People Analytics - Skill-Based Strategy PDF

CCCCCCCCC DDDDDDDDD Skill Based Strategy  CCCCCCCCC DDDDDDDDD Quick Recap  TT Questions — Quick Recap a....

CCCCCCCCC DDDDDDDDD Skill Based Strategy  CCCCCCCCC DDDDDDDDD Quick Recap  TT Questions — Quick Recap a. uD l Type of Data Classification? Ul An example of Un-structure Data? l An example of Inferred Data? Ul An example of Declared Data? Ul An example of First Party? Connecting data will give us............ value? b What 3 types of PA technologies could companies adopt? d Buyvs Build technologies How can you facilitate getting employee data? 0 How can you build employee trust?  TA Index FRANCISCO DE VITORIA z U Skills are the new currency dHow to get the skills I Taxonomies dPractice to get skills Skills are the New Currency TA DE VITORIA z What does this mean? Technology is rapidly changing. Changing environments (Covid, Al, Chat GPT, etc.) To stay competitive organizations must retain the top talent and empower the employees to develop new skills so they can respond and adapt to changing environments Just like Money! FRANCISCO DE VITORIA z “Skills are your valuable coins that you bring to the table for employers and society. The more skills you have the more richer you are in opportunities and the more you can achieve. Having a diverse set of skills is like having a well stocked bank account.”  FRANCISCO DE VITORIA U What are Skills-Based Organizations? A skills-based organization is one that values skills over job titles or roles. It focuses on the skills employees have and how they can use those skills to contribute to the organization's goals. In a skills-based organization, employees are not limited to their job description or role, but instead, they can use their skills to take on different projects and responsibilities. Source: WeSchool Job Based Org vs Skill Driven Org aE DE VITORIA Job Based Organization Skill Based Organization Specific Job Roles with defined More flexible in assigning tasks and projects. Employees may responsibilities. work on different projects based on their sills. Tasks & Responsibilities are repetitive Higher levels of innovation since employees with diverse skills can collaborate and solve problems with creativity. Sense of Stability Employees are adaptable and capable of taking various roles within the company. Hierarchical structure Team work and agility over hierarchy structures. Promotion based on Seniority and years Growth is based on acquiring new skills ad demonstrating expertise. Training tailored to specific job and Training to develop skills, more personalized and prioritizing responsibilities. continuous learning and development. What is Job Architecture? | HR Glossary - AIHR Accenture Careers & Job Opportunities  Agility TA FRANCISCO DE VITORIA z Engagement Benefits of Retention Skills-Based Org? Productivity Innovation Source: WeSchool  Increased Agll Ity FRANCISCO Skills-based organizations quickly adapt to changes, making them more DE VITORIA agile and responsive. 2 — — Better Engagement : Employees in skills-based organizations are more engaged because they feel valued for their skills and what they bring to the table, not just their job title. Benefits of Improved Retention S k I | | S - B a S e d lx Employees are more likely to stay with an organization that values their skills 7/ ' and gives them opportunities to grow and use them. Org? Increased Productivity Employees are more productive when they are using their skills to help a 7 company meet its goals. ! Improved Innovation - Skills-based organizations are more innovative because employees are encouraged to use their skills to develop new ideas and solutions. Source: WeSchool 10  w hat is a real Skill Driven Strategy? TT FRANCISCO DE VITORIA z Embedding skills at every level to be skills driven because: A Skill Based Approach to employment creates a more fair and inclusive job market. It looks just for skills rather than excluding out those who lack traditional credentials. Considering skills across the employee lifecycle in hiring, onboarding, learning, internal mobility and in general talent management processes, allow organizations to set up everyone for success and can greatly improve the worker experience. Source: Workday 11 Skills in the Talent Lifecycle Recruiting and Onboard: Identify, source, fill, and onboard the best FRANCISCO candidates