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Webinar – The Evolution of Digital Talent: Implications for Talent Development


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About the Webinar: The L&D and Talent development functions are fast evolving in the 21st century. Anytime, anywhere learning tools are now commonplace, and the modern learner is no longer just dependent on formal learning tools to guide his or her learning. Given this backdrop, Dr. Swatee Sarangi, Head - Capability Development, Corporate HR at Larsen & Toubro and Subramanian Kalpathi, Head of KNOLSKAPE Insight Centre address the following subjects:

1) Introduction to latest research from KNOLSKAPE
2) The evolution of digital talent, and what this means for talent development
3) The missing link: building soft digital skills among your workforce
4) How learning culture plays a vital role in the success or failure of your talent initiatives

Published in: Education
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Webinar – The Evolution of Digital Talent: Implications for Talent Development

  1. 1. The evolution of digital talent : Implications for Talent Development
  2. 2. • Formative years in the temple city of Bhubaneshwar, Odisha. • Made a switchover to corporate life after a distinguished stint of nearly 2 decades in academia. • Extensive experience in teaching, leadership training, research and consultancy in diverse areas of HR. • High on learning agility and curiosity. • Passion lies in the application of human constructs at the workplace to achieve enhanced people advantage. • Champion for diversity initiatives. • Speaks and writes in areas of Culture, Organizational Development, Change, Learning and Leadership. About our guest speaker Dr. Swatee Sarangi Head - Capability Development, Corporate HR at Larsen & Toubro
  3. 3. What did ANZ Bank do to become more flexible in responding to technology-based rivals? *Source: The Digital Talent Gap, Capgemini and LinkedIn ANZ Bank's Australian arm aims to leave the division with 150 teams that will look more like start-ups than traditional parts of a large-scale bank
  4. 4. Which organization has built an AI platform called Marcel (in collaboration with Microsoft) to connect all 80,000 employees, across 200 disciplines in 130 countries, to provide more seamless communication, collaboration, and anticipation of client needs? *Source: The Digital Talent Gap, Capgemini and LinkedIn Publicis Groupe unveiled Marcel - named after Publicis Groupe founder Marcel Bleustein-Blanchet - AI-powered innovation that will accelerate transforming the organization from a holding company to a platform
  5. 5. Which is the company that is so obsessed with customer delight, that it clocked the longest ever customer service call ever at 10 hours and 43 minutes? *Source: The Digital Talent Gap, Capgemini and LinkedIn Answer: Zappos. Zappos employee Steven Weinstein, shown here in the retailer's Las Vegas headquarters, holds the record for longest Zappos customer service call.
  6. 6. The evolution of digital talent : Implications for the Modern WorkplaceRemnantsoftheindustrialera Realitiesofthedigitalage Truly flexible workShift timings and fixed working hours Productivity focusCompliance focus Defined career paths Shape your own career Sharing is anathema Focus on Hierarchy Sharing is caring Focus on connections Premium on ‘know-how’ Premium on learning agility *Adapted from: The Future Organization Implications for Talent Management Planning for Agile work Encourage autonomy and a fail-fast environment Collaborative leadership and fluid ways of working Provide flexible career development options Proactively encourage Growth mindset Planning for Linear work Provide direction and discourage risk-taking Command + control leadership and pre- defined workflows Tough to shake up Fixed mindset Invest in structured career development
  7. 7. The state of digital talent management 29% of organizations agreed that the digital talent gap is hampering their digital transformation programs and that their organization has lost competitive advantage because of a shortage of digital talent. of employers say that their organization lacks employees who possess soft digital skills than hard digital skills of employees believe their skill set is redundant now or will be in the next 1–2 years. 54% 59% The digital talent gap is widening The talent gap in soft digital skills is more pronounced than in hard digital skills *Source: The Digital Talent Gap, Capgemini and LinkedIn Employees are anxious
