Recognizing Labor Pool Challenges - Driving Knowledge Across the Employee Lifecycle

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Recognizing Labor Pool Challenges Driving Knowledge Across the Employee Lifecycle Ken Taylor ([email protected]) President, Training Industry Tracy Cox ([email protected]) Director, Applied Strategies Raytheon Professional Services LLC April 14, 2015 1

Transcript of Recognizing Labor Pool Challenges - Driving Knowledge Across the Employee Lifecycle

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Recognizing Labor Pool ChallengesDriving Knowledge Across the Employee Lifecycle

Ken Taylor ([email protected])President, Training Industry

Tracy Cox ([email protected])Director, Applied Strategies

Raytheon Professional Services LLCApril 14, 2015

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Training Industry Training Industry is a market intelligence firm for corporate learning and development. Our focus is on helping business and training professionals obtain the information, insight

and tools needed to more effectively manage the business of learning.

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Raytheon Professional Services

Raytheon– Over 90 years of innovation– 62,000 employees worldwide– Defense, Homeland Security, Aerospace

Raytheon Professional Services– High consequence training expertise worldwide– Trains more than 2 million people a year– 1,100 learning professionals– Over 100 countries and 28 languages– Learning solutions designed to solve critical business

challenges

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State of the Labor Pool

Need for effective onboarding, knowledge capture, and knowledge transfer processes driven by

– Percentage of the global workforce over age 65 growing rapidly– Median tenure for workers in the U.S. was 4.6 years in 2000; 3.5 years in 2012– “Millennials” under the age of 35 have an average tenure of 2.3 years, making hiring

and onboarding efforts more common– Median age of employees was 42.3 years in 2012; only 39.4 in 2000

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Research Demographics

252 respondents from companies across the globe participated in research

Industries represented– Technology/telecommunications, 16%– Business services, 12%– Financial services, 12%– Healthcare/Medical, 9%– Government, 8%

62% came from HR departments 70% represent leadership roles (managerial/executive) 59% came from organizations with 500+ employees

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The Employee Lifecycle

Addressing the skills gap

– Collaborate with local colleges/universities

– Skill development apprenticeships

– Internships/scholarships

Pre-Employment Onboarding Knowledge

CaptureKnowledge

Transfer

Follow up on 2012 Study– Tools & Technology

– Best practices

– Challenges

– Trends

Demographic shifts– Baby boomer

retirement

– Turnover

– Knowledge retention techniques/tools

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The Employee Lifecycle in the New Millennium

Pre-Employment Onboarding Knowledge

CaptureKnowledge

Transfer

Clear understanding of skills required for their position Information at the pre-employment stage helps potential employees

understand roles, responsibilities, and risks Focused on setting up potential employees for quick assimilation into the

organization and their roles Pre-employment development inherently guided by knowledge transfer

from organizational/process stakeholders

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Labor Pool Effectiveness with Current/Future Hiring Needs

Not at all Somewhat to a moderate extent To a great extent0%

10%

20%

30%

40%

50%

60%

5%

36%

48%

11%

Percentage of respondents, N = 242

41% report that the labor pool does not meet their hiring needs

59% report that the labor pool meets their hiring needs

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Best Practices for Pre-Employment Development

Offering internships and other forms of pre-employment training (e.g., certifications, apprenticeships)

Providing candidates with information about organizational culture and policies Partnering with academic

institutions to develop industry relevant curricula

Providing candidates with realistic job previews

Identifying emerging skill requirements

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The Employee Lifecycle in the New Millennium

Pre-Employment Onboarding Knowledge

CaptureKnowledge

Transfer

Onboarding in many industries often involves compliance requirements and/or certifications

If onboarding is ineffective, high-risk scenarios on the job could result in danger to employees, co-workers, or customers

Consistent implementation of onboarding programs is key to success and safety

Onboarding in high consequence jobs can last significantly longer (6 months to 1 year) compared to most formal onboarding programs (~1 month)

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2012 vs. 2014: Onboarding Effectiveness

