one of the
  • 00:12:35
    largest Pharma companies in the world
  • 00:12:37
    has just created an agile work model ing
  • 00:12:40
    started this Unilever works this way a
  • 00:12:43
    lot of product companies consumer-based
  • 00:12:47
    companies obviously retailers and others
  • 00:12:49
    work this way so I could give you lots
  • 00:12:50
    and lots examples of this but this
  • 00:12:54
    doesn't work unless you have a skills
  • 00:12:56
    architecture under the covers because
  • 00:12:58
    the old model of work going back to the
  • 00:13:01
    Industrial Age was based on the picture
  • 00:13:03
    on the left now this is a very kind of
  • 00:13:05
    profound chart so I just want you to
  • 00:13:07
    look at it and think about it for a
  • 00:13:08
    minute in the old world we defined a job
  • 00:13:11
    title a job level a job description job
  • 00:13:14
    competencies and that was defined by you
  • 00:13:18
    know maybe maybe a manager maybe an HR
  • 00:13:21
    team maybe we just picked it up off a
  • 00:13:23
    book and we just kind of copied it and
  • 00:13:26
    decided that's what this job is and then
  • 00:13:28
    we found a person that could fit into
  • 00:13:30
    that job and we assessed them against
  • 00:13:32
    the job and then they did work and the
  • 00:13:35
    Technologies like uh the HCM systems the
  • 00:13:38
    payroll systems the training systems
  • 00:13:40
    were all designed around this um and we
  • 00:13:44
    sort of assigned skills to these jobs
  • 00:13:46
    and we said look if you want to get
  • 00:13:47
    promoted to the next level uh level 14
  • 00:13:50
    from level 13 or level 59 from Level 58
  • 00:13:53
    by the way a lot of companies have 60 70
  • 00:13:56
    levels um you know you got to develop
  • 00:13:58
    these new skills
  • 00:13:59
    and eventually of course you move into
  • 00:14:01
    management you get a whole bunch of new
  • 00:14:02
    skills in the new world it's a different
  • 00:14:05
    idea the new world is essentially saying
  • 00:14:08
    every person has a very broad
  • 00:14:11
    constellation of skills those skills of
  • 00:14:14
    course need to be applied to the
  • 00:14:16
    relevant work or job that this person or
  • 00:14:19
    assignment that this person is in but we
  • 00:14:21
    need to manage the organization in a way
  • 00:14:24
    that as we need new new skills and new
  • 00:14:26
    capabilities that we can move people
  • 00:14:28
    around and potentially reskilled people
  • 00:14:31
    to meet these new needs without this job
  • 00:14:33
    architecture getting in the way because
  • 00:14:35
    the problem of the job architecture
  • 00:14:37
    created was that the manager didn't want
  • 00:14:39
    to let this person leave their team the
  • 00:14:41
    manager wasn't comfortable redesigning
  • 00:14:43
    the team because it might hurt their
  • 00:14:45
    span of control or their level the
  • 00:14:47
    person was nervous about changing
  • 00:14:49
    opportunities because they weren't sure
  • 00:14:50
    if their performance appraisal would be
  • 00:14:52
    affected by this new opportunity and we
  • 00:14:54
    didn't have a lot of focus on Learning
  • 00:14:56
    and Development Across job families
  • 00:14:59
    by skills to facilitate this new world
  • 00:15:02
    now so so this is kind of a big
  • 00:15:05
    architectural change and what it also
  • 00:15:07
    affected was the tech stack and what
  • 00:15:10
    happened in tech for those of you that
  • 00:15:11
    are in the HR Tech space is a lot of the
  • 00:15:14
    systems that we purchased in the 60s 7s
  • 00:15:16
    and 80s were not designed for this more
  • 00:15:19
    agile model so all of the te
  • 00:15:21
    Technologies we use for core HR for
  • 00:15:24
    payroll for recruiting for learning for
  • 00:15:27
    pay for even Dei and so forth were based
  • 00:15:31
    on the job title the job level the job
  • 00:15:33
    competencies and and so we we we found
  • 00:15:36
    that it was actually much harder to do
  • 00:15:38
    than we thought because you know even in
  • 00:15:40
    a product like workday you can't really
