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Attract, Engage, and Develop Talent using Open Badges: An IBM case study

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Human Resources Today / HR Innovators Virtual Conference - September 2016

HR has an incredible opportunity to use badges to help attract, engage, recognize and develop talent.

There have been significant developments around digital credentials and particularly the fast rise of badges and micro-credentials. HR Managers need to be aware of what’s happening and innovators should be taking a leading role.

In this session, David will go through the well-known IBM Open Badge Program to help explain badge programs. You will learn how to design a nano-credential program that quickly generates significant results. David will examine how IBM merges credentials and recognition, as well as how it integrates with social media, such as LinkedIn, Facebook, and Twitter. You will learn how digital credentials can be directly tied to career opportunities and workforce demand through labor market insights. You will come away with an understanding of how badges can easily be issued, shared and verified and how digital, standardized recognition connects individuals to learning and professional advancement.

Sign-up at http://www.humanresourcestoday.com

Published in: Recruiting & HR
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Attract, Engage, and Develop Talent using Open Badges: An IBM case study

  1. 1. Attract, Engage and Develop Talent using Open Badges: An IBM case study With David Leaser
  2. 2. About the Conference 2 Days, 6 Education-packed sessions
  3. 3. About David Leaser David Leaser David Leaser developed IBM’s first cloud-based learning solution and is the program developer for IBM’s new Open Badge program, a leading edge program to attract, engage and progress talent. Mr. Leaser is the author of a number of thought leadership white papers on talent development, including “Migrating Minds” and “The Social Imperative in Workforce Development.” Leaser has trained more than 4,000 clients and developed more than 30 training manuals and video tutorials.
  4. 4. @david_leaser HOW WILL WE BUILD THE NEXT GENERATION IT WORKFORCE?
  5. 5. @david_leaser PROBLEM THE WORLD IS FACING A SERIOUS TALENT
  6. 6. @david_leaser CRITICAL FOUR OUT OFFIVE BUSINESSES SAY THERE IS A SHORTAGE OF TALENT Aberdeen Group, 2015: Zach Lahey, “Pre-hire Assessments: An Asset for HR in the Age of the Candidate
  7. 7. @david_leaser RECOGNIZE SKILLS SIGNALS ARE EMERGING THAT WILL DRAMATICALLY CHANGE THE WAY WE MUST
  8. 8. @david_leaser labor market lifestyle changes technology Rise of contract labor Rise of globally connected teams Need for blended skills Need to verify skills Flexible work Learning is a lifestyle Engagement is waning Flipped classrooms Gamification & virtual reality Collaborate online Blockchain will grow Data mining & analytics Cloud will grow New jobs every 4.4 years
  9. 9. @david_leaser THE BIG ELEPHANT IN THE ROOM IS
  10. 10. @david_leaser CLOUD HAS DECENTRALIZED AND DEMOCRATIZED IT STRUCTURES
  11. 11. @david_leaser A SHADOW IT STRUCTURE HAS EMERGED
  12. 12. @david_leaser AND THAT IS AFFECTING JOB ROLES
  13. 13. @david_leaser TODAY’S IT JOBS NOW REQUIRE HYBRID SKILLS Programming BusinessMarketing Design
  14. 14. @david_leaser A C D E B How things were F A D G E C B How things are How things really work People rewarded for their skills and abilities, not position THE RISE OF GLOBAL TEAMS From Josh Bersin, Bersin by Deloitte
  15. 15. @david_leaser THE “GIG” ECONOMY IS CHANGING EMPLOYEE RELATIONS Contract Employee
  16. 16. @david_leaser CLOUD HAS ACCELERATED CHANGE
  17. 17. @david_leaser MONTHS 18 WEEKS 12 SOFTWARE RELEASES ARE MEASURED IN WEEKS! 2014 2016
  18. 18. @david_leaser PROGRAMS THESE CHANGES WILL REQUIRE YOU TO RETHINK YOUR OUTDATED
  19. 19. @david_leaser LEAD AS EXISTING STRUCTURES DECLINEIN EFFECTIVENESS YOU HAVE AN OPPORTUNITY TO
  20. 20. @david_leaser SKILLS EVERYTHING POINTS TO A NEED TOCHANGE THE WAY YOU DEVELOP AND TAKE INVENTORY OF
  21. 21. @david_leaser CREDENTIALS NOW MUST BE ☑ TIMELY ☑ VERIFIABLE ☑ PORTABLE ☑ DISCOVERABLE
  22. 22. @david_leaser IT? HOWWILL YOU DO
  23. 23. Open Badges: Credentials for the modern workforce 1. Digital emblem which symbolizes skills and achievements at the nano level 2. Contains metadata with skills tags and accomplishments 3. Easy to share in social media: LinkedIn, Twitter, FB, blogs 4. Tethered to the issuer to validate and verify achievement 5. Standards-based on Mozilla’s Open Badges standard
