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ELE brings leaders together across companies and industries to work through the messy stuff: decisions, risk, handoffs, execution drag, and what it takes to move from idea to action.

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Figure out if ELE is for you. Straight answers on what ELE is, who it’s built for, and how contributing members actually work together. Still have a question? Contact us.

Executive Learning Exchange (ELE)

Session Focus: explore how AI is reshaping the workforce, creating new opportunities, and necessitating critical re-skilling initiatives for individuals and organizations to thrive in the AI-powered future.

<blockquote>"If AI automates the first steps of a career, how do we rethink the path to expertise?" -- <a href="https://www.ele.llc/members/chip-cleary" target="_blank" rel="noopener">Chip Cleary</a></blockquote>
This session provided a powerful discussion on strategic re-skilling and how AI is transforming workforce capabilities. As automation takes over routine tasks, traditional career paths are shifting, creating both challenges and opportunities for HR and talent leaders.

<h3 data-start="441" data-end="465">Key Takeaways:</h3>
🔹 AI is reshaping job roles—employees must develop new skills beyond task execution. 🔹 Reskilling is continuous, requiring ongoing learning rather than one-time training. 🔹 Career growth models need rethinking as AI eliminates traditional entry-level work. 🔹 Change management is essential—employees need reassurance and guidance. 🔹 Ethical AI governance is critical to ensure fairness and compliance. 🔹 AI should enhance, not replace, human expertise, enabling higher-value work.

<h3 data-start="990" data-end="1033">Practical Actions for HR Leaders:</h3>
✅ Define AI’s impact on roles—update competency frameworks to align with AI-driven work. ✅ Implement AI literacy training—equip employees with skills to collaborate effectively with AI. ✅ Engage employees in AI adoption—showcase success stories to drive buy-in. ✅ Redesign career pathways—focus on adaptability, problem-solving, and AI collaboration. ✅ Establish AI governance policies—ensure ethical, unbiased use of AI in HR processes. ✅ Leverage AI for decision support—encourage its use for brainstorming, insights, and efficiency.

<h3 data-start="1607" data-end="1678">Looking Ahead: Rethinking Workforce Development in the AI Era</h3>
The rapid evolution of AI presents both an urgent challenge and an incredible opportunity for HR leaders. As AI reshapes workforce structures, we must not only rethink job roles but also redefine how employees gain expertise and advance in their careers.
Traditional career ladders are disappearing, but that doesn’t mean growth is impossible—it means we need new pathways that emphasize problem-solving, adaptability, and human-AI collaboration. The organizations that succeed will be those that proactively reskill their employees, foster a culture of continuous learning, and leverage AI as a catalyst for growth rather than a disruption to fear.
🔹 HR leaders have a choice: react to AI-driven changes as they come or take a strategic role in shaping a workforce that is future-ready.
💡 How is your organization approaching AI-driven reskilling? Let’s continue the conversation on <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

Strategic Re-skilling: Explore How AI is Transforming Workforce Capabilities

future of work

Future of Work

Digital &amp; AI

digital transformation

innovation

career development

upskilling

azizeh.constantinescu

geovanny.andino

talent development

anton.maletich

employee engagement

employee experience

workforce development

continuous learning

reskilling

learning and development

peter.hogaboam

workforce planning

diana.barnett

matt.sernaker

HR leadership

HR Strategy

AI in HR

HR strategies

AI impact

Workforce Transformation

organizational learning

knowledge sharing

innovation culture

HR Tech

AI &amp; Workforce

nicole.defalco

chip.cleary

phyllis.king

Zurich North America

CNA Insurance

Session Focus: Community-source tips for starting from scratch to create a skills database.

As learning leaders, we often find ourselves excited about initiatives like creating skills databases, but do the CEO and other business leaders truly understand the "why" behind it? In this insightful session, a panel of experts shared tips on how to approach this from the ground up while keeping the core business objectives in mind.

Key Takeaways:
1. Clearly define the "why" - link it to core business objectives beyond just HR/talent goals to get leadership buy-in.
2. Focus on the employee experience and career journey to drive engagement with the skills initiative.
3. Take an iterative approach, celebrate small wins, and get broad input - don't aim for perfection from day one.