  • 00:15:43
    set workday up to have two or three
  • 00:15:45
    managers working on two or three things
  • 00:15:47
    it doesn't work that way it was never
  • 00:15:48
    designed to do that so this new layer of
  • 00:15:51
    software in the green which we call
  • 00:15:53
    Talent intelligence was created and this
  • 00:15:56
    is you know tools like what shl does
  • 00:15:59
    and others that can identify skills of
  • 00:16:03
    individuals and not only assess them but
  • 00:16:06
    use that skills data to match them
  • 00:16:08
    against opportunities roles or projects
  • 00:16:11
    and then um you know kind of get out of
  • 00:16:13
    the way of this core technology at the
  • 00:16:15
    bottom and that's really been you know
  • 00:16:17
    kind of the big thing that's been
  • 00:16:18
    happening the last year and that doesn't
  • 00:16:21
    just mean a skill so let me talk about
  • 00:16:23
    this word
  • 00:16:24
    skill so I actually believe that the
  • 00:16:28
    skills based organization is a silly
  • 00:16:31
    phrase and i' I've had a little bit of a
  • 00:16:33
    problem with it from the beginning
  • 00:16:35
    because I'm um 68 and I graduated from
  • 00:16:39
    college in
  • 00:16:41
    1978 and I was my skills were assessed
  • 00:16:44
    in my very first job so this is not a
  • 00:16:47
    new idea we've been assessing skills and
  • 00:16:49
    using skills to hire people for a lot
  • 00:16:52
    longer than I've been around what's
  • 00:16:54
    different is that we now have data and
  • 00:16:57
    tools that can give us skills
  • 00:16:59
    information from people that was hard to
  • 00:17:02
    find because we didn't know what
  • 00:17:04
    somebody's skills were unless we sent
  • 00:17:05
    them to a test or an assessment maybe we
  • 00:17:08
    didn't have the money to do that so we
  • 00:17:09
    got these Talent intelligence systems
  • 00:17:12
    that could get this kind of
  • 00:17:13
    information and as we did that we
  • 00:17:16
    started to build skills databases and
  • 00:17:19
    where most companies are today is
  • 00:17:21
    they're in somewhere in a um some form
  • 00:17:24
    of trying to figure out where do we put
  • 00:17:26
    skills data in these different platforms
  • 00:17:29
    the recruiting systems use skills data
  • 00:17:31
    to try to find candidates that are
  • 00:17:34
    diverse and not necessarily have done
  • 00:17:36
    the job before that we're looking for
  • 00:17:38
    the training systems are trying to use
  • 00:17:40
    skills to develop training materials and
  • 00:17:42
    developmental experiences the uh Talent
  • 00:17:45
    Marketplace systems we're going to talk
  • 00:17:47
    about this more with shl in a few
  • 00:17:48
    minutes are there to help people decide
  • 00:17:50
    when they want to move from role to role
  • 00:17:53
    and then we try to take all that data
  • 00:17:54
    and we try to put it together I would
  • 00:17:56
    argue to you that it's actually been a
  • 00:17:59
    somewhat dysfunctional experience we
  • 00:18:02
    were promised all sorts of things that
  • 00:18:04
    didn't work out we thought that the data
  • 00:18:07
    in the Erp was somehow going to be the
  • 00:18:09
    center of all these skills tools and we
  • 00:18:11
    were going to use it products like
  • 00:18:13
    workday and Oracle and sap were immature
  • 00:18:15
    they didn't really have the skills the
  • 00:18:17
    external skills data they needed and we
  • 00:18:19
    found ourselves with a lot of companies
  • 00:18:21
    we've been doing this constantly trying
  • 00:18:23
    to build skills-based strategies and
  • 00:18:25
    getting unfocused and what we basically
  • 00:18:27
    you know came up with is realized that
  • 00:18:29
    we needed to go through this learning
  • 00:18:31
    curve where we learned what we were
  • 00:18:34
    doing with these different tools to
  • 00:18:36
    apply them to Unique Solutions and
  • 00:18:39
    that's really where we are a
  • 00:18:41
    skills-based organization is not an
  • 00:18:43
    organization that has 25,000 skills in a
  • 00:18:45
