Transcript Slide 1

Thank you for your presence
“I recognize that you have a choice of
different sessions and appreciate the fact
that you have chosen to be in this session”
Anand Pillai
Consider This…
“41% of employers worldwide are struggling to find
qualified job candidates”
-Manpower, Inc. Global Study (2007)
“We are looming toward a global talent shortage”
-IBM Worldwide Human Capital Study, 2007
What is a Skills Gap??
A significant gap between an organization’s skill
needs and the current capabilities of its
workforce
When an organization cannot grow and/or remain
competitive because its employees do not have
the right skills to drive business results
External Change Drivers
Innovation
Technology
Customer
Requirements
Market
Changes
Demographics
Internal Change Drivers
Downsizing
New
Technologies
New
Strategies
Expansion
Decentralization
Skills Gap Poll 2006
Q: Is there a skills gap in your organization now or is
one expected within the next year?
N = 369
Source - ASTD
3 Signs of a Skill Gap
1.
2.
3.
Mismatch between the skills the workforce has and
what is needed
Organization didn’t train employees in easier times,
struggling to catch up in hard times
Number of high-skilled jobs needed to move org.
forward is increasing
Impact of the GAP
Lack of skilled workers affects productivity ,
competitiveness – ’98 Council on Competitiveness
report: worker skills are “the greatest competitive
challenge” facing the U.S.
CEOs are focused on revenue growth, though
deficiencies in skills and competencies threaten this
agenda*
*“Your Turn: The Global CEO Study 2004.” IBM Business Consulting Services.
The bottomline…
Without skilled talent,
organizations lack the
capability to grow and
succeed
The question becomes…
What can business leaders do within their
organizations to assess the severity of the
skills gaps they face now and will face in the
future?
And… how can they close those gaps in ways
that contribute to the growth of their
employees and the success of their
organizations?
Hiring is not a top priority, but IT managers are
focusing on the staff and IT structure
Source: October 2008 Global Economic Downturn Online Survey
As a result, we see addressing skills and adding
IT capacity is actually up year-over-year
Somewhat Important
Critical
2008 Base: 129 global IT decision-makers
2007 Base: 503 global IT decision-makers
Source: October 2008 Global Economic Downturn Online Survey
The challenge
Managing growth, innovation, talent, engagement
and performance when the pressure is to:
Do more with less!
So what do you do?
The war for talent doesn’t go away in a downturn, it
intensifies
Prioritizing Learning and Development
Percentage of organizations that rank the following as the top two challenges
addressed by Learning and Development
Learning method is shifted from instructorcentric to performer-centric model
NEW PARADIGM
Enabling People to perform
OLD PARADIGM
Teaching People Things
Converting Threat into Opportunity
Put your Employees First!
After all , they are the only assets you can rely
on to sail through
What’s common to these firms?
A privately held Fortune 500 Company
that provides various services to
residences and firms.
It is not just what we are doing but
what we are becoming in the
process that gives us our distinct
value.
The largest coffeehouse company in the
world, with 15,012 stores in 44 countries
We built the Starbucks brand with
our people, not with consumers.
Because the best way to meet and
exceed consumer expectations
was to hire and train great people.
We invested in employees.
- William Pollard, Chairman
- Howard Schultz, Chairman
The largest airline in the United States by number of
passengers carried domestically per year.
To Provide the Best Customer Service, Put your Employees first.
21
- Colleen Barrett, President
One of India's leading global IT Services companies, providing software-led
IT solutions, remote infrastructure management services and BPO.
In a world full of customers,
I see my employees first....
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Customer is the drive
Leaders are faculty
Business is Curriculum
Office is campus
Technology is the enabler
Employees are THE assets
70-20-10
“Learning is an active
process. We learn by
doing. Only knowledge
that is used sticks in your
mind.”
- Dale Carnegie
Training Methodology
Empowered
Employees
2 Channels
Leaders, T2ID
3 Streams
Technical, Domain, Behavioral
4 Tracks
In Campus, Fresher, On-going, Reskilling
5 methods
Computer based , Instructor Led, Web Based,
On the Job Training, Blended Learning
Assessment
Centre
TheManagement
4P Assessment
model
Diversity.
Flexibility.
Scalability
Sustainability
Developing Internal Talent
“In 1,700 years of combined history of 18
visionary companies, including Marriott,
American Express, Pfizer, and IBM, the
role of chief executive was assumed by
an outsider only four times.”
Source: Stocking Your Talent Pool with Knowledge Capital. Human Capital Management.
Cooking up a CEO!
“The exciting part about being a HCL’ite is
that the rules of determining how far you
can go are written by YOU. You could
inscribe your name on a brick, a wall or a
whole building depending on what you care
to bring and deliver.”
– Vineet Nayar, Trainee, Batch of 1985,
HCL & Intrapreneurship
“It’s in the DNA……
100 CEO’s in 30
years”
Economic times, April 15 2005
What if we train
our employees,
and they leave?
What if we don’t
train our
employees and,
they stay ?
Thank you
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