This document discusses disrupting the traditional career ladder model with Fuel50 and IBM Kenexa solutions. It covers: 1) How Fuel50 and IBM Kenexa can provide tools to enable employee-driven career growth and development through personalized coaching and career pathing. 2) Why the traditional career ladder model is no longer effective due to trends like workforce disruption, atomization of work, and employees' desire for continuous learning and growth. 3) Four best practices for organizations to provide a state-of-the-art career experience, including building an agile career framework, educating on career agility, enabling self-directed growth, and empowering managers as coaches.

1. Disrupting the Career Ladder
with Fuel50 & IBM
ENGAGING AND ENABLING EMPLOYEES
TO ENGINEER THEIR OWN WORKPLACE DESTINY
PRESENTED BY
ibm.comfuel50.com

2. ‹#›
Anne Fulton
CEO & Co-Founder
Fuel50
Introducing the speakers
Andrea Peck
Sr. Consultant
(IBM Watson Talent & Kenexa)
IBM Talent Frameworks
Rachel Brown
Webinar Host
IBM Talent Frameworks

3. ‹#›
ibm.com/KenexaTFfuel50.com
Fuel50 is award-winning, career
pathing software that offers a powerful
toolkit for employee coaching while
enabling employees to own and grow
their careers. Fuel50 is the fastest way
to drive engagement and improve
leader conversations.
IBMKenexa TalentFrameworksisalivinglibrary
of 3000industry-specificjobsand2000
competency andskillbenchmarks.Skill-relevant
interviewquestions, coachingtipsandlearning
resourceshelp driveconsistencyinskillsdataand
languageacrossonce-disparateHR functionsfor
improved hiring,engagement, employee
development andworkforceanalytics.
About the sponsors

4. ‹#›
What we’ll cover today
• What we’ve learnt about the disrupted career
experience today IBM Kenexa & Fuel50 Engagement Research insights
• Why doesn’t the ladder work today?
• Why do we need to re-think the career
experience today?
• How-to: 4 best practices for a turbo-charged
career experience

5. ‹#›
Employee experience
in the workplace
“Now we are entering the cognitive era.
It is a time when work can be a more
rewarding experience for employees.”
– IBM Smarter Workforce Institute

6. ‹#›
Employee experience
in the workplace
“Seeing the world
through the eyes of our employees.”
– General Electric
General Electric hired a Head of Employee Experience

7. ‹#›
Employee experience
in the workplace
“Disruption is here. You are either the disruptor
or the disrupted. I would argue that engagement
and career opportunities are more important
during these times of turmoil.”
– Aatari
Chaos New Normal

8. ‹#›
Why the ladder is
not delivering today?
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA

9. ‹#›
Future of HR
What we’re hearing
• Consumerization
• Digital
• Personalization
• Employee Centric
• Agile
• Systems of engagement

10. The Uberization
of the workforce
is coming.
84% of organizations face workforce
disruption in the next 5 years.
- Josh Bersin 10

11. The atomization
of work.
Work is being deconstructed into its
smallest pieces. We need to micro-bite the
career pathing experience too… think gigs,
stretch assignments, projects, experiences...

12. n=8,500
Source:CEB2015CareersEmployeeSurvey
The 2020 coaching challenge:
A changed career landscape
Positionseniority
Tenure
12

13. ‹#›
81%of employees
feel their skills aren’t being
full utilized at work
CareerAgility&EngagementResearch,Fuel50(2015)

14. ‹#›
86%of employees
quit their jobs due to a lack
of career development
RandstadEmployeeSurvey(2014)

15. ‹#›
Other perceived priorities
Hiring is perceived as a bigger issue than
the nice-to-have career experience.
But, that’s ignoring the 95% of your
incumbent workforce over the
5% of your turnover.
95%

16. ‹#›
What do these trends mean
for your organization?
• Agile workforce
• Employee experience
• Employee self-managed
career / performance
• Personalized learning
• Marketable and
portable skills
• More frequent feedback

17. ‹#›
• Top-down process
automation
• Focus backwards
• Promotes vertical thinking
• Conversations annual (or
quarterly at best)
• Evaluative
17
Old world vs next-generation
TRADITIONAL TALENT MANAGEMENT PERFORMANCE ENABLEMENT
• Employee-driven growth and
development
• Focus forward (future growth)
• Promotes lateral-growth thinking
• Continuous career growth
conversations
• Empowering
vs

18. ‹#›
Client value
Improved employee
engagement

19. ‹#›
Macro-drivers of engagement
20
Promising career opportunities
Create and publish career path matrices built from a
skills framework.
Trust in leadership
Increase trust in leadership by communicating clear
expectations of job-specific skills and responsibilities.
Provide learning opportunities
Improve proficiency of skills through growth and
development based on SMART goals and learning
materials specific to job roles.
Recognize outstanding employees
Appropriately distribute recognition and rewards
by defining specifically what top performers
look like in each job.
Feel valued / I feel as if I belong here
Provide better sense of involvement and belonging and
accomplishment by clearly defining job responsibilities
and outstanding performance.
Open and honest, two-way communication
Use Coaching Tips to provide clear,
consistent information for
performance management.
Talent frameworks allow you to:
Client value Improved employee engagement

20. ‹#›
IBM client research
on employee engagement
9.3% higher sales
per labor hour than stores in the bottom half
We’re talking millions of dollars more in sales
each year for top performing stores
STORES IN THE TOP HALF OF ENGAGEMENT HAD

21. ‹#›
IBM client research
on employee engagement
71% lower voluntary turnover
HIGHLY ENGAGED BRANCHES HAD…
Met or exceeded their quarterly financial targets
40% more frequently
5.3% higher customer loyalty
…THAN BRANCHES WITH LOWER ENGAGEMENT LEVELS.