A poignant quote that resonated: "While for us as HR practitioners and professionals this is really exciting and we get it and we know why it makes sense but does the CEO know, do they care just of marketing or sales like so it is the why are we doing this not just for HR but help the organization like does everyone get it is everyone on board with like the why and the impacts?"

Join us as we dive deep into practical tips shared by leaders who have been through this journey, from establishing a clear purpose aligned with business priorities to managing change effectively. Whether you're just starting out or looking to refine your approach, this session offers valuable insights to create a skills database that truly moves the needle for your organization.

Tips for Starting from Scratch | Creating Skills Databases

evidence-based research

Integrated Talent Management

talent mobility

jean.ryan

career path

organizational readiness

Change Management

Learning Agility

strategic alignment

business

skills​

skillsforthefuture

stateofskills

career mobility

future-skill

future of learning

maryann.kennedy

reskill

skill development

paula.y..spears

mary.zolna

skills database

personalization of skills

megan.bickle

skills data

gordon.ritchie

Session Focus: GE Digital case study upskilling HR to make progress with a capability-based talent strategy.

In this insightful session, Megan Bickle, former leader of culture, engagement, and employee listening at companies like Western Digital, Dropbox, and GE Digital, shared GE Digital's pioneering journey to build an integrated capabilities framework from 2013-2017.
The key takeaways were:
1) Build a capability/skills framework aligned to your talent processes like hiring, promotions, learning etc. to enable consistency and data-driven decisions.
2) Get buy-in and involvement from influential leaders and subject matter experts - don't make it just an HR initiative. Constantly sell the value. 
3) Integrate the framework into your culture and employee/manager conversations. Provide a shared skills language.
As Megan stated: "It was really through that lens of how are we growing Talent, how is Talent, what are the capabilities that people are taking with them when they leave new talent that we're bringing in, are they a good fit for their role and how do we grow them"

GE Digital's pioneering work predated much of the modern skills cloud technology. Despite being very labor-intensive upfront, their integrated approach transformed how they hired, developed, promoted, and planned talent needs. It enabled better coaching through a shared language around capabilities.

However, new leadership's lack of buy-in led to its dismantling by 2021 as GE split into three companies. This case study highlights the potential impact but also the challenges of undertaking an integrated capabilities approach in today's skills-based landscape.

Integrated Capabilities Framework | GE Digital Case Study Upskilling HR

integrated talent management

dirk.tussing

prashant.Bhat

jill.mack

jesse.james

brian.richardson

jennifer.rainey

katie.hoff

capabilities

Session Focus: Tips for creating a skills database with Skills Cloud (Workday)

In this insightful session, panelists shared their real-world experiences implementing skills initiatives like Workday Skills Cloud. Key takeaways included:
1) Data harmonization across different skill source systems like learning platforms and applicant tracking systems is a major challenge that should not be underestimated. Having a unified skills taxonomy/ontology is helpful for scaling skills efforts.
2) Manage expectations by starting small with pilots/proof of concepts rather than overselling an enterprise-wide skills solution upfront. Properly resourcing the skills initiative is critical for success.
3) As one panelist stated: "I think depends on your industry, some Industries have a lot of rapidly changing skills where you need a lot more flexibility. While others maybe things haven't changed as much." The flexibility vs structure required in your skills model should depend on how rapidly skills are evolving in your organization's roles.
Attendees gained valuable tips on getting a skills implementation off the ground, from defining skills and harmonizing data sources, to rightsizing expectations and resources. The panel's insights highlighted both the potential and pitfalls to be aware of when launching a skills cloud platform like Workday's offering.

Tips for Getting Started with Workday Skills Cloud

allyson.carter

julian.malnak

serena.huang

workday

skills-cloud

rigo.barragan

UL Solutions

Session Focus: A case study capacity study using lean methods to develop a skill matrix analyzing the processes used to do the actual work.


In the session "Creating a Skill Matrix | Identification of Skills Needed To Do the Work", presenter Azizeh Constantinescu shared a case study on how she conducted a capacity analysis that revealed powerful insights into mapping employee skills to the granular work tasks and processes within her organization.