    database that everybody's clicking on to
  • 00:18:47
    tell you what their skill is it's an
  • 00:18:49
    organization that operates as a
  • 00:18:51
    meritocracy that understands enough
  • 00:18:53
    about the skills of each individual
  • 00:18:55
    using assessments and other science like
  • 00:18:58
    sh
  • 00:18:59
    and makes business decisions and talent
  • 00:19:01
    decisions using skills not primar not
  • 00:19:05
    exclusively but using skills as a core
  • 00:19:08
    way of deciding how to operate the
  • 00:19:10
    company and not assuming that if
  • 00:19:12
    somebody's in this job they're going to
  • 00:19:14
    be niched into this area and they're not
  • 00:19:16
    capable of doing something else in some
  • 00:19:18
    ways it's really just a form of
  • 00:19:20
    meritocracy and um when we look at where
  • 00:19:23
    these skills-based initiatives pay off
  • 00:19:26
    they tend to pay off in very pragmatic
  • 00:19:29
    projects or Solutions the most um sort
  • 00:19:32
    of General one is we're underperforming
  • 00:19:35
    we have a manufacturing team that's
  • 00:19:37
    behind on their numbers or producing
  • 00:19:39
    poor quality product we have a sales
  • 00:19:41
    team that's not hitting their numbers we
  • 00:19:43
    have a marketing team that's not keeping
  • 00:19:44
    up with the market whatever it may be
  • 00:19:47
    and we or our nursing team that's not
  • 00:19:49
    delivering good care and we go into that
  • 00:19:52
    group and we look at what they're doing
  • 00:19:55
    and we work with line management and we
  • 00:19:57
    figure out what the core skill are of
  • 00:19:59
    the highly successful people and we
  • 00:20:01
    assess people against that model and we
  • 00:20:03
    figure out what the gaps are that's core
  • 00:20:05
    performance Consulting Learning and
  • 00:20:07
    Development assessment based delivery of
  • 00:20:11
    solutions the second of course is in
  • 00:20:13
    sourcing and recruiting we have a gap in
  • 00:20:16
    the organization we're moving into new
  • 00:20:17
    business area we're moving into new
  • 00:20:19
    product Dimensions we need people who
  • 00:20:21
    know about this new stuff can we hire
  • 00:20:23
    them can we find them internally do we
  • 00:20:26
    even need to hire them maybe we can
  • 00:20:27
    retrain the people we have that's number
  • 00:20:29
    two and number three is where a company
  • 00:20:32
    has an existential change and this is a
  • 00:20:35
    this is a situation like Intel where
  • 00:20:37
    they woke up one day and they realized
  • 00:20:39
    that all the technology and science and
  • 00:20:41
    R&D they had done on memory and compute
  • 00:20:45
    and other forms of semiconductors wasn't
  • 00:20:48
    really needed because everybody wanted
  • 00:20:50
    Ai and so a lot of work went into and we
  • 00:20:54
    worked with them a bit on this in the
  • 00:20:55
    early stages of figuring out what are
  • 00:20:57
    the capabilities of and skills they
  • 00:20:59
    needed to move into these new Industries
  • 00:21:00
    I you know when I was listening to the
  • 00:21:01
    CEO of Honeywell this morning he was
  • 00:21:03
    explaining that Honeywell is becoming an
  • 00:21:05
    energy company they want to get into
  • 00:21:07
    hydrogen and other forms of uh you know
  • 00:21:10
    different energy molecules and their
  • 00:21:13
    traditional business was basically in
  • 00:21:15
    air conditioning and heating systems for
  • 00:21:17
    large or large B large uh you know
  • 00:21:19
    buildings talk about a reskilling
  • 00:21:21
    transformation over there so this is
  • 00:21:23
    going on all the time and that to me is
  • 00:21:25
    where this stuff really matters now how
  • 00:21:28
    do you do it um I'm going to let Lucy
  • 00:21:31
    talk about this later but one of the
  • 00:21:33
    most important ways to you know really
  • 00:21:35
    adopt skills-based technology and use it
  • 00:21:38
    is to improve internal Mobility because
  • 00:21:41
    really what we found in a dynamic
  • 00:21:43
    organization study was that the
