Annual ASTD Florida Learning is Leading Conference Feb 9 th , 2007

1. Annual ASTD Florida Learning is Leading Conference Feb 9th, 2007

2. National Board of Directors National Advisors for Chapters Staff Members and Customers Committees, Task Forces, Brain Trusts Chapters Global Networks ASTD Overall & Leadership • Mission “Through exceptional learning and performance, we create a world that works better” • World’s largest association dedicated to workplace learning and performance professionals (60 years+ of presence) • 42,000 members and come from > 100 countries and thousands of organizations • Strong and Distributed Leadership

3. ASTD’s Strategic Focus Recent Focus & Implications • Communicate and champion WLP relevance to business leaders • Expand international presence • Expand skills gap dialogue through Public Policy white paper that identifies best practices and solutions • Accelerate progress on Certified Professional in Learning and Performance™ (CPLP) • Provide more access ASTD content electronically • Provide relevant professional development opportunities

5. Business CaseThe Big Picture • Business leaders complain of skills shortages and lack of qualified talent • More new jobs require specialized knowledge and skills • Demographic changes: more workers able to retire, fewer in the pipeline Without skilled talent, organizations lack the capability to grow and succeed

6. What’s Causing the Gap?Major Factors… • Jobs are changing • Economics shift; new technology; ++ service sector; ++need for technical skills • Educational attainment is lagging the need for skills • Leveling off of educational attainment; shortage of college experience worker (14M, 2020) • Workforce growth is slowing • Retiring baby boomer, fewer work entering force • Businesses aren’t leveraging learning investments effectively • Align learning with business strategies? Investment? Efficiency/effectiveness?...

7. What are the Biggest Gaps? • Basic Skills: the three “Rs” • Reading, writing, and arithmetic • Technical and professional skills • Specialized industries • Management and leadership skills • setting goals, supervision, motivation, ethical judgment • Emotional intelligence • self-awareness, self-discipline, empathy

8. What are the Skills Gap? Survey Poll 2006 n = 369

9. What are the Signs? Implications of Gap? Four Signs • Mismatch between the skills the workforce has and what is needed • Organization didn’t train employees in hard times, struggling to catch up • Number of high-skilled jobs needed to move org. forward is increasing • High percentage of baby boomers who are leaving or will leave soon Implications • Productivity? Growth? Competitiveness?

10. Leadership Role & Opportunities for Workforce Learning Professionals We can and should • help identify critical skills & competencies and recruit for workers with those • help organization and managers map learning needs to business goals • lead talent management efforts to ensure employees have skills, capabilities, and engagement to drive business performance • understand how to increase knowledge, skills, capability

11. A Vision for the Workforce Organizations must work independently and with public sector partners to ensure workers have the following: •  Critical skills and competencies •  Business acumen •  Leadership skills  Technical capacity  Adaptability  Innovative thinking  Personal responsibility for learning

12. How Can We Take Action? • Understand strategies and performance metrics 2. Identify competencies that map to strategies and performance metrics 3. Assess the skills gap 4. Set goals, prioritize path to filling gap 5. Implement learning solutions 6. Measure results and communicate the impact

13. Step 1Understand key strategies • Who are your customers, audience? • What is your position in the industry? • How do senior leaders measure their own performance? • How does your CEO measure business success? • Where is your organization headed in the next 1, 3, or 5 years?

14. Step 2 Identify competencies that map to strategies • Identify core functions, strategies that depend on skilled talent for execution • Define the organization’s future state • Must-have skills based on business needs • Priority of skills/competencies needed • Create a matrix • Competencies mapped to jobs

15. Step 3Assess the skills gap • Understand workforce demographics • Looming wave of retirements? • Conduct workforce review and skills inventory • Determine most important skills gaps • Now, in 5, or 10 years? • Prioritize largest, most critical gaps

16. Step 4Set goals to fill the gap • Identify targets to close skills gap between current skills, what’s needed • Hire, build, or outsource for skilled talent? • Document current skills as baseline • Set goals for speed-to-competence • Develop internal communication, change management plans • Improve processes for internal & external recruiting and retention of employees with key skill sets

17. Step 5Implement learning solutions • Create organization-wide learning plan to address skills gaps • Measure skills before, during, after learning • Think beyond the classroom: coaching, mentoring, job rotation, and more • Is learning relevant, timely, and accessible? • Create opportunities for senior leaders to model leaders as teachers • Create opportunities for seasoned workers to be part of skill development plans

18. Step 6Measure resultscommunicate the impact • Measure progress on learning plans against individual & org. goals • Measure gains in efficiency, effectiveness, speed-to-competence • Link results of learning to strategies • Determine whether org. is meeting goals and narrowing skills gaps • Measure & communicate results

19. Joint Responsibilities Ensuring Workforce Competitiveness • Role of Individual • Take personal accountability and initiatives • Be flexible, adaptable, and able to learn • Role of Organization • Invest in employee learning to drive business goals • Create environment of continuous learning, benchmarking • Retain highly skilled workers • Reframe retirement as an opportunity to help close skills gaps • Role of Government • Provide program support promoting a highly skilled workforce • Provide a framework to link stakeholders in economic development • Provide laboratory for cutting-edge practices to address workforce challenges • Provide incentives to invest in employee learning and development

20. Best PracticesCase Studies • Caterpillar, Inc. • General Motors Corp., North American Product Development • Lawrence Livermore National Laboratory • Social Security Administration, Office of Systems • University Health System • BD (Becton, Dickinson and Company) • CompTIA

21. Questions & Input