Trend setting results from OI Global 3rd annual Global Survey along with a unique look at the use of AI across a number of very “human” functions such as profiling, recruiting and developing talent.

1. FUTURE OF WORK
OI Global Research Study 2018

2. Realize Possibilities through
Impactful Talent Solutions
www.CAREERMP.com

3. 1
Realize Possibilities . . .
We take the guesswork out
of hiring
Predict Fit
We build capability and
performance
Develop Performance
We change careers and
lives
Transform Careers
Impactful Talent Solutions
Combining the Art and Science of Talent and Transition
Atlanta . Chicago . Dallas

4. Adapt and Create Your Future with People and
Technology
Capabilities
without
right tools
Right Tools
&
Capabilities
Dinosaur
Tools
without
right
capabilities
People
Technology
Low
High
Low High

5. FUTURE OF WORK SURVEY
OI Global Partners set out to understand
 Which skills employees must have to be competitive
today
 The most significant people challenges currently facing
organizations
 The most effective ways to develop talent
in 2018
 Roles at risk or in decline in 2018 and beyond
 Over 1,000 global leaders from the 28 countries
responded
 Half of respondents were from organizations with over
500 employees,
 Range of industries led by Financial Services and
Technology followed by Manufacturing, Nonprofits, Hospitals
& Healthcare, and Education.

6. MOST VALUED SKILLS
Leadership agility
Coordinating with others
Creativity
Communication skills
Eagerness to learn
Negotiating and influencing others
Understanding analytics
Emotional intelligence
Global mind-set
Managing diversity
0% 20%
Total Responses
3,803
Leadership agility
is the ability to take effective action in
complex, rapidly changing conditions
Coordinating with others
is the ability to collaborate, especially in
changing environments
Creativity
is defined as turning new, imaginative
ideas into reality; using innovative
approaches to find solutions
Communication skills
include writing, listening, presenting,
and speaking

7. MOST VALUED SKILLS
Leadership agility
Coordinating with others
Creativity
Communication skills
Eagerness to learn
Negotiating and influencing others
Understanding analytics
Emotional intelligence
Global mind-set
Managing diversity
0% 20%
Total Responses
3,803
2017
Communication skills
Leadership agility
Eagerness to learn
Emotional intelligence
Understanding analytics
Rank
1
2
3
4
5
2018
Leadership agility
Coordinating with others
Creativity
Communication skills
Eagerness to learn

8. Most Significant People Challenges
60%60%0% 10% 20% 30% 40% 50%
Attracting and hiring newtalent
Adapting to change
Managers lacking coaching skills
Retaining key talent
Employee engagement
Internal communications
Developing young leaders
Succession planning
Career development
Managing career progression
Millennials in the workforce
Managing remote workers
Diversity and inclusion
Inadequate career conversations
Downsizing
Global mobility
• Recruitment is once again the most critical concern in 2018 as it was two years ago,
• Half of talent managers say that adapting to change challenges their organizations,
making it the second most frequently indicated issue.

9. 60%
Rank 2018
1 Attracting and hiring talent
2 Adapting to change
3 Managers lack coaching skills
4 Retaining talent
5 Employee engagement
Rank 2017
1 Adapting to change
2 Employee engagement
3 Attracting and hiring talent
4 Managers lack coaching skills
5 Retaining talent
Rank 2016
1 Attracting and hiring talent
2 Adapting to change
3 Retaining talent
4 Managers lack coaching skills
5 Employee engagement
Top 5 People Challenges
The same five people challenges have occupied the top spots each year we have
conducted this survey; they’ve just traded places.

10. Most Effective Talent Development Activities
Internal leadership development programs, the traditional means of developing employees, were ranked the
single most effective way to develop talent, by a large margin.
Coaching continues as an effective way to develop employees, judging by the prominence of three
coaching activities: training managers to become internal coaches, one-to-one coaching by external
coaches, and coaching programs for high potentials.
Self-directed career management resources, which typically take the form of proprietary, web-based
elearning offerings, have garnered at least 10% of responses each year we have conducted the survey.
Leadership development programs, internal
Annual personal development reviews
Assessments
Mentoring programs
Training managers as internal coaches One-to-
one coaching with external coaches
Leadership development, externalproviders
Offering career development programs
High potential coaching programs Offering
training in career conversations
Self-directed career management resources
0% 10% 20% 30% 40% 50%
Up to three answers per respondent werepermitted.

11. Roles in Decline or At Risk
VARIOUS UNSKILLED JOBS
CUSTOMER SERVICE
INFORMATIONTECHNOLOGY
SUPPORT STAFF
LEADERS
MANAGERS
ASSISTANT ROLES
SECRETARIES & CLERICAL
ADMINISTRATIVE
FINANCE & ACCOUNTING
MIDDLE MANAGEMENT
MANAGERS
SALES ROLES
HUMAN RESOURCES
OPERATIONAL ROLES
MANUFACTURING & PRODUCTION
ENGINEERING & TECHNICAL ROLES
Respondents were asked, “What roles are
in decline or at risk in your organization?
What specific jobs, titles, functions or
levels are being reduced or eliminated?”
Survey asked for up to three free text
responses. These words were reported
more than 20 times. The more frequent
the answer, the larger the word appears.
Finance &Accounting moved up
dramatically in the ranking from
previous years.
Managerial roles, especially Middle
Management, follow in their
likelihood to be at risk.
Manufacturing &Production were
mentioned infrequently compared to
earlier studies.