The core takeaway, as quoted in the session, is that "Skills-based organization is really about unlocking skills from jobs and that happens across a number of dimensions - it's not just a talent thing, it's not just a learning thing, it is a business thing."

Through careful observation of work processes and dialogue with employees actually performing the tasks, Aiza was able to deconstruct high-level activities like "conducting product testing" into detailed step-by-step processes. For each granular task step, she mapped out the specific skills an employee would need to have mastery over.

This skills mapping exercise yielded three critical takeaways for participants:
1. Map employee skills directly to the granular tasks and processes involved in the actual work being done, not just high-level job descriptions.
2. Use this granular skills mapping to facilitate knowledge transfer between employees, identify skills gaps, inform training, and enable dynamic staffing of work based on employee skill inventories.
3. Get leaders and stakeholders aligned on consistent skill definitions and taxonomies across the organization to allow true skills transferability and mobility between roles/departments.
By taking a bottoms-up, lean approach to analyzing work at the process level, organizations can "unlock" employee skills from traditional job roles and titles. This enables much more agility in workforce deployment, skills development, and strategic capacity planning aligned to business objectives.

The session provided a compelling case study on how analyzing skills through the lens of actual work processes, rather than just job descriptions, can transform an organization into a truly skills-based operating model.

Creating a Skill Matrix | Identification of Skills Needed To Do the Work

deborah.lenchard

bill.ryan

Skills Needed

Capacity Study

Lean Methods

Reskilling and Upskilling

Corporate Relevance

Competitive Edge

Skills Gaps

Skills Audit

Agile Transformation

Skill Matrix

Quad/Graphics

In this session, you will walk away with practical ways to use skills data in moments that matter in the employee journey. We will explore how skills data can be used to identify and prioritize these critical moments in an employee's journey. We will discuss use cases for skills data, such as:
<ul>
 	<li>Onboarding: How can skills data be used to personalize the onboarding process and ensure new employees have the necessary tools and resources to succeed in their new role?</li>
 	<li>Recognition and Feedback: How can skills data be used to provide personalized recognition and feedback to employees based on their strengths and improvement areas?</li>
 	<li>Career Development: How can skills data be used to identify career development and training opportunities that align with an employee's interests and skills?</li>
 	<li>Work-Life Balance: How can skills data be used to help managers understand their team's workload and identify opportunities for flexible schedules or time off?</li>
 	<li>Team Building: How can skills data be used to build strong teams by identifying complementary skill sets and facilitating cross-functional collaboration?</li>
</ul>
Through this roundtable discussion, we will explore these use cases and share best practices for leveraging skills data to create a culture of engagement that supports employees at every stage of their journey.

Moments that Matter Skills Data

engagement &amp; culture

Engagement &amp; Culture

Analytics

darren.boyce

insights-wise-2023

employee journey

moments that matter

work-life balance

cross-functional collaboration

Workplace Sustainability and Skills Development: Preparing for the Future of Work

In this dynamic and thought-provoking keynote presentation, Shweta Srivastava, Global Skills Lead at a Global 50 company, will delve into the essential role of HR as the driving force behind digital transformation, with a focus on promoting agility and skills development in the future of work. Attendees will be guided through the latest AI and automation trends and their implications for HR practices, the workforce, and overall workplace agility.

This session will emphasize the importance of developing a skills-based approach to HR, exploring how HR professionals can harness digital transformation to enable agile decision-making, foster continuous learning, and adapt to rapidly changing workplace demands. Attendees will learn strategies for overcoming challenges and embracing opportunities presented by emerging AI technologies.

Drawing from best practices and success stories, this presentation will showcase the next practices for cultivating a culture of agility and innovation. Furthermore, the session will outline the key skills and capabilities HR professionals need to acquire to thrive in this new digital transformation era.

Join us for this engaging and informative session as we delve into the critical role of HR in leveraging digital transformation for workplace agility and skills development, empowering organizations to navigate the ever-evolving landscape of the future of work.

Digital Transformation: HR's Skillful Pivot

shweta.srivastava

engagement

marti.konstant

skill-based hr

Session Focus: Community-source tips for starting from scratch to create a skills database.

💥 Does your organization’s workforce have the skills and capabilities needed now and for the future?

As HR leaders, one of your key responsibilities is to ensure that your organization has the right talent with the necessary skills to achieve business objectives.