  • 00:21:45
    companies that are really operating
  • 00:21:47
    quickly don't only have a skills
  • 00:21:49
    meritocracy and a language of skills and
  • 00:21:52
    by the way a lot of the success is is
  • 00:21:54
    reducing the number of skills you want
  • 00:21:56
    to talk about nobody can run a company
  • 00:21:58
    with 25,000 skills there probably are 30
  • 00:22:02
    or 40 or 20 or 10 that really really
  • 00:22:05
    matter and so you know a lot of our work
  • 00:22:07
    in HR is to advise the businesses to
  • 00:22:10
    refine these models down to the bare
  • 00:22:13
    minimum so we can really focus and then
  • 00:22:15
    using that information to decide how do
  • 00:22:18
    we give somebody a new opportunity how
  • 00:22:19
    do we give them a new project how do we
  • 00:22:21
    get them multiple project assignments so
  • 00:22:24
    they can develop themselves and then as
  • 00:22:26
    we start moving people around in this
  • 00:22:28
    more Dynamic way we see and learn things
  • 00:22:31
    about our company that we didn't know
  • 00:22:33
    before for example there's an insurance
  • 00:22:35
    company we've done a lot of work with
  • 00:22:36
    that started a skills-based organization
  • 00:22:39
    strategy using a talent Marketplace and
  • 00:22:42
    one of the things they found was that
  • 00:22:44
    there was a massive um you know you know
  • 00:22:47
    sort of knowledge base in the company
  • 00:22:49
    and statistics that wasn't being used
  • 00:22:52
    because the actuary the Actuarial
  • 00:22:54
    Department was basically walled off
  • 00:22:56
    because in the insurance industry the
  • 00:22:58
    ACT department is kind of like an R&D
  • 00:23:00
    Group Well it turned out they had a lot
  • 00:23:02
    of projects and a lot of work they
  • 00:23:03
    needed to do that they were Outsourcing
  • 00:23:05
    to third parties and there were people
  • 00:23:07
    inside the company in marketing and IT
  • 00:23:09
    and other places that wanted to get
  • 00:23:10
    involved in those projects they opened
  • 00:23:12
    that up and all of a sudden they had
  • 00:23:13
    this massive Improvement in productivity
  • 00:23:15
    and reduction in contractor spend this
  • 00:23:18
    happens in technology all the time we
  • 00:23:20
    need a cyber security expert you know
  • 00:23:22
    maybe there's somebody in the
  • 00:23:23
    organization that has experience in
  • 00:23:24
    cyber security because the IT people
  • 00:23:26
    don't have somebody quite skilled in
  • 00:23:28
    this area it happens all the in supply
  • 00:23:30
    chain um you know this is really you
  • 00:23:33
    know really the business case for
  • 00:23:34
    building a skills based
  • 00:23:36
    organization now the last thing I want
  • 00:23:38
    to talk about is is
  • 00:23:40
    shl and I've actually worked with shl
  • 00:23:43
    for I don't know 25 years I think I've
  • 00:23:45
    been working with you guys Lucy um and
  • 00:23:49
    and and the question that comes up and I
  • 00:23:51
    think the issue that you probably run
  • 00:23:53
    into is if I buy one of these new
  • 00:23:55
    whizbang AI tools and I turn it on
  • 00:23:59
    am I getting all the information I need
  • 00:24:01
    and so let me give you just a little bit
  • 00:24:02
    of concept for how to think about these
  • 00:24:05
    these database
  • 00:24:06
    Technologies um starting on the left to
  • 00:24:09
    right what I'm trying to do here is
  • 00:24:11
    giving you four scenarios for how you
  • 00:24:13
    could do skills based assessment and
  • 00:24:15
    development in organization on the far
  • 00:24:18
    left if you use an AI tool if you have
  • 00:24:22
    um you know Eightfold or beamery or Glo
  • 00:24:25
    or one of those you're going to get
  • 00:24:27
    inference based skills and what they do
  • 00:24:30
    is they read your resume and they look
  • 00:24:32
    at your job history and they assume that
  • 00:24:35
    because of where you worked and when you
  • 00:24:37
    worked and maybe a little bit about your
  • 00:24:39
    role that you're probably going to know
