How to increase your talent pool using skills-based workforce planning
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The document discusses a panel on skills-based workforce planning, emphasizing its importance in addressing talent shortages and aligning skills with organizational needs. Key findings reveal that organizations are increasingly focusing on soft skills over traditional experience and that many are planning to upskill their workforce to adapt to changes. The research includes insights from senior talent acquisition leaders and highlights challenges in attracting candidates and investing in employer branding.
How to increase your talent pool using skills-based workforce planning
- 1. 19 May 2022 HOW TO INCREASE YOUR TALENT POOL USING SKILLS-BASED WORKFORCE PLANNING
- 2. 2 TODAYS PANEL Sally Hunter Hannah Bunt Madeleine Lüdemann Managing Director, EMEA and Global Accounts, Cielo Director, Talent Acquisition & Talent Management EMEA, Becton Dickinson Senior Manager, Talent Management and Learning & Development EMEA, Becton Dickinson
- 3. 3 CIELO: GLOBAL CAPABILITY, LOCAL INSIGHT GLOBAL RECOGNITION OF EXCELLENCE MILWAUKEE BUENOS AIRES MANCHESTER LONDON COLOGNE BUDAPEST PARIS DUBAI HONG KONG MANILA SINGAPORE 103 Countries 185 Clients 39 Languages 3k Employees 17 Offices 162k Annual Hires GUANGZHOU SHANGHAI WUHAN BOGOTÁ MEXICO CITY SÃO PAULO
- 4. 4 Netherland s Belgium Polan d Russi a Denmar k Italy Finlan d German y Czech Republic Hungary Switzerland (Headquarters) Turke y United Kingdom Ireland Franc e Spai n Norwa y Swede n Research & Development Centre in Limerick, Ireland Manufacturing facilities BD in Europe BD has a direct presence in most European countries with 18 country offices
- 6. 6 Skills-based workforce planning research A DIFFERENT MODEL FOR TALENT ACQUISITION To provide a clear picture of the reality facing senior talent acquisition and HR stakeholders, Cielo conducted both qualitative and quantitative research. We held 22 in-depth interviews with key senior stakeholders in a range of industries across EMEA and APAC. Representatives from CapGemini, Bayer, GSK, Ferring Pharmaceuticals and several other industry-leading multinationals generously shared their insights. In addition to interviews, we also conducted an extensive survey of 308 senior TA and HR leaders across various industry sectors. Their answers to questions about how organisations are approaching skills planning also informed the research report.
- 7. SKILLS SHORTAGES AND GAPS WILL BE A SIGNIFICANT ISSUE IN THE FUTURE TALENT SHORTAGES 78.2%
- 8. SHIFTING TALENT POOLS DECREASE IN THE SIZE OF EXTERNAL TALENT POOL 41.0%
- 9. TOP CHALLENGES FOR RECRUITERS ATTRA CTING CANDI DATES ATTRACTING CANDIDATES ATTRA CTING CANDI DATES SOURCING CANDIDATES ATTRA CTING CANDI DATES QUALITY OF HIRE 53.6% 46.4% 35.7%
- 10. 33% EARLY TALENT PROGRAMMES JUST UNDER ONE IN THREE TA PROFESSIONALS WE SPOKE TO IS GROWING THEIR EARLY TALENT PROGRAMME THIS YEAR
- 11. OBTAINING SKILLS FROM OTHER INDUSTRIES TA PROFESSIONALS ARE ALREADY LOOKING TO OBTAIN EXPERTISE FROM OTHER INDUSTRIES 50% 39% LOOKING NOT LOOKING
- 12. TOP 3 OBSTACLES TO INVESTING IN YOUR EMPLOYER BRAND MORE URGENT PRIORITIES LACK OF A DEDICATED RESOURCE TO MANAGE THE INABILITY TO CREATE A BUSINESS CASE FOR INVESTMENT DESPITE THIS, 53.2 PERCENT OF ORGANISATIONS INCREASED THEIR INVESTMENT IN THEIR EMPLOYER BRAND OVER THE PAST 18 MONTHS, WHILE JUST 7.0 PERCENT CUT INVESTMENT 60% 43% 36% TA PROFESSIONALS REPORTED:
- 14. 14 Enabling growth in a rapidly changing, ambiguous & turbulent environment BUILDING THE FUTURE WORKFORCE Revenue growth increasingly due to new skills Many organisations are finding that a growing share of their revenue is directly linked to skills that did not exist within their workforce 10 years ago. Soft skill identification enables agility & growth Skill requirements will continue to change as businesses adapt to take advantage of new technologies, but what is becoming equally as important is the need for key soft skills, such as dealing with constant change & remote leadership. Shifting dynamic between soft skills vs “in role” experience Over the next five years businesses will be an increasingly focusing on soft skills over “in role” experience in order to quickly fill their roles, be agile & enable growth. Workforce plans will, therefore, need to focus more on identifying skills gaps 50% Of organisations plan to upskill at least half their workforce by 2024 to adapt to changes in the working environment
- 15. 15 Key process steps & impact on TA & Talent Management functions SKILLS BASED WORKFORCE PLANNING Build Build on the existing internal talent that you have Buy Borrow Permanently buy the talent you need from the external market Temporarily buy the talent you need from the external market Activation Channels Workforce Segmentation Identify the three workforce segments, focus on “critical” segment (10 – 15% of all roles) Skills Gap Analysis What are the common soft & hard skills required now & in the future, where do gaps exist
- 16. 16 How to support HR & Hiring Managers change assessment & selection behaviours IMPACT ON HR & HIRING MANAGERS Change Management Project Educate Train Discover Educate HR & Hiring Community Deliver “train the trainer” and Hiring Manager training Profile high performers within target roles A/B Test Competency & SBR in parallel Most businesses spend a great deal of time and money gaining insight into their customers: what they love; what’s important to them; what motivates them; how they like to be communicated with. However, until the strengths movement came along, most organisations knew far more about their customers than they did about their own employees. - Engaging Minds “ “