  24. 24. @david_leaser Digital emblem which symbolizes skills and achievements SHAR E Contains metadata with skills tags and accomplishments Easy to share in social media: LinkedIn, Twitter, FB, blogs Tethered to IBM to validate and verify achievement Provides a progression path to advance commitment Analytics provide insight into how a program is performing Open Badges: Verified with metadata
  25. 25. @david_leaser Knowledge Skills Proficiency Certified General Badging is how we will measure resume-worthy IBM skills in the market IBM Badges: Five unique emblems
  26. 26. @david_leaser The results for IBM have been substantial
  27. 27. @david_leaser The ROI for Open Badges is significant 1 Dr. Haiyan Zhang, 2015, How do I recognize thee, let me count the ways; IBM Smarter Workforce Institute Whitepaper 2 IBM Customer Support data analysis 3 IBM Badging Pilot survey results.
  28. 28. @david_leaser How does badging convert to real value? • Broadcast achievements • Motivate participation • Develop personal Brand • Connect with jobs • Generate qualified leads • Enhance our brand • Differentiate IBM track and nurture talent • Candidate selection • Improved company performance • Skills maps • Team building
  29. 29. @david_leaser 2.5 million potential views for every 10,000 badges Social Media impressions are huge
  30. 30. @david_leaser Open Badges create a consolidated skills registry capturing all achievements
  31. 31. @david_leaser Open Badges build a heat map to match talent and skills with jobs You can now see and map “nano” skills around the globe – create teams and match business
  32. 32. @david_leaser Dynamic labor market data is built into every badge we issue
  33. 33. @david_leaser Use cases for the entire organization Reduce customer service Motivate customers to develop skills to reduce support calls and critsits Solidify the client base Build advocacy and strengthen client relationship and commitment to IBM Track skills at the nano level Create a heat map of critical skills for achievements earned across the globe both internally and externally Build a loyal skill base Build a vibrant and large pool of skilled developers and consultants to use and support our solutions. Enhance expertise analytics Access the issuing criteria associated with each IBMer’s badges to infer expertise Promote Technical Eminence Provide easily shared digital credential for key IBM Technical achievements Crowd-source critical skills Organizations create badges that reflect the skills that are most in demand in the markets in which they complete Recognize IBMers Recognize IBMers publicly for their skills and achievements – a “modern” alternative to posting plaques and certificates on the office wall Acquire talent Pre-screen external candidates who have badges related to the roles and skills for which we are hiring Increase license sales Drive increased engagement with customers through solution downloads and trials Achieve career milestone Collect evidence of demonstrated expertise in support of achievement of the next major career milestone Accelerate shifts in expertise Provide direction and signal change to IBMers through the creation and issuance of badges
  34. 34. @david_leaser IBM’s “Getting Started” Checklist 1. Identify your badgeable activities (who, what, where, when, why and how many) 2. Determine how you will assess completion, track and maintain attendees 3. Complete a badge program profile 4. Meet with badge team to review and implement 5. Establish a landing page for the activity – badge needs to point to an external page 6. Incorporate persuasive messaging into the activity and notifications 7. Issue badges and notify badge earners 8. Survey and measure results
  35. 35. @david_leaser IBM’s Lessons Learned 1. Develop a solid communication plan with persuasive language. 2. Badge issuer must own the relationship with the badge earner. 3. Build consent (privacy, info sharing) into the activity. 4. Provide strong benefits statements (marketing) into the intro letter to badge 5. Follow a template for badge landing pages. 6. Add certification / skills paths into the metadata for all badges. 7. Retro badges are less successful; limit time period to 90 days. 8. Names are important: Nobody wants a “newbie” badge.
  36. 36. @david_leaser ibm.com/training
  37. 37. Q&A
  38. 38. Don't Miss the Next Session!
  39. 39. Connect with David Leaser • Website: ibm.biz/badging • Twitter: @david_leaser • LinkedIn: linkedin.com/in/david-leaser-6b95505 • IBM: david_leaser@us.ibm.com

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