  • 00:24:41
    these things and they're you know
  • 00:24:43
    they're reasonably predictive about your
  • 00:24:46
    Technical and professional skills but of
  • 00:24:48
    course they're not really um they don't
  • 00:24:51
    really know who you are as a person and
  • 00:24:53
    they're mostly useful for sourcing and
  • 00:24:55
    the reason they're useful for sourcing
  • 00:24:58
    is that if you don't have that
  • 00:24:59
    information the only way you can tell if
  • 00:25:01
    somebody's a fit for a job is if they've
  • 00:25:03
    done it before and sometimes they
  • 00:25:05
    haven't done it before or their job
  • 00:25:07
    title was different so those are you
  • 00:25:09
    know very high value um you know sort of
  • 00:25:12
    predictive sourcing tools to open up the
  • 00:25:14
    apperture of sourcing the second level
  • 00:25:16
    is for development you're in L&D you're
  • 00:25:19
    doing sales training you're doing
  • 00:25:21
    leadership development you're doing uh
  • 00:25:23
    operational skills development and you
  • 00:25:25
    really need to know whether anybody is
  • 00:25:27
    learning anything and where are they in
  • 00:25:30
    the learning scale and maybe you have a
  • 00:25:31
    certification program or an academy and
  • 00:25:33
    you have you know 100 200 300 level
  • 00:25:36
    courses and we need to know what is this
  • 00:25:39
    person's Gap a lot of times the managers
  • 00:25:41
    can can be involved in that form of
  • 00:25:43
    assessment you can get information from
  • 00:25:45
    peers and usually there might be a
  • 00:25:48
    testing process to do this and those are
  • 00:25:50
    useful because I can give somebody a
  • 00:25:52
    much more deterministic developmental
  • 00:25:55
    approach and we don't have to force them
  • 00:25:56
    to go through a whole bunch of training
  • 00:25:57
    they don't need
  • 00:25:59
    then you get to number three and this is
  • 00:26:00
    where shl comes in in a big way and by
  • 00:26:03
    the way shl is used for number one and
  • 00:26:04
    number two also number three is where
  • 00:26:07
    you say okay we're going to give this
  • 00:26:09
    person a big new job we're going to get
  • 00:26:11
    them to run this project we're going to
  • 00:26:13
    get them to lead this team we're going
  • 00:26:15
    to get them to run this big we're going
  • 00:26:16
    to put them on a really big account or
  • 00:26:18
    we're going to give them a big marketing
  • 00:26:19
    project or a big IT project and so we
  • 00:26:23
    don't really necessarily believe that
  • 00:26:25
    the technical skills that we've been
  • 00:26:27
    assessing in the past
  • 00:26:29
    completely describe what the needs are
  • 00:26:31
    of this bigger job so we need a broader
  • 00:26:34
    context for what this person is capable
  • 00:26:36
    of doing and usually this is where we
  • 00:26:38
    really do need to assess somebody's
  • 00:26:40
    capabilities through 360s through peer
  • 00:26:43
    assessments and other tools to give this
  • 00:26:45
    person a sense of their leadership
  • 00:26:47
    capabilities and that's a journey that's
  • 00:26:49
    not a yes or no and and part of that
  • 00:26:52
    assessment is is this person ready and
  • 00:26:54
    of course part of the assessment is uh
  • 00:26:56
    what are the gaps this person's going to
  • 00:26:58
    run run into and can we possibly support
  • 00:27:00
    them that's really one of the biggest
  • 00:27:02
    areas where shl is played and of course
  • 00:27:05
    one of the things shl's done for the
  • 00:27:08
    last multiple decades is assessed
  • 00:27:11
    millions and millions of people in these
  • 00:27:13
    higher level roles and come up with a
  • 00:27:16
    science of what are these things that
  • 00:27:18
    you need to move to these higher level
  • 00:27:20
    roles the fourth level is what I call
  • 00:27:23
    skill
  • 00:27:24
    superiority where you're reaching a
  • 00:27:26
    point in your company or your project or
  • 00:27:28
    your initiative where you're really
  • 00:27:31
    looking for an exceptional um what we
  • 00:27:34
    call high density performer somebody
  • 00:27:37
    that is a superstar somebody that is
  • 00:27:39
    capable of doing 10 times as much work
  • 00:27:42
    as somebody else these people are out
  • 00:27:44
    there in fact there's an interesting a
  • 00:27:45
    lot of interesting research that shows
  • 00:27:47
    that the way organizations actually work
  • 00:27:49
    is that it isn't really a bell curve of
  • 00:27:51
    distribution it's really what's called a
  • 00:27:53
    power curve where a small number of
  • 00:27:56
    hyper High performing people in each
  • 00:27:59
    domain are very very very capable of
  • 00:28:02
    doing certain things because of their
  • 00:28:05
    nature because of their backgrounds
  • 00:28:06
    because of just the way they think and
  • 00:28:08
    we need to help them outperform and put
  • 00:28:11
    them into roles where they can do even
  • 00:28:13
    more exceptional things and we need to
  • 00:28:14
    figure out who they are so that we can
  • 00:28:16
    move them around and and give them the
  • 00:28:18
    best capabilities and on the right side
  • 00:28:21
    of this chart I think you'll find that
  • 00:28:23
    the AI based tools just don't get you
  • 00:28:25
    there they they they're a good start but
  • 00:28:29
    uh this is where you know the high value
  • 00:28:31
    assessments and the science and the data
  • 00:28:33
    from NHL comes
  • 00:28:35
    in so that's just a little bit about it
  • 00:28:38
    um let me give you one little quick
  • 00:28:40
    quick case study on this and then I'll
  • 00:28:42
    wrap up um you know you can look at this
  • 00:28:45
    Dynamic organization idea across many
  • 00:28:47
    many Industries and I had a in fact I
  • 00:28:50
    had an interesting conversation with the
  • 00:28:51
    head of talent management at one of the
  • 00:28:53
    big three automakers the other day and
  • 00:28:55
    he told me the problem there were and he
  • 00:28:57
    was being very honest with me he said
  • 00:28:58
    the problem we ran into with our EV
  • 00:29:01
    business and I don't want to mention the
  • 00:29:03
    name of the company but we built these
  • 00:29:05
    EVs and nobody bought them you know what
  • 00:29:08
    happened to EVS we had a big head fake
  • 00:29:10
    everybody thought we were going to buy
  • 00:29:11
    EVS but actually we didn't buy as many
  • 00:29:13
    EVS as we wanted and he said and the way
  • 00:29:15
    we staffed these EV projects was through
  • 00:29:19
    recruiting we didn't feel that we had
  • 00:29:21
    the capabilities in the company to build
  • 00:29:24
    all these uh you know sort of new
  • 00:29:26
    motorized battery BAS sensor based
  • 00:29:28
    systems we needed so we went out and we
  • 00:29:30
    tried to pick Engineers from rivan and
  • 00:29:32
    Tesla and other places and get them in
  • 00:29:35
    here we gave them a bunch of money we
  • 00:29:36
    got them to build this new car turned
  • 00:29:39
    out they did almost no internal Talent
  • 00:29:41
    Mobility no internal talent management
  • 00:29:43
    no assessment of the skills they had
  • 00:29:44
    inside the organization and he said the
  • 00:29:46
    problem we ran into is number one they
  • 00:29:48
    didn't understand the way our company
  • 00:29:49
    Works number two a lot of them have left
  • 00:29:53
    because they don't want to work here
  • 00:29:54
    because we're not really an EV company
  • 00:29:56
    yet and we're so new with this and we
  • 00:29:59
    left a lot of people behind in the
  • 00:30:01
    company that weren't ready to do this
  • 00:30:03
    and I had a long conversation with them
  • 00:30:05
    and he said look help me figure out how
  • 00:30:08
    to get these people into a more to build
  • 00:30:11
    a more Dynamic organizational culture
  • 00:30:13
    and of course the issue isn't just L &d
  • 00:30:15
    the issue is really the whole company
  • 00:30:16
    and the way the whole company operates
  • 00:30:18
    Netflix is just an example of a company
  • 00:30:20
    that does this exceedingly well most of
  • 00:30:23