- 17. 17 A SKILLS BASED WORKFORCE PLANNING LANDSCAPE Business Agility & Growth Soft skills based sourcing strategies EVP refresh to reflect soft skills focus Strengths Based Interviewing Psychology & cognitive testing Internal talent skills mapping & nurturing Internal Talent Management Technology
- 18. 18 Skills based talent mapping to identify high quality Sales associates regardless of industry BECTON DICKINSON – SALES TALENT MAPPING The Challenge • BD’s Medication Management Solutions (MMS) division offers integrated solutions across the entire patient journey from hospital admission through to discharge & beyond. • Leaders identified that to successfully continue scaling & growing the business they required technology savvy Sales talent not always available from within the medical industry • BD required a thorough market & talent analysis & guidance as to where tech savvy sales talent existed, in which sectors & who they were competing with for this talent The Solution Cielo Executive Search (CES) worked very closely with BD MMS leadership workgroup to define the requirement & the key skills Sales associates needed to demonstrate CES delivered a cross-industry study & prospect candidate overview for Sales Representative & Business Development Manager job groups in all the key markets in Europe The Results A comprehensive report of 1,700 longlisted candidates as well as: • Extensive competitor & adjacent sectors analysis for 11 countries • Talent distribution: core skills, educational attainment, years of experience & tenure as well as the demand vs supply analysis • Candidate benchmark profiles & competitor hiring behaviours The findings highlighted BD should target direct competitors as well as Healthcare IT & pure technology companies A talent pool of 226 engaged cross industry candidates wanting to join BD’s MMS business
- 19. ASK THE PANEL – SKILLS BASED WORKFORCE PLANNING IN PRACTICE
- 20. 20 BD HAS BEEN ON QUITE A JOURNEY OVER THE LAST FEW YEARS … TELL US ABOUT HOW THIS ALL STARTED ON YOUR TALENT JOURNEY?
- 21. 21 WHY IS LEARNING AND DEVELOPMENT SO IMPORTANT FOR SKILLS-BASED WORKFORCE PLANNING?
- 22. 22 WHAT HAVE YOU LEARNT ALONG THE WAY?
- 23. 23 WHAT IS ON THE HORIZON?
Editor's Notes
- #15: Organisations are increasingly recognising key skills are the route to organisational growth & success in today’s turbulent economy Existing key skills and new skills that weren’t in the workforce 10 years ago are now helping to drive growth as detailed in the table The challenge is how to understand and identify what those key skills are… can they be developed within your existing employee base or does the company need to go external? Traditional strategic and critical workforce planning which is role based, does not lend itself to the identification of key skills … that’s where Skills based WFP comes in Source is “organisational agility global report by Workday 2020 Workday 2020 report “Global Study: Organisational Agility Is Crucial During Global Pandemic Study”
- #16: Once you know what the talent gap is, you need to agree as a business how you plan to plug that gap. i.e. where are you going to get these skills from that you need? Do you: Buy them? (hire externally) Borrow (contractor). Build (internal development of talent / internal mobility) However converting to skills based WFP does have wider implications for organisations and they way they approach TA and wider talent management activities. From a source and attract POV… From Assess & select POV From Talent Management POV… Source & Attract A much wider talent pool exists Cross industry searches that focus on skills vs in role experience Quicker time to hire (more candidates to pick from) Business optimisation through cross pollination of industry best practice What does a “skills” based sourcing strategy look like? Assess & Select Better quality hires with improved time to productivity & commercial output How do I assess & select candidates based on these key skills? Strength vs competency based interviewing Integration of assessment technology to test soft skills Hiring Manager education on new approach Talent Management Better retention; internal mobility; employee engagement & knowledge share Review onboarding processes & L&D content to ensure new external “lateral” or “side entrants” are integrated effectively into the workforce How do I identify & track existing employee skills & is technology the answer?
- #17: We recognise that shifting interview methodology and potentially introduce more cognitive assessments is a big change management project for HR and would incoproate all HMs as well to be taken on that journey. Detailed here is a 4 step change management project approach that would enable that to happen Educate… Train.. Discover Test
- #18: Independently each activity delivers benefits that will enable better business agility & growth. However, exponential benefits will be realised if these activities are completed in unison with a Skills Based Workforce Planning exercise. Through completing Skills Based Workforce Planning, a business gains one source of truth on where & what skill gaps exist. This insight can then be used to inform the overall strategy, objectives & expected outcomes of the other activities deployed to plug the skill gaps