Most organizations operating in today’s job market face challenges associated with baby boomer retirement and employee turnover. Those challenges include the retention and maintenance of critical job knowledge and the effectiveness of subsequent hiring efforts with a labor pool formed by a growing number of millennials. How do organizations navigate today’s labor market while ensuring that a knowledge vacuum isn’t created in the process? Based on recent research completed with more than 225 learning organizations, this session will share the strategies and best practices learning leaders have adopted for managing the talent pipeline through all phases of the employee lifecycle: pre-employment development, onboarding, knowledge capture and knowledge transfer. Presentation by Tracy Cox, Director, Applied Strategies and Ken Taylor, President, Training Industry

1. Recognizing Labor Pool Challenges
Driving Knowledge Across the Employee Lifecycle
Ken Taylor (ktaylor@trainingindustry.com)
President, Training Industry
Tracy Cox (tcox@raytheon.com)
Director, Applied Strategies
Raytheon Professional Services LLC
April 14, 2015
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2. Training Industry
 Training Industry is a market intelligence firm for corporate learning and development.
 Our focus is on helping business and training professionals obtain the information, insight
and tools needed to more effectively manage the business of learning.
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3. Raytheon Professional Services
 Raytheon
– Over 90 years of innovation
– 62,000 employees worldwide
– Defense, Homeland Security, Aerospace
 Raytheon Professional Services
– High consequence training expertise worldwide
– Trains more than 2 million people a year
– 1,100 learning professionals
– Over 100 countries and 28 languages
– Learning solutions designed to solve critical business
challenges
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4. State of the Labor Pool
Need for effective onboarding, knowledge capture, and knowledge
transfer processes driven by
– Percentage of the global workforce over age 65 growing rapidly
– Median tenure for workers in the U.S. was 4.6 years in 2000; 3.5 years in 2012
– “Millennials” under the age of 35 have an average tenure of 2.3 years, making hiring
and onboarding efforts more common
– Median age of employees was 42.3 years in 2012; only 39.4 in 2000
4

5. Research Demographics
 252 respondents from companies across the globe
participated in research
 Industries represented
– Technology/telecommunications, 16%
– Business services, 12%
– Financial services, 12%
– Healthcare/Medical, 9%
– Government, 8%
 62% came from HR departments
 70% represent leadership roles (managerial/executive)
 59% came from organizations with 500+ employees
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6. The Employee Lifecycle
Addressing the skills gap
– Collaborate with local
colleges/universities
– Skill development
apprenticeships
– Internships/scholarships
Pre-
Employment Onboarding
Knowledge
Capture
Knowledge
Transfer
Follow up on 2012 Study
– Tools & Technology
– Best practices
– Challenges
– Trends
Demographic shifts
– Baby boomer
retirement
– Turnover
– Knowledge retention
techniques/tools
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7. The Employee Lifecycle in the New Millennium
Pre-
Employment Onboarding
Knowledge
Capture
Knowledge
Transfer
 Clear understanding of skills required for their position
 Information at the pre-employment stage helps potential employees
understand roles, responsibilities, and risks
 Focused on setting up potential employees for quick assimilation into the
organization and their roles
 Pre-employment development inherently guided by knowledge transfer
from organizational/process stakeholders
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8. Labor Pool Effectiveness with
Current/Future Hiring Needs
5%
36%
48%
11%
0%
10%
20%
30%
40%
50%
60%
Not at all Somewhat to a moderate extent To a great extent
Percentage of respondents, N = 242
41% report that the labor pool does
not meet their hiring needs
59% report that the labor pool meets
their hiring needs
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9. Best Practices for Pre-Employment
Development
 Offering internships and other forms of pre-employment training
(e.g., certifications, apprenticeships)
 Providing candidates with information about organizational culture and policies
 Partnering with academic
institutions to develop industry
relevant curricula
 Providing candidates with
realistic job previews
 Identifying emerging skill
requirements
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10. The Employee Lifecycle in the New Millennium
Pre-
Employment Onboarding
Knowledge
Capture
Knowledge
Transfer
 Onboarding in many industries often involves compliance requirements and/or
certifications
 If onboarding is ineffective, high-risk scenarios on the job could result in
danger to employees, co-workers, or customers
 Consistent implementation of onboarding programs is key to success and
safety
 Onboarding in high consequence jobs can last significantly longer (6 months
to 1 year) compared to most formal onboarding programs (~1 month)
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11. 2012 vs. 2014: Onboarding Effectiveness
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16%
54%
20%
10%
12%
54%
23%
11%
0%
10%
20%
30%
40%
50%
60%
Very effective Somewhat effective Somewhat ineffective Very ineffective
70% Effective
Percentage of 2014 respondents, N = 245 Percentage of 2012 respondents, N = 206
30% Ineffective