Tips for starting from scratch
<ul>
 	<li>Start with Why</li>
 	<li>Measure the pieces to understand the whole, then thread them through everything</li>
 	<li>Start small, scale incrementally; don't build what you can’t scale</li>
 	<li>Technology should follow process &amp; strategy, not the other way around</li>
 	<li>It doesn’t take an army, but an intern never hurts</li>
 	<li>“Buy-in” beats brawn; bring employees and leaders into the journey</li>
 	<li>Not just change management, change acceleration</li>
 	<li>It has to be embedded into everything you do and the culture</li>
 	<li>Start with the outcomes and goal in mind</li>
 	<li>Start with data in mind, but don’t start with data</li>
</ul>
&nbsp;

Connecting Job Profiles, Roles, Capabilities, Competencies, and Skills
<blockquote><img class="aligncenter size-large wp-image-39203" src="https://wp.ele.llc/wp-content/uploads/2023/06/FranklinCovey-Research-Developing-a-Skills-Based-Organization-1024x538.jpg" alt="Developing a Skills-Based Organization" width="1024" height="538" /></blockquote>
ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy

single-event

Team Leaders

Learning Circles

online event

Digital

Session Focus: GE Digital case study upskilling HR to make progress with a capability-based talent strategy.

As HR leaders, understanding and effectively implementing this approach is essential for driving talent development and organizational success.

We will explore how GE Digital upskilled its HR team to advance its capability-based talent strategy and foster a culture of continuous learning and growth.
<img class="aligncenter wp-image-39057" src="https://wp.ele.llc/wp-content/uploads/2022/12/Skills-DB-3-Capabilities-Source-Josh-Bersin-1024x574.jpg" alt="ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy" width="589" height="330" />

&nbsp;

During this session, we will delve into the concept of an integrated capabilities framework, which forms the foundation for identifying, assessing, and developing the skills and competencies needed to excel in different job roles. We will examine the GE Digital case study, highlighting their journey of upskilling HR professionals to drive capability-based talent management initiatives.

💥 Engage in a dynamic discussion with fellow HR leaders and learn from their experiences and perspectives.

Key Takeaways:
✅ Understanding the importance of an integrated capabilities framework in talent management.
✅ Exploring the GE Digital case study: Challenges, goals, and strategies.
✅ Building a skills database: Capturing and mapping skills to job roles.
✅ Leveraging technology for effective skills database management.
✅ Upskilling HR professionals: Strategies and best practices.
✅ Fostering a culture of continuous learning and growth.
✅ Implementing a capability-based talent strategy: Lessons learned from GE Digital.
Megan Bickle will share valuable insights from the GE Digital case study and learn from their experiences in implementing an integrated capabilities framework.

<img class="aligncenter size-full wp-image-39060" src="https://wp.ele.llc/wp-content/uploads/2022/12/Skills-DB-3-GE-Digital-Integrated-Capabilities-Talent-Strategy.png" alt="GE Digital Integrated Capabilities Talent Strategy" width="647" height="332" />

&nbsp;

Whether you are in the early stages of adopting a capability-based talent strategy or looking to enhance your existing framework, this session will equip you with the knowledge and tools to create effective skills databases and upskill your HR team to drive organizational growth and talent development. Don't miss this opportunity to gain valuable insights from the GE Digital case study and connect with industry experts and peers.

<img class="wp-image-37608 aligncenter" src="https://wp.ele.llc/wp-content/uploads/2022/12/WorkWithoutJobs_ITM-Tip-of-Iceberg-1.jpg" alt="Simplifies Journey to be a Skills-based Enterprise (Ravin Jesuthasan)" width="545" height="398" />

ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy

Session Focus: Tips for creating a skills database with Skills Cloud (Workday)


As HR leaders, one of your key responsibilities is to ensure that your organization has the right talent with the necessary skills to achieve business objectives.  During this session, we will explore the powerful capabilities of Skills Cloud, a cutting-edge feature offered by Workday, a leading HR technology provider. Skills Cloud enables organizations to create a comprehensive skills database that accurately captures and leverages employee capabilities, fostering a culture of talent optimization and strategic workforce planning.

