Case Study : Aligning people capabilities to a company's digital strategy

Aligning people to a

company’s “go digital”

strategy

McKinsey’s research shows that companies

“expect digital initiatives to deliver annual growth and cost efficiencies of

5 to 10 percent or more in the next three to five years.”

The drive to go digital

5-10annual growth and cost efficiencies

%

What will it take to go digital?

InteractivityAnything that impacts

interaction between

people e.g. marketing,

content management

commerce, online

experience etc.

MobilityThe devices that

are connected and

embedded in

everything we use.

AnalyticsThe data that tells

the story and offers

new insights into

products, customers

and business models.

Accenture identifies three key digital capabilities that will

drive these new strategies:

A PeopleTree Group Product

The implication

This may appear to be a very technology-centric

approach, but each of these capabilities impacts the

culture of the company, the type of talent that will be

needed to implement a digital strategy and the

interaction and relationships between people.

This case study will explain how Youlab was used

to answer the following five questions in a

multi-national banking group that was about to

embark on a digital transformation.

How will the digitization process impact

each person’s current role?

How well does each individual match the digital

role that impacts his or her current role?

Should we develop for this role, or should we

redeploy this person to a role with a better fit?

Where is the best opportunity for deployment?

How do we connect people with relevant

development resources?

1

2

3

4

5


Do theanalytics

56

Share theinsights

Clarify the future context

4

The people data platform

2

Thestarting point

1

The 5 digital roles

3


The starting pointDefine the questions you want to answer

How will the digitization process impact each person’s current role?

1. How well does each individual match the digital role that impacts

his or her current role?

2. Should we develop for this role, or should we redeploy this person

to a role with a better fit?

3. Where is the best opportunity for deployment?

4. How do we connect people with relevant development resources?

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


The people data platformCreate a reason for people to give you relevant data

To answer these questions we needed data about 15,000 people

that would help us quickly understand the strengths and talents of

each person, their interest and motivation in changes that would be

happening and their fit to one or more of the five digital roles that

had been identified as important.

The Youlab Career App, a self-directed career management

application, was deployed to everyone over a period of 3 months.

The purpose was to help people identify their strengths, compare

those strengths to the new digital roles and select a personalized

and customized development plan that would help them to prepare

for the future.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


The 5 digital rolesBe clear about what you are looking for

1. Digital Enabler

The Digital Enabler is someone who is comfortable dealing with

clients of all backgrounds and with varying degrees of computer

literacy. The Digital Enabler will manage the electronic lobbies within

the branches. They will encourage, assist and train clients to use our

digital processes. A successful digital enabler will be approachable and

empathetic, understanding the customers problem before identifying

a solution and guiding that customer to a successful resolution.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


The 5 digital roles (cont)Be clear about what you are looking for

2. Digital Champion

This is someone who will communicate our digital strategy to our

customers. Guiding them through new processes and encouraging

their participation in our online banking and online service tools.

The ability to communicate clearly and understand the customer’s

proficiency levels is key.

3. Digital Trainer

Digital Trainers are employees who are able to quickly understand

the new digitized processes, and train their colleagues as well as

digital representatives.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


The 5 digital roles (cont)Be clear about what you are looking for

4. Digital Representative

This role will involve dealing with customers who are using

our digitized processes for the first time. They will need good

communication skills and the ability to understand the customer’s

problems over the telephone or via online support.

5. Digital Citizen

The Digital Citizen will be comfortable with technology, stay

abreast of technology changes and regularly use technology to

improve communication and productivity in their daily activities.

Active participation in social networks, websites and use of mobile

applications are key differentiators of our digital citizens.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


Clarify the future contextHow will things change from the “as-is” to the “to-be”

To determine which role would be most relevant to a person,

we asked them to identify their primary function:

• I support customers telephonically with bank products and services.

• I train other employees on new bank products, processes or services.

• I help customers use bank products, processes or services, in the branch.

• I sell bank products & service to customers.

• I do not interact directly with customers.

Based on their answer, they were guided to the relevant digital role so

that they could compare their strengths to those required and select a

development area to work on.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


Do the analyticsUse the data to answer the questions asked initially

Youlab Analytics then used the Youlab Career App data to

identify talent shortages and surpluses in the various countries and

functional areas, as well as identify talent that could be deployed

into new digital projects.

This data also identified the type of learning resources that

would be needed to accelerate the development of the skills

that would support the digital strategy implementation.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


Share the InsightsMake sure each stakeholder has the

information they need to make better decisions

Within 6 months the business had the analytics it needed to

more accurately and effectively allocate resources to a people

development strategy that would support the digital transformation.

All employees had access to the information they needed to

make smarter career choices and a development plan that would

get them there.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point


Share the Insights (Cont)Make sure each stakeholder has the

information they need to make better decisions

The talent acquisition team could refer to the data to find talent

within the business that could be deployed to meet the growing

demand for certain roles as new business processes and products

were rolled out.

The learning and development team had the information they

needed to purchase and prioritize learning resources and knew

exactly who to deploy those resources to. The talent management

team could work with the business to re-align the workforce and

build new capabilities as the digitization process matured.

The people

data platform

The 5

digital roles

Clarify the

future context

Do the

analytics

Share the

Insights

The

starting point

The rapid collection of data from a sustainable platform

(the Youlab Career App) quickly and accurately answered the five

questions that the business had asked, and built digital capability at scale.

As the McKinsey research concludes with reference to talent “While

executive leadership is important, the most critical thing is midlevel

talent: the “boots on the ground” who can make or break digital

initiatives and are ultimately responsible for bringing products,

services, and offers to market.”


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Case Study : Aligning people capabilities to a company's digital strategy

Data & Analytics

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