22. ‹#›
IBM client research
on employee engagement
0.73 more accidents
per 100 workers each year compared to the top quartile
ORGANIZATIONS IN THE BOT TOM QUARTILE HAD…

23. ‹#›
• Leadership understands
the impact of change
technologies on the
workplace (63%)
• Leadership balances
results with ability to lead
through change (62%)
• Manage a more complex
workforce (46%)
24
Managing a more complex workforce
CHROs ARE CONCERNED… CEOs PROMOTING TALENT DIVERSITY
AND INCLUSIVENESS…
• Promote talent diversity
(88%)
• Changed people strategy
to reflect skills needed in
the future (78%)
• Move talent where we
need it (77%)
2016 CHRO Study by IBM
Redefining Talent IBM Institute for Business Value
2017 CEO Study by PWC

24. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
70% of organizations
have a weak pipeline
Cost per day when operating
without a key player: $7k
PLANNING FOR TALENT

25. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
$300k to $500k
cost of a poor per hire
ACQUIRING TALENT

26. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
30% rate of efficiency
at which most businesses operate
because of poor engagement
ENGAGING TALENT

27. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
6 months
Average time required for a new manager
to become productive
Consider the number of employees that the average manager is
multiplied by the number of people who work for them.
DEVELOPING TALENT

28. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
20%
Percentage of a company’s employees
who are well-suited for their roles
DEPLOYING / ASSIGNING TALENT

29. ‹#›
Focusing hiring ROI on the outcomes
A summary of HCI data
2 to 4 times the value
The value of a top performer versus
the average employee
EVALUATING TALENT

30. ‹#›
Why rethinking career development
is important now
Career development, personal
growth, and job progression have
proven to engage employees.
#1

31. ‹#›
Many organizations are re-
thinking career management
to allow for more flexible
employee career journeys.
#2
Why rethinking career development
is important now

32. ‹#›
They are offering other ways to retain and
engage employees, including dual career
ladders, job redesign, job rotations, lateral
career paths, upward and dialled-down
career paths, encore career paths, consulting
and contingent work opportunities.
#3
Why rethinking career development
is important now

33. ‹#›
Ask yourself these questions
1. What are the skills that can’t be
automated?
2. What skills drive disruption?
3. What skills do employees need
in order to adapt?
(i.e. tolerance for stress,
ambiguity, overcoming
resistance, etc)
4. Do you know your individual
and organizational skills gaps?
5. Do you know if learning and
development is addressing
and closing those gaps?
6. Do your employees know
what good looks like to
perform to, or exceed?
7. Who are your experts, and
objectively, what are they
experts in?
8. What skills does your business
need to evolve and succeed?

34. ‹#›
Agile career development
State of the art solutions
that deliver agility
• Turbo-charge
career paths
• Rapid implementation
across organizations
• Managerial tools
• Drive personalization
• Identification of
critical skills
• Standard language
• Best-in-class
career experience

35. ‹#›
4 best practices for
state of the art
career solution
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA

36. Our top four best-in-class
career enablement practices
1. Build a state of the art career framework –
and keep it agile
2. Educate: Build a career growth
mindset for the entire business
3. Enable self-directed growth
4. Empower managers to become coaches and career
champions that craft an engaging work experience
38

37. ‹#›
#1 Enable employees
to perform in current role
• Craft individualized career and retention
propositions for employees
• Find the talent sweet spot for your
employees and create opportunities for
them to do more of this

38. Individuals
need individualized
career propositions.
40

39. Passions Talents
Values
Personalized
career value
propositions.
41

40. ‹#›
The traditional 9-box
is not delivering agility
Talent risk
Low performer
Low potential
Solid professional
Moderate performer
Low potential
High professional
High performer
Low potential
Inconsistent player
Low performer
Moderate potential
Key player
Moderate performer
Moderate potential
Current star
High performer
Moderate potential
Rough-diamond
Low performer
High potential
Future star
Moderate performer
High potential
Consistent star
High performer
High potential
Potential
Performance

41. ‹#›
Talents-based development
Fuel50 Performance vs Passion talent matrix
Talents to avoid using Potential talent
Investment talent
Grow this
Marketable talent Emerging talent Motivated talent
Marketable talent Talent to leverage Talent sweet spot
Performance“Iamgoodatthis”
Passion “I love to do this”

42. Individualized propositions
for the purpose of
business velocity.
Marianne Jackson, CHRO of eBay
44

43. ‹#›
#2 Educate employees
about the importance of career agility
• Educate employees on they what, why and
how of career agility for a 2020 world
• Enable leaders to become true talent
advocates for their employees

44. Skills are
transferrable
— read the
landscape & the
seasons.
46

45. Every role has a
growth curve.
47

46. Sometimes
you have to
go lateral.
48

47. ‹#›
How we partner to
deliver a state of the art
career experience…
DISRUPTING THE CAREER LADDER with FUEL50 & IBM KENEXA

48. Job sculpting
— micro tweaks
for macro impact
on engagement.
50

49. ‹#›
IBM Kenexa & Fuel50 partnership
State of the art career pathing experience
• IBM Kenexa offers a best-in-class career
framework, that gives you the fastest start to
building your career architecture.
• Fuel50 offers an employee pathing experience
that brings the career framework to life.

50. ‹#›
Industry
Framework
Job Family
Job Profile
Skills &
Competencies
Interview
Questions
Coaching Tips
Learning
From this to interactive, gamified
pathing for your employees

51. Avalanches
come from
snowflakes.
53

52. Visit go.fuel50.com/ready
Disrupting the Career Ladder
with Fuel50 & IBM
ENGAGING AND ENABLING EMPLOYEES
TO ENGINEER THEIR OWN WORKPLACE DESTINY
PRESENTED BY
ibm.comfuel50.com