<img class="aligncenter size-full wp-image-36727" src="https://wp.ele.llc/wp-content/uploads/2022/09/skills-abilities-knowledge.jpg" alt="Keys to a Successful Skill Database" width="300" height="225" />

&nbsp;

Join us as Serena Huang delves into real-world examples and best practices from organizations implementing Skills Cloud. During this roundtable discussion, HR leaders will share their insights, providing you with valuable tips and actionable strategies to manage your workforce's skills and improve your organization's performance.

<img class="aligncenter wp-image-39058" src="https://wp.ele.llc/wp-content/uploads/2022/12/Skills-DB-2-Workday-Skills-Cloud-1024x576.png" alt="" width="489" height="275" />

During this roundtable discussion, let's explore:
<ul>
 	<li>Understanding the importance of skills management in today's business environment.</li>
 	<li>Exploring the features and benefits of Skills Cloud in Workday.</li>
 	<li>Practical tips for effectively creating and maintaining skills that matter most.</li>
 	<li>Strategies for promoting skills visibility and fostering collaboration across teams.</li>
 	<li>Leveraging skills data for talent acquisition, learning and development, and succession planning.</li>
 	<li>Overcoming common challenges in implementing and utilizing a skills database.</li>
</ul>
Three main components: 
<ol>
 	<li>Skills Inference</li>
 	<li>Skills Verification</li>
 	<li>Skills Strength

<img class="aligncenter wp-image-39056" src="https://wp.ele.llc/wp-content/uploads/2022/12/Skills-DB-2-Inference-and-Verification-Source-Josh-Bersin-1024x586.jpg" alt="Inference and Verification | Workday Skills Cloud " width="434" height="248" /></li>
</ol>
&nbsp;

Whether you are considering adopting Skills Cloud or already utilizing it within your organization, this session will equip you with the knowledge and tools to make the most of this powerful feature. Don't miss this opportunity to engage with industry experts and fellow HR leaders in a dynamic discussion on creating a skills database with Skills Cloud (Workday).

ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy

Session Focus: A case study capacity study using lean methods to develop a skill matrix analyzing the processes used to do the actual work.


As HR leaders, you play a vital role in ensuring that your organization's workforce possesses the right skills to drive productivity, efficiency, and innovation. To effectively align your talent with the demands of the ever-evolving workplace, it is essential to develop a comprehensive skill matrix that accurately identifies the skills required to perform various job roles.

<img class="aligncenter wp-image-39055" src="https://wp.ele.llc/wp-content/uploads/2022/12/Skills-DB-1-Job-Design-Source-Josh-Bersin-1024x578.jpg" alt="Skills Strategy | Job Design" width="595" height="336" />

Azizeh will share her current capacity study project, using lean methods to develop a skill matrix by analyzing the processes used in the actual work. She will explore the importance of a skill matrix in strategic workforce planning. This approach allows organizations to understand better the skills required for each job role and make data-driven decisions to optimize their workforce.

Key Takeaways:
<ol>
 	<li>Understanding the significance of creating a skill matrix for effective talent management.</li>
 	<li>Exploring a case study on the capacity study and lean methods for skill matrix development.</li>
 	<li>Applying capacity study techniques to analyze the processes used in the actual work.</li>
 	<li>Identifying and defining the essential skills needed for each job role.</li>
 	<li>Building a comprehensive skill matrix that aligns with organizational goals.</li>
 	<li>Leveraging the skill matrix for talent acquisition, development, and succession planning.</li>
 	<li>Overcoming challenges in implementing a capacity study and developing a skill matrix.</li>
</ol>
Whether you want to enhance your current skill assessment processes or start from scratch, this session will equip you with valuable knowledge and tools to create a robust skill matrix that drives workforce optimization and supports strategic decision-making. Don't miss this opportunity to engage with industry experts and fellow HR leaders in a dynamic discussion on creating a skill matrix using capacity study and lean methods.