  8. 8. The state of digital talent management 58% of digital talent are even investing their own time and money, most commonly to be on a par with their colleagues on the required digital skills. of digital talent say they are willing to move to another organization if they feel their digital skills are stagnating at their current employer. of digital talent are likely to gravitate towards organizations that offer better digital skill development. 60% 55% *Source: The Digital Talent Gap, Capgemini and LinkedIn Employees who want to excel are looking beyond their organizations’ L&D There are skill redundancy fears and lack of faith in upskilling efforts Which could in turn trigger attrition
  9. 9. The missing link: Why are soft digital skills essential today? *Source: The Digital Workforce of the Future, LinkedIn Inward focus Boxed and siloed thinking Unique POV doesn’t exist Unaware of key trends Learning agility missing Inability to manage change Inability to derive data-drive insights Unable to connect the dots Lack of emotional intelligence Comfortable with status quo
  10. 10. Success profiles of digital talent: Soft digital skills Passion for learning Customer centricity Collaboration Data driven decision making Comfort with ambiguity Organizational dexterity Change management Entrepreneurial mindset There is a gap between what organizations need and the proficiency of their employees in almost all soft digital skills *Source: The Digital Talent Gap, Capgemini and LinkedIn
  11. 11. However, boiling the ocean won’t cut it for behavioural skills *Source: The Digital Talent Gap, Capgemini and LinkedIn A defined talent strategy that Meets both business objectives And the needs and preferences of digital talent Is critical for sustainable business transformation
  12. 12. Me Time Digital Talent Millennials Gig Economy BYOD Work from Anywhere Tech Savvy Flexibility Changing Landscapes Digital Workplace Artificial Intelligence Machine Learning Deep Learning Internet of Things Analytics Digital Augmented and Virtual Reality
  13. 13. Average lifespan of S&P 500 companies The disruptive force of technology is killing off older companies. The average age of a company listed on the S&P 500 has fallen from almost 60 years old in the 1950s to less than 20 years currently. Disruption by companies like Amazon, Alphabet and Apple today is causing the trend to accelerate even more. Source: Credit Suisse Technology Disrupting the Corporate World
  14. 14. Dimensions of the Digital Workplace
  15. 15. Focus on Productivity, Performance & Teams
  16. 16. Leveraging Digital Through Change Management Awareness Agility Adaptability Alignment
  17. 17. Resisting Change Controlling Change Embracing Change Changing the Way We Change
  18. 18. Digital Talent Imperatives Customer Centricity Learning Agility Collaboration Data Driven Decision Making Organizational Dexterity Comfort with ambiguity Entrepreneurial Mindset Change Management Soft Digital Skills Cyber Security Cloud computing Analytics Data Science Big Data Innovation & Design Thinking User Interface Design Hard Digital Skills
  19. 19. Closing the skills gap: Building talent intelligence for soft digital skills *Source: The Digital Workforce of the Future, LinkedIn Grow: Build a system of continuous learning so your employees’ skills grow and remain relevant. Talent Intelligence for soft digital skills requires understanding specific skill sets of employees in the context of digital, and using data and data analytics to enhance proficiency levels of those skills for critical talent pools. Identify skills the organization needs Build Talent Intelligence If skills are complementary to existing and easy to scale Build 1. Evaluate competencies and needs 2. Personalized and ongoing learning plans If niche, emerging, in-demand skills are required Acquire: 1. Position yourself as an attractive employer 2. Pipeline and drive continuous engagement
  20. 20. Talent Management Insights
  21. 21. Robust Assessment Process Comprehensive Talent Development How Does L&T Approach Talent Development
  22. 22. Lead Self Enhance personal effectiveness and performance Lead Others Build relationships to channelize team efforts Deal effectively with conflicts Sel f Others Lead Business Set organizational direction and foster alignments Business Lead Change Transforming business, cultures and creating better processes by gaining acceptance and commitment Change Holistic Development Dimensions of Talent Development
  23. 23. Inspiring Results Inward, outward and forward looking leadership Collective leadership Millennial leaders Digital Mindset Creating Digital Leaders
  24. 24. Key Implications… 1 Moving at the Speed of Change 2 Illusion of Value 3 Getting Outside the Bubble 4 Building Strategic Partnerships
  25. 25. Changing Paradigms in Talent Management Piecemeal Holistic Standardization Customization Conventional Innovative FlexibleRigid Siloed NetworkedNetworked
  26. 26. 26 Questions?
  27. 27. To participate in the study: Our coordinates: