Uploaded by★ Tony Karrer
Attract, Engage, and Develop Talent using Open Badges: An IBM case study
The document details IBM's innovative open badge program developed by David Leaser, which aims to attract, engage, and progress talent through verifiable digital credentials. The initiative addresses the challenges of a changing labor market, emphasizing the need for hybrid skills and creating a dynamic registry of achievements that can enhance personal branding and facilitate job matching. Key takeaways include the importance of structured implementation, strong communication, and the value of badges in measuring and recognizing skills in the modern workforce.
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Attract, Engage, and Develop Talent using Open Badges: An IBM case study
- 1. Attract, Engage and DevelopTalent using Open Badges: An IBM case study With David Leaser
- 2. About the Conference 2Days, 6 Education-packed sessions
- 3. About David Leaser DavidLeaser 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. @david_leaser HOW WILL WEBUILD THE NEXT GENERATION IT WORKFORCE?
- 5. @david_leaser PROBLEM THE WORLD IS FACING ASERIOUS TALENT
- 6. @david_leaser CRITICAL FOUR OUT OFFIVEBUSINESSES 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. @david_leaser RECOGNIZE SKILLS SIGNALS AREEMERGING THAT WILL DRAMATICALLY CHANGE THE WAY WE MUST
- 8. @david_leaser labor market lifestyle changes technology Rise of contract labor Rise of globally connected teams Needfor 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
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- 13. @david_leaser TODAY’S IT JOBS NOWREQUIRE HYBRID SKILLS Programming BusinessMarketing Design
- 14. @david_leaser A C D E B Howthings 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. @david_leaser THE “GIG” ECONOMY ISCHANGING EMPLOYEE RELATIONS Contract Employee
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- 17. @david_leaser MONTHS 18 WEEKS 12 SOFTWARE RELEASES AREMEASURED IN WEEKS! 2014 2016
- 18. @david_leaser PROGRAMS THESE CHANGES WILL REQUIREYOU TO RETHINK YOUR OUTDATED
- 19. @david_leaser LEAD AS EXISTING STRUCTURES DECLINEINEFFECTIVENESS YOU HAVE AN OPPORTUNITY TO
- 20. @david_leaser SKILLS EVERYTHING POINTS TOA NEED TOCHANGE THE WAY YOU DEVELOP AND TAKE INVENTORY OF
- 21. @david_leaser CREDENTIALS NOW MUSTBE ☑ TIMELY ☑ VERIFIABLE ☑ PORTABLE ☑ DISCOVERABLE
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- 23. Open Badges: Credentialsfor 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. @david_leaser Digital emblem which symbolizes skillsand 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. @david_leaser Knowledge Skills ProficiencyCertified General Badging is how we will measure resume-worthy IBM skills in the market IBM Badges: Five unique emblems
- 26. @david_leaser The results forIBM have been substantial
- 27. @david_leaser The ROI forOpen 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. @david_leaser How does badgingconvert 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. @david_leaser 2.5 million potentialviews for every 10,000 badges Social Media impressions are huge
- 30. @david_leaser Open Badges createa consolidated skills registry capturing all achievements
- 31. @david_leaser Open Badges builda 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. @david_leaser Dynamic labor marketdata is built into every badge we issue
- 33. @david_leaser Use cases forthe 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. @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. @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.
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- 38. Don't Miss theNext Session!
- 39. Connect with DavidLeaser • Website: ibm.biz/badging • Twitter: @david_leaser • LinkedIn: linkedin.com/in/david-leaser-6b95505 • IBM: david_leaser@us.ibm.com
Editor's Notes
- #7 Aberdeen Group, 2015: Zach Lahey, “Pre-hire Assessments: An Asset for HR in the Age of the Candidate
- #14 Many employees are now expected to wear multiple hats. Programmers once wore just the programming hat. But now they have to work with the lines of business, so they need soft skills they may not have. Community manager needs analytics, Big Data, collaboration and project management
- #15 Really not hierarchical or in fixed teams. People work in groups with shared values, goals, project and culture. People rewarded for their skills and abilities, not position.
- #28 Dr. Haiyan Zhang, 2015, How do I recognize thee, let me count the ways; IBM Smarter Workforce Institute Whitepaper IBM Customer Support data analysis IBM Badging Pilot survey results.
- #31 Badge metadata and our analytics will provide a “nano view” of a person’s skills and help us determine next steps to progress toward our objectives.