for skill needs DE VITORIA ( & \ Assess & Perform: Assess and measure skills capabilities o against business needs Reward & Pay: Reward and pay for skills expertise and upskilling behaviors, supporting equitable compensation. Career & Mobility: Build skills and a culture of continuous Skill Based learning, internal mobility, and increase retention. Workforce Planning Resource & Redeploy: Quickly identify, schedule, and allocate resources based on skills needs. (@) Analyze & Plan: Analyze skills capacity and gaps to better plan for build, buy, or borrow decisions. Forecast & Benchmark: View and predict market trends in orderto plan for emerging skill needs. 12  Where are Companies? TE FRANCISCO DE VITORIA z NOT STARTED AND NO PLANS SKILLS EXPLORATION STARTING: SKILLS EVOLUTION DELIVERING: SKILLS DRIVEN IMPLEMENTED: Source: Workday 13 TA FRANCISCO How do we get them? FRANCISCO DE VITORIA FROM HOW N Internal External Manually Al Based Sources Sources Asking Using NLP From any of the From any external employees to Inferring Skills internal HRIS source (employee level info — linked-in provide them information or general sources) — — + Complex + Complex + Expensive + Expensive  Manual vs Al Based Approach FRANCISCO DE VITORIA i) Skills Profile Having an internal system to keep track of Employee Skills. Customer Support (+15yrs) Wellness Leader, Positive Leadership, Communications, Goal Support (+2yrs) Technical Leadership (+6yrs) Establishing a mechanism to OB Customer Service (+20yrs) Electronic Technician (+15yrs) ensure Skills are Updated. Sales (+5yrs) 8B Computer Diagnostics and Repair (+12yrs) Information Technology (+2yrs) Using Al to guess or infer Computer Hardware Installation, Computer Software employee skills. Installation (+12yrs) Website Design (+1.5yrs) Electronic/Mechanical building, mechanical testing & Using LinkedIn as a source of (+5yrs) skills data. Electronic Technician, Electronic and Mechanical Ed Assembly (+3yrs) Team Player, Assembly, repair with attention to detail 8 (+3yrs) Source: People Analytics World Conferences 2021 16  Manual vs Al Based Approach nn DE VITORIA Sophia Worthington HD PR Speci alist MANUAL APPROACH “Alone does not work” 75% to 85% or employees don't complete their HR system’s talent profile Natural Language Processing could help. 17  Manual vs Al Based Approach nr" DE VITORIA U 1.Alice is swimming against the 2.The current version of the report is in the folder. Understanding the Context of In the first sentence, the word, currentis a noun. The verb that precedes it, swimming, structure and provides additional context to the reader, unstructured data allowing us to conclude that we are referring to the flow of water in the ocean. Context Matters The second sentence uses the word current, but as an adjective. The noun it describes, version, denotes multiple iterations of a N report, enabling us to determine that we are Context Analysis in NLP: Why It's Valuable and How lt's referring to the most up-to-date status of a Done - Lexalytics file. 18 Internal Sources FRANCISCO DE VITORIA _ U HCM / Skills tracking Systems Positions Work performed (uploaded docs, downloaded) Applicant Skills informed Tracking System Performance Reviews Priorities / Goals Open Positions Resumes Assessments Employee Life Cycle LMS / Connections Jobs Marketplace Skills inference from Trainings New positions (Job architecture) Certifications Requests of information Assessments Careers Marketplace Expert's connections Digital Print (Pages visited, followed blogs, books etc..) 19  External Sources — Employee Level FRANCISCO DE VITORIA 1 As an employee, | am able to give 2 As an employee, | am able to opt-out consent to my employer for them to of sharing my full profile with my use my full Linkedin profile for ITM employer for ITM initiatives initiatives CONSENT OPT-OUT Linked () Your company and/or app name %m En Basic Query App woud ks 1: * Use your ul proie ncluang your — experience, education, ls, and In-scope data recommendations Duration of — Cieting'Alow” wilge your employer accessto consent your fl profe fr p lo re year. You can stop hi sune in your Linkedin settinge. Basic Query App terms apply Learm | more How o opt- noryeu? | - your Employee's outan Privacy Policy (or LLinkedin J d e s N Clicking “Allow” will activate the token that will allow you to retrieve your current employee’s full profile. Source: Linked-In 20  What else can we do? nn DE VITORIA U Skill Skill Prediction Taxonomies Understanding Understanding implicitly and relationships from explicitly mentioned skills information. 