12. Conclusion
Organizations are most challenged today by attracting and hiring talent and then
retaining them, keeping them engaged and adapting to change.
The most valuable employees have soft skills that start with leadership agility, the
ability to coordinate with others, creativity, and effective communications.
Non-revenue-producing jobs are devalued
and many are simply going away.
In this environment of high velocity change, the
roles most at risk are administrative, finance and
accounting, and middle management.

13. Adapt and Manage Your Future with People and
Technology
Capabilities
without
right tools
Right Tools
&
Capabilities
Dinosaur
Tools
without
right
capabilities
People
Technology
Low
High
Low High

14. Turning your business
challenges into new
opportunities
www.clearintelligence.com

15. Key Principles
• Technology is a useful servant but a
dangerous master so we take a
business first, technology second
approach
• Focus on business problems /
opportunities using enterprise design
thinking mindset
• Be outcome focused with the intent to
positively impact our clients P&L’s
Beliefs
• Technology in conjunction with human
expertise is much more powerful than
technology alone or people alone
• Fail fast, fail cheap means we can learn
fast and failure is just a way to practice
for success
Enterprise Design Thinking

16. Cognitive Solution in Everyday Life Click Here

17. Think of it as all the
capabilities you all use
each day
First lets take a moment to level set on cognitive
computing and what it means
 Conversations / Communication
 Recognition of Objects
 Problem Solving
 Planning and Execution
 Understanding Information
 Analyzing Data

18. SOME KEY STATS & TRENDS
 38 percent of companies use AI, and
62 percent expect to do so by the end of this year.
 96% believe AI can greatly enhance talent acquisition and
retentions
 Companies who use AI / technology show 18 percent higher
revenue and 30 percent greater profitability
 Only 7% of recruiters think a robot could do their job
 73% of candidates are passive job seekers and top candidates are
gone within 10 days
 High volume recruitment (hospitality, services, healthcare, retail) is being
automated with chatbots and assistants along with intelligent insight analytics
 Skilled job recruitment is being supported with more automated applicant tracking and
better assessment approaches
 Video assessment and culture assessment tools have matured to mainstream
 Soft skill assessment using AI will improve the quantitative assessment of candidates

19. Understand how Cognitive Technology can help
organizations address the top people challenges
Attracting
and Hiring
Talent
Retaining
Talent
Employee
Engagement
Technology

20. Cognitive in Attracting and Hiring Talent
Challenges How AI Changes the Game
 High volume challenging
 Ability to find passive candidates
 Assessment can be likeability based
versus success criteria based
 Job description quality can drive
poor pool identification
 Difficult to determine personality
match to team and company
 Logistics of scheduling multiple
candidates for multiple interviews
 Ongoing applicant tracking difficult
 Use of bots for identification and
engagement of candidates
 Using AI to assess build and match to job
description and identify success criteria
 Use of AI / personality insights to measure
fit to role, team and company using
techniques like video interview
assessments
 Use of AI to identify likelihood to switch
 Use virtual assistants to engage, screen and
also to schedule interviews

21. Chatbot Used for Job Search Video Test

22. Challenges How AI Changes the Game
 Creating personalized career paths
and training plans
 Ongoing assessment difficult and
biased
 Spotting signs of disengagement in
large workforces difficult
 Impact of losing top talent is
significant
 Difficult to gain insights to attrition
drivers
 Use chat and AI insights to improve training
and career planning at an individual level
 Continual and ongoing automatic
assessment using tone and sentiment
 Identify likelihood to leave using scoring
mechanism across multiple sources
 Identify functional or location issues
quickly using ongoing assessment
 Use cognitive analysis to discover insights
and predictors of attrition quickly
Cognitive in Retaining Talent

23. Challenges How AI Changes the Game
 Significant effort for traditional
employee engagement
 Point in time assessment can be
impacted by specific business
conditions at the time
 Ability to react fast to recent
changes is challenging
 Ability to assess impact of an action
on engagement difficult
 Automate data collection and from
traditional and non traditional sources
 Using AI to continually assess
organization pulse monthly
 Ability to link actions taken to changes in
engagement ratings / sentiments
 Quickly see organization sentiment /
engagement change and react fast
 Use virtual assistants to engage with
employees to carry out pulse survey and
AI Analytics to identify themes
Cognitive in Employee Engagement

24. 11/14/2018 24
The Problem: companies that have high
volume recruiting it is a constant battle
to find candidates and hire right to
reduce ongoing turnover
The Solution: Using automation to identify
candidates faster and personality insights /
machine learning models to identify the right
candidates and reduce churn.
The platform uses a number of components
of the IBM stack including Watson assistant,
discovery, studio, cloud services for analytics.
For specific companies and regulatory needs
on-premise maybe needed
Business Value: Lower costs, faster time to
fill, lower churn
Project Sponsor(s): VP of Ops and CHRO
High volume recruiting exists across industries such as retail, hospitality and trucking
have a constant battle to stay ahead of their open positions and typically suffer from
turnover > 100%
Recruiting Solution in Development – Use Case

25. Conclusion
Cognitive computing capabilities and use cases are evolving daily. Affordability means
that it is no longer the domain of large corporations and the chess game.
The initial value will be using this technology to help make your own organizations
smarter and more effective in its decisions and activities
Transparency in how these capabilities are being used inside and organization will be
essential to maintain trust with the employees
Beyond a HR role impact, new talent has an expectation
of using cognitive capabilities in their own role / function
and will select career roles with this as a factor
Cognitive / AI is coming to join the war for
talent providing a much more precision based
approach – don’t be left behind, be ready