For more than three decades we’ve been on the defensive in the “Battle for Talent”. We’ve faced wave after wave of insurmountable invasions of technology, social and demographic change. The landscape of business is now global and fronts are many – talent acquisition, employee engagement, productivity and retention. The very nature of work and the skills required to execute and win as we march through this 4th Industrial Revolution seemingly change month to month. Our employment strategies and tactics must be nimble and direct, flexible and adaptable. Might there be a way to harness the energies and direction of all that is changing? Maybe the not so ancient martial art of Aikido can provide some direction and underlying philosophy for talent management in the 21st Century. In this webinar, John Llamas, Principal, Thought Leadership and Advisory services for Cornerstone OnDemand will pose how business might utilize the foundational thought and techniques of Aikido in the context of attracting, developing and retaining talent in a fashion that takes advantage – as opposed to defends against – the vectors and forces that are shaping the workplace and the workforce. In his discussion, Mr. Llamas will cover: -The essentials of Aikido; it’s origin, philosophy and technique in channeling oncoming force in a unifying and productive manner -Applying the philosophy to harness the energy of change in today’s business environment for effective talent management -Address some simple, but not easy, ways employers can enhance the employee experience through a talent management strategy that focuses on engagement, productivity and retention -Leveraging technology, design thinking and communications for developing a truly loyal and productive workforce

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Frequently Asked Questions

5. What Talent Managers Can Learn
from the Martial Art of Aikido
in the Battle for Talent
John Llamas
Principal, Thought Leadership & Advisory Services
Cornerstone OnDemand

6. 6
John Llamas
Principal, Thought Leadership & Advisory Services
Cornerstone OnDemand
• 35+ years of experience HR & IT
• Fortune 500 multi-national corporations in Retail, Health Care, Financial
Services, HiTech, Transportation, Utilities, and Government
• 13 years at LBrands (Victoria’s Secret/Bath & Body Works)
• 15+ HR and Systems consulting
• 5 years with PwC as Principal Consultant leading SAP & PeopleSoft
implementations
• 10+ years as a partner in a boutique HR consulting firm
• 8 years HR Director at Kaiser Permanente
• In-depth knowledge and experience in effective planning, budgeting,
and management

7. The Why

8. “Across nearly all industries, the impact of
technological and other changes is shortening
the shelf-life of employees’ existing skill sets. . .
Businesses will need to put talent development
and future workforce strategy front and center to
their growth. Firms can no longer be passive
consumers of ready-made human capital. They
require a new mindset to meet their talent
needs.”
The World Economic Forum
8

9. The What

10. The Forces
Human/Cyber Entanglement
4th Industrial Revolution
IOT
Information Everywhere,
All the Time
Communication &
Transportation
Instantaneous and
Sustained Connections
Changing
Demographics
Global and Within
the Workforce
World State
Volatile, Uncertain,
Complex, Ambiguous
Stress of Changing
Societal Norms
Diversity & Inclusion,
Transparency & Equality
Digital Technology

11. The How

12. 12
• Modern Japanese martial art – Moreihi Ueshiba
• Defend/protect oneself while also protecting the attacker from injury
• Philosophy of using the opponents own movements as your guide – blends
and adapts
• Literal translation of “Aikido”
• “Way of Combining Forces” or
• “Way of Unifying Energy”
Aikido

13. Etymology
合 – ai – joining, unifying, combining, fitting, harmony
気 – ki – spirit, energy, mood, morale
道 – dō – way, path

14. Poll #1
How is your business dealing with the forces of change?
( ) offensively/proactively
( ) defensively/reactively

15. The What

16. 16
MESSAGEMISSION
Attracting Top Talent
• Compelling mission and
purpose
• Market reputation
• Values-based success
• Empathy and Value
• Diverse and Inclusive
• Fair and unbiased
• Success stories of others
• Consistent and clear
messaging
• Easy to find information
• Consistent and clear
directions
• Simple processes and tools
supporting personalized
journey/experience
• What it’ll be like “if I join”
• Making a difference
• Clear link role – skills - goals
• Job Design/Job Fit
• Prepare for challenges
• Expandable boundaries
• One’s own career path
• Autonomy and intelligent
risk taking
MEANINGFUL ROLES
TRANSPARENT & EASYCULTURE SUPPORTIVE MANAGEMENT
THE CANDIDATE EXPERIENCE
I
N
F
O
R
M
A
C
Q
U
I
R
E
知り合う (to get to know one another), 話し合い (talk/discussion/negotiation)