12. Best Practices for Onboarding
 Developing a formal onboarding framework
 Evaluating effectiveness of programs regularly
 Ensuring consistency in implementation for
ongoing onboarding and training programs
 Involving leadership before, during and after
the onboarding program
 Understanding from current employees what
it takes to be successful
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84% of organizations using instructor-led training
(ILT), meetings, shadowing, and short-form content
rate themselves effective at onboarding

13. The Employee Lifecycle in the New Millennium
Pre-
Employment Onboarding
Knowledge
Capture
Knowledge
Transfer
 The process of knowledge capture is integral to continued organizational
functioning; without capturing and documenting job tasks, relationships and
dependencies, or procedures and processes, there is no content to inform
knowledge transfer
 Ineffective knowledge capture can represent a single point of failure in many
companies’ employee lifecycles
 Key component of ensuring knowledge that is transferred is up-to-date with the
speed of the market
– e.g., Technological advancements, vertical and horizontal market penetration,
growing competitive landscape
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14. Effective vs. Ineffective Groups’ Use of
Knowledge Capture Best Practices
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5%
33%
34%
28%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very effective Somewhat effective Somewhat ineffective Very ineffective
38% Effective 62% Ineffective
Percentage of respondents, N = 236

15. Best Practices for Knowledge Capture
 Best Practices
– Conducting exit interviews
– Documenting job roles and processes
– Encouraging mentoring, cross training,
knowledge sharing, and social collaboration
 Effective knowledge capture
programs are substantially more
likely to use:
– Knowledge repositories
– Assessments
– Online FAQs answered by SMEs
– Videos
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16. The Employee Lifecycle in the New Millennium
Pre-
Employment Onboarding
Knowledge
Capture
Knowledge
Transfer
 Transfer of critical knowledge to employees’ successors is vital to high
consequence jobs where subject matter expertise is a job requirement
 Lack of an effective knowledge transfer strategy can inhibit the
development of new and seasoned professionals
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17. 6%
42%
34%
18%
3%
36%
33%
28%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very effective Somewhat effective Somewhat ineffective Very ineffective
Percentage of 2014 respondents, N = 236 Percentage of 2012 respondents, N = 208
2012 vs. 2014:
Knowledge Transfer Effectiveness
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48% Effective 52% Ineffective

18. Best Practices for Knowledge Transfer
 Facilitating informal learning (P2P/team training, mentor networks, etc.)
 Delivering information in a variety of methods, focusing on ease of use and
comprehension
 Ensuring leadership support and
involvement
 Developing a formal knowledge transfer
strategy and integrating it into daily
operations
 Constantly monitoring and updating
the company knowledge repository
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76% of organizations using work shadowing, paired work and
coaching rate themselves effective at knowledge transfer

19. The Employee Lifecycle
Pre-
Employment
59%
Onboarding
70%
Knowledge
Capture
38%
Knowledge
Transfer
48%
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20. Key Takeaways
 41% of organizations report that the labor pool only somewhat or does
not meet their current and future hiring needs and only 11% of
organizations report that it does fully
 Almost half (49%) of organizations report that employee retirement is a
moderate or great problem
 The majority (70%) of organizations are rated effective at onboarding
new employees
 38% of organizations are rated effective at capturing the knowledge of
key employees and 48% are rated effective at transferring knowledge
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21. Q&A
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22. Recognizing Labor Pool Challenges
Driving Knowledge Across the Employee Lifecycle
Tracy Cox
tcox@raytheon.com
Director, Performance Consulting
Raytheon Professional Services LLC
Ken Taylor
(ktaylor@trainingindustry.com)
President, Training Industry
Visit our website:
www.rps.com
Call us: (+1) 972‐205‐5300
Connect with us on one of our social networks:
LinkedIn: Raytheon Professional Services LLC Group
Twitter: @RaytheonRPS
Visit our website:
www.trainingindustry.com
Call us: (+1) 919-653-4992
Connect with us on one of our social networks:
LinkedIn: Training Industry, Inc.
Twitter: @trainingindustry
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24. Backup
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25. Case 1: Government and Technology
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26. Case 1: Government and Technology
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27. Case 2: Medical and Financial Services
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28. Case 2: Medical and Financial Services
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