George Westerman, Faculty Director, Workplace Learning Collaborative @ J-WEL
Manisha Singh, Learning Leader, Schneider-Electric
We would like to develop tools and processes that help match people with new career opportunities both inside and outside the firm. Here are some use cases:
A job seeker uses a tool that reviews their work history and combs through words in the descriptions of open jobs in the job seeker’s target field in order to recommend matches between that person’s capabilities and what the market offers.
A person inputs his or her list of skills into a computer to receive recommendations for jobs available at their current place of employment; these jobs would have been difficult to discover without this tool.
Key Questions to Explore
How can we redesign work and/or jobs?
How do we evaluate the effectiveness of our approach?
How do we measure skills or skills groups?
How is interpersonal and technology skill building related to the cognition process?
How will we better train mid-career employees for the next job?
Should we develop a “skills index”?
What are the emerging trends in skills (e.g., labor markets, innovation, etc.)?
What are skills needed for “digital transformations”?
What constitutes an effective skill development program and how do we evaluate it?
Which formats are best at helping people develop skills by skill type?
What is the most effective way to scale-up learning in an organization?
What mix of skill requirements will future jobs have?
What skills and capabilities will we need to support business objectives?