17. Poll #2a and #2b
Select how your company views and is taking action on –
(can only pick one in each column) :
Engagement
( ) High Concern/Low or No Action
( ) Medium Concern/Low Action
( ) Unclear
( ) We’re good
Retention
( ) High Concern/Low or No Action
( ) Medium Concern/Low Action
( ) Unclear
( ) We’re good

18. Poll #2c
Based on your answers in Poll #2a and #2b, What trumps
what?
( ) Engagement trumps Retention
( ) They are about equal in importance
( ) Retention trumps Engagement

19. 19
SOCIALPERSONAL
Engage & Retain
• Compelling mission and
purpose
• Appealing and aligned
values
• Personalized journey/
experience
• Visible opportunities and
transparent paths
• Fair and consistent actions
• Empathy and Value
• Culture and Relationships
• Soft Skills:
• Communication
• Collaboration/Teaming
• Time Management
• Leadership
• Diversity, Inclusion, Innovation
• Accountability & Recognition
• Learning-Leadership and
Leadership Learning
MEANINGFUL ROLES
LEADERSHIPTRUST CONTROL
THE EMPLOYEE EXPERIENCE
E
N
G
A
G
E
R
E
T
A
I
N
• Making a difference
• Clear link role – skills & goals
• Job Design/Job Fit
• Prepare for challenges
• Expandable boundaries
• One’s own career path
• Autonomy and intelligent
risk taking
連合 (union/alliance/association)
)

20. Poll #4
How well do you think your learning strategy and delivery address the
reskilling and new skilling demands you face today and tomorrow?
( ) Very strong support for individual learning styles/access
( ) Good access and administration but need better content
( ) System is underutilized, difficult to navigate and administer
( ) We need a better learning strategy
( ) Not a priority or don’t have budget to improve

21. 21
IDENTIFY
Productivity =
Closing Skill Gaps
• Job/role communication and understanding
• Transparent requirements & competencies
• Clarity of what is needed NOW
• Recognize and support FUTURE needs and
internal development for the “build“ path
• Engage, deliver, measure and extend
opportunity
• Provide opportunity, measure and evaluate
• Accountability
• Acknowledge/reward current capabilities
• Personalized learning styles - Means,
modes and methods
• Identify options that reinforce Strengths
and develop Opportunities
• Easily access and utilize process, delivery
and evaluation of development
opportunities
• Self-Directed Learner
• Managers learn to lead and reinforce
growth
DEVELOP
ASSESS REPEAT
THE EMPLOYEE EXPERIENCE
Ukemi (受⾝) refers to the act of receiving a technique. Good ukemi involves
attention to the technique – it is active, not passive

22. 22
ASSESSTHE WORK
Future Leaders
• The mission/culture
• Understand the work
• Understand where
leadership (and traits) is
needed to drive the work
• Design the jobs and
leadership roles
• Establish and clearly
communicate leadership job
skills and competencies
• Assess leadership demand/
supply equation
• Assess Build/Buy Plan
• Identify and assess
candidates based on
leadership profiles
(transparent and known)
• Plan individual leadership
development roadmaps
• Personalized multi-modal
learning – hard and soft
skills
• Opportunities to flex and
hone skills – to lead
• Constant feedback from
above, at peer and
below
• Access to mentors and
advisors for guidance
• Individual and program
accountability
TRAIN/DEVELOP
PLANTHE SKILLS LEADERSHIP IMPACT
THE EMPLOYEE EXPERIENCE
合 – ai – joining, unifying, combining, fitting, harmony
気 – ki – spirit, energy, mood, morale
道 – dō – way, path

23. Conclusions
• The Fourth Industrial Revolution didn’t just start – we’re six decades into it
• Why does it seem so different? Acceleration!
• Just wait – it’s going to get a lot more “VUCA”
• Strategy?
• Learn from AIKIDO
• Recognize the forces
• Understand the power of learning to anticipate and leverage
• Focus on understanding, agreement, respect amongst individuals/groups
• Leverage acceleration (velocity and direction)
23
• Volatile • Uncertain • Complex • Ambiguous

24. THANK YOU !

25. 25
John Llamas
Principal, Thought Leadership & Advisory Services
Cornerstone OnDemand
jllamas@csod.com
614.286.7742

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