Very effective Somewhat effective Somewhat ineffective Very ineffective0%

10%

20%

30%

40%

50%

60%

16%

54%

20%

10%12%

54%

23%

11%

70% Effective

Percentage of 2014 respondents, N = 245 Percentage of 2012 respondents, N = 206

30% Ineffective

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Best Practices for Onboarding Developing a formal onboarding framework Evaluating effectiveness of programs regularly Ensuring consistency in implementation for

ongoing onboarding and training programs Involving leadership before, during and after

the onboarding program Understanding from current employees what

it takes to be successful

84% of organizations using instructor-led training (ILT), meetings, shadowing, and short-form content

rate themselves effective at onboarding

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The Employee Lifecycle in the New Millennium

Pre-Employment Onboarding Knowledge

CaptureKnowledge

Transfer

The process of knowledge capture is integral to continued organizational functioning; without capturing and documenting job tasks, relationships and dependencies, or procedures and processes, there is no content to inform knowledge transfer

Ineffective knowledge capture can represent a single point of failure in many companies’ employee lifecycles

Key component of ensuring knowledge that is transferred is up-to-date with the speed of the market– e.g., Technological advancements, vertical and horizontal market penetration,

growing competitive landscape

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Effective vs. Ineffective Groups’ Use of Knowledge Capture Best Practices

Very effective Somewhat effective Somewhat ineffective Very ineffective0%

5%

10%

15%

20%

25%

30%

35%

40%

5%

33%34%

28%

38% Effective 62% Ineffective

Percentage of respondents, N = 236

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Best Practices for Knowledge Capture

Best Practices– Conducting exit interviews– Documenting job roles and processes– Encouraging mentoring, cross training,

knowledge sharing, and social collaboration

Effective knowledge capture programs are substantially more likely to use:– Knowledge repositories– Assessments– Online FAQs answered by SMEs– Videos

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The Employee Lifecycle in the New Millennium

Pre-Employment Onboarding Knowledge

CaptureKnowledge

Transfer

Transfer of critical knowledge to employees’ successors is vital to high consequence jobs where subject matter expertise is a job requirement

Lack of an effective knowledge transfer strategy can inhibit the development of new and seasoned professionals

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Very effective Somewhat effective Somewhat ineffective Very ineffective0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

6%

42%

34%

18%

3%

36%

33%

28%

Percentage of 2014 respondents, N = 236 Percentage of 2012 respondents, N = 208

2012 vs. 2014: Knowledge Transfer Effectiveness

48% Effective 52% Ineffective

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Best Practices for Knowledge Transfer Facilitating informal learning (P2P/team training, mentor networks, etc.) Delivering information in a variety of methods, focusing on ease of use and

comprehension Ensuring leadership support and

involvement Developing a formal knowledge transfer

strategy and integrating it into daily operations

Constantly monitoring and updating the company knowledge repository

76% of organizations using work shadowing, paired work and coaching rate themselves effective at knowledge transfer

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The Employee Lifecycle

Pre-Employment

59%

Onboarding

70%

Knowledge Capture

38%

Knowledge Transfer

48%

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Key Takeaways 41% of organizations report that the labor pool only somewhat or does

not meet their current and future hiring needs and only 11% of organizations report that it does fully

Almost half (49%) of organizations report that employee retirement is a moderate or great problem

The majority (70%) of organizations are rated effective at onboarding new employees

38% of organizations are rated effective at capturing the knowledge of key employees and 48% are rated effective at transferring knowledge

Q&A

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Recognizing Labor Pool ChallengesDriving Knowledge Across the Employee Lifecycle

Tracy [email protected]

Director, Performance ConsultingRaytheon Professional Services LLC

Ken Taylor ([email protected])

President, Training Industry

Visit our website: www.rps.com

Call us: (+1) 972 205 5300‐ ‐Connect with us on one of our social networks:

LinkedIn: Raytheon Professional Services LLC GroupTwitter: @RaytheonRPS

Visit our website: www.trainingindustry.comCall us: (+1) 919-653-4992

Connect with us on one of our social networks:LinkedIn: Training Industry, Inc.

Twitter: @trainingindustry

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Backup

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Case 1: Government and Technology

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Case 1: Government and Technology

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Case 2: Medical and Financial Services

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Case 2: Medical and Financial Services