    you know that only 10 or 15 years ago
  • 00:30:26
    Netflix is his entire business was
  • 00:30:28
    mailing red envelopes to your house
  • 00:30:31
    they're now the but number one
  • 00:30:33
    technology streaming company in the
  • 00:30:35
    world their revenue per employee is
  • 00:30:37
    twice that of Google talk about high
  • 00:30:40
    density Workforce it's a skills
  • 00:30:42
    meritocracy from top to bottom we've
  • 00:30:44
    visited with them and uh they are
  • 00:30:47
    outperforming their peers in the
  • 00:30:50
    streaming industry by orders of
  • 00:30:52
    magnitude and when you meet them and you
  • 00:30:54
    talk to them about it and you talk to
  • 00:30:56
    them about their talent issues they
  • 00:30:58
    don't even do Performance Management
  • 00:31:00
    they don't think it's even necessary
  • 00:31:02
    they talk about skills and capabilities
  • 00:31:04
    so much that it's a part of the everyday
  • 00:31:06
    conversation of how they run the company
  • 00:31:08
    and that's really to me maybe an iconic
  • 00:31:11
    example of where you kind of want to
  • 00:31:13
    think about
  • 00:31:14
    going okay um that's kind of the story I
  • 00:31:18
    I would say one more thing before I wrap
  • 00:31:20
    up Lucy and send it back to you uh one
  • 00:31:22
    of the biggest things that also happens
  • 00:31:24
    when you get involved in this uh this
  • 00:31:26
    this whole domain is you have to bring
  • 00:31:29
    the HR function together because what
  • 00:31:32
    happens traditionally in HR is we
  • 00:31:34
    created silos of of functional areas we
  • 00:31:37
    had a recruiting team we had a pay team
  • 00:31:40
    we had a team that worked on Dei we had
  • 00:31:42
    a team worked on L&D we had a team that
  • 00:31:44
    worked on careers we had a team that
  • 00:31:45
    worked on uh you know whatever else it
  • 00:31:49
    might be in each of those
  • 00:31:51
    Coes used the skills technology in their
  • 00:31:54
    own way um and and some of them bought
  • 00:31:57
    tool a and some of them bought tool B
  • 00:31:59
    the real sort of value and this this is
  • 00:32:02
    the chart I was trying to show you guys
  • 00:32:03
    the real we call this systemic HR the
  • 00:32:06
    real value of a skills-based
  • 00:32:07
    organization or skills meritocracy as we
  • 00:32:10
    like to call it is coming up with a
  • 00:32:12
    common dialogue and framework across all
  • 00:32:15
    of these functional areas and that takes
  • 00:32:18
    a little bit of soul searching for you
  • 00:32:19
    as an organization and I think we're shl
  • 00:32:22
    can help you and we can certainly help
  • 00:32:24
    you as well and I know we'll hear about
  • 00:32:25
    this from Lauren and Julia is is is
  • 00:32:29
    bringing together the context for this
  • 00:32:31
    looking at the use cases and agreeing on
  • 00:32:34
    how we're going to use various skills
  • 00:32:36
    Technologies in these different business
  • 00:32:38
    decisions of HR because right now it's
  • 00:32:40
    fairly siloed in these different
  • 00:32:42
    functional areas I think we're going to
  • 00:32:44
    get there but this has been a journey as
  • 00:32:46
    I showed you earlier and um the reason I
  • 00:32:49
    think we're going to get there is the
  • 00:32:50
    business drivers for this Dynamic
  • 00:32:53
    organization model are so strong that
  • 00:32:56
    CEOs and chro are not going to stop
  • 00:33:00
    until we figure out how to do this well
  • 00:33:02
    and so to me this is sort of the
  • 00:33:04
    inevitable future of where we go in HR
  • 00:33:07
    and how we run our companies Forever
  • 00:33:09
    high performance and and reliability and
  • 00:33:12
    consistency for long-term uh future as
  • 00:33:15
    the world continues to
  • 00:33:16
    change okay Lucy there you go I'll stop
  • 00:33:19
    there and let you guys continue with the
  • 00:33:22
    program wow thank you
Tags
  • skills
  • workforce
  • transformation
  • AI
  • HR strategies
  • data-driven
  • labor market
  • dynamic organization
  • internal mobility