21 What ls a Skills Taxonomy and Why Do You Need It? | Linkedln What is a skills taxonomy? Skills taxonomies are skills inventories that provide an exhaustive listing of the skill sets relevant to your organization and industry. Taxonomies encompass all types of hard and soft skills, from interpersonal communication to more technical skills like Power BI. Skills taxonomies offer a skills-based approach to identifying, acquiring, and managing the core competencies that make your business successful. Why does my organization need a skills taxonomy? Keeping a skills taxonomy updated for each role in your organization will help you understand exactly what each role requires and where your organization's skills gaps may lie. Not only will these skills taxonomies make writing accurate job descriptions and parsing the labor market for qualified candidates easier, but they also allow you to take a concrete, skills-based approach to your upskilling and reskilling programs. 22  ESCO What is a Taxonomv? Taxonomy European Commicsion LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 A UK skills taxonomy Competencies Knowledge Enter your job title to find the skills that you need and Skills Digital and Technology e.g. data scientist | Abilities Technology demand for skill cluster Business e e Programming| Web occounting — £—U £ nancil menogenent HTML and CSS ariattion £ ln — — office administratn Innovation Technology management E hr and Creativity Use, Human and Control Interaction — fnancl osser monogerent Industry Specialized ) Back-end Web generelsoes Cybersecurity Development and Application Languas Security N Front-end Web grophic E dgtol design Development Data Science — E and Analysis \ Web Analytics ¿e6 vensport Qm…¿g & cutomotivo maintanane er. el Mobile rS desgn s process enguigenra —cl anginsarng £ dsign :C——mm ion engineering —— — e 9 _e — o——— del — sysems £ upport g oe — Informati, === a -——ermetion technology —businss lze & i eetms sion — Saa6i re Artificial Intelligence A UK Skills Taxonomy (nesta.org.uk) 23 Why we need a taxonomy? nn DE VITORIA U Stablishing a common language and framework. [0 hel p define Business Priorities and Strategy. [0 hel p understand employee skills sets, employee risks. [0 hel p identify gaps of skills. [0 Match people to roles. lo ma ke informed decisions. Is the first step to make the skills the currency of the workforce. 24 'ypes of T FRANCISCO / \, DATA-DRIVEN @ DE VITORIA Skills - Derived in an EXPERT-DRIVEN Taxonomies - Expensive to algorithmic way - Without Expert update on an on- Elicitation going basis - Can be quickly - Risk that Need expert updated to reflect information of skills collaboration changes in Labour Derived by become outdated. Algorithms Market - Don’t fully capture Adapted to your - Providing Timeline specific needs relationships Insights to Support between skills. Decision - Making “DRIVEN-DATA” ESCO NESTA N O*NET WEF + Complexity + Personalized 25 Resume Screening using Machine Learnlng 1 u FRANCISCO Resume Screening using Machine Learning | Kaggle , Y Use of Phyton - Y Explain Practice Y Try Y Data file in Canvas Extract Skills from CV gºg'%¡¿ajx ) 1a N y Y Resume Analysis con Spacy - Y Use of Phyton Y Explain Practice Y Try  TA FRANCISCO Practice of the Day Continue with figures & data ' TA DE VITORIA ) N y Y As People Analytics Lead in your effort to provide data to HR Director you = continue to think on how to provide data to answer additional questions... Y Thereis no skill data for your employees in the company.... How can we get that?  Continue with figures & data ' TA DE VITORIA A, Y Question: N , * Whatare the skills of our employees? * Do we have necessary skills? * Do we need to provide some training? “= Y Steps: * Using ESCO taxonomy infer the skills for your employees. * Access ESCO and download taxonomy. * Lookfor your Jobs * Getthe Skills for the Jobs * Continue to add this info to the dashboard * — Visualize Skills by Job * REMEMBER TO SAVE since we will continue to work on the dashboard and UPLOAD a screenshot to the Task. Homepage (europa.eu)  TA FRANCISCO DE VITORIA U Validate Skills with an Assessment U FRANCISCO DE VITORIA