&nbsp;

Pre-read: <a href="https://www.aihr.com/blog/create-skills-matrix-competency-matrix/">How to Create a Skills Matrix for Success | Competency Matrix (aihr.com)</a>

<img class="aligncenter wp-image-39063" src="https://wp.ele.llc/wp-content/uploads/2023/05/Skills-DB-1-AIHR-create-skills-matrix-competency-matrix.jpg" alt="AIHR Create Skills Matrix Competency Matrix" width="636" height="341" />

Resources: i4cp's Creating a Skills Database Guide book and AIHR's <a href="https://www.aihr.com/wp-content/uploads/2018/02/SKILL-MATRIX-POWERPOINT-TEMPLATE.pptx">Skills Matrix PowerPoint Template</a> &amp; <a href="https://www.aihr.com/wp-content/uploads/2018/02/SKILL-MATRIX-EXCEL-TEMPLATE.xlsx">Skills Matrix Excel Template</a> (these and similar data-driven tools that will help the HR professional check their <a href="https://www.aihr.com/hr-analyst-course/">HR analyst course</a>).

ELE produces this Learning Circle: Skills Needs a Comprehensive Strategy

Session Focus: This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database.


In today's rapidly evolving business landscape, organizations are increasingly recognizing the importance of understanding and effectively utilizing their employees' skills. This session delves into the critical process of creating and maintaining a comprehensive skills inventory to enhance talent mobility within organizations.

Key Takeaways:
1. Building a skills database is crucial for enhancing internal talent mobility and retention. It allows employees to see potential career paths within the organization and helps match internal talent with job opportunities more effectively than external job boards.
2. Implementing a skills database requires careful planning, including defining competencies, aligning skills with job profiles, and choosing the right technology. Starting with a pilot project in a specific department can be an effective strategy.
3. A well-implemented skills database can provide strategic value beyond HR, including improving the company's value proposition to clients and supporting business growth strategies. It enables data-driven decision-making about talent deployment and development.
The session emphasizes the importance of employee engagement in this process, as highlighted by Kris Doveika: "The idea is that the person sees the value in the learning and achieving that specific competency at a specific proficiency level and actually progressing in their career."

By focusing on these key elements, organizations can create a more dynamic, adaptable workforce ready to meet future challenges and opportunities. This session provides valuable insights for HR professionals, learning and development specialists, and business leaders looking to optimize their talent management strategies.

Leveraging a Skills Inventory to Promote Talent Mobility

kery.mortenson

nick.allen

richard.busby

leah.oriordan

kris.doveika

This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database. As you will see, the benefits of such a platform and its data are many; there are also considerations and best practices to follow along the way. To start, embarking on a skills-centric journey takes planning. Both the current and future state of skills in the organization should be assessed. The value proposition for employees needs to be established and kept front and center, even while the needs of managers, leaders, and the organization are also pursued. There will be a lot of mindset shifts as processes and people evolve to leverage skills and information more than they may ever have before.

Leveraging a Skills Inventory for Promoting Talent Mobility: Key Principles for Success

jay.jamrog

amanda.herche

elizabeth.hoisington

CHIE2022

Endeavor Health

In an era of rapid change and increasing complexity, organizations are faced with the challenge of sustaining work through innovative learning and leadership strategies. The recent panel discussion on "Leveraging Learning for Workplace Sustainability" brought together industry leaders to explore this critical topic.

Key Takeaways:
<ol>
 	<li>Evolving Skills and Learning: Shift towards "power skills" development and adaptable, integrated learning methods.</li>
 	<li>New Leadership Expectations: Leaders must embrace innovation, foster inclusion, and support employee well-being.</li>
 	<li>Well-being and Engagement Priority: Organizations are implementing initiatives to enhance well-being and maintain engagement in hybrid environments.</li>
</ol>
One of the most striking insights came from Samir Desai, who emphasized the importance and challenge of developing power skills:
<blockquote>"I love the power skills term right because they are powerful but it's not easy to just build them you can't just teach them they come from experience and these are life experiences they come from."</blockquote>
This quote underscores the complexity of developing crucial workplace skills in our rapidly evolving business landscape. It highlights the need for organizations to create environments that foster experiential learning and personal growth.

The session provided valuable insights into how learning and leadership strategies can be leveraged to create sustainable workplaces. By focusing on power skills, adapting leadership approaches, and prioritizing well-being, organizations can better navigate the challenges of today's dynamic work environment and build a foundation for long-term success.

As we move forward, it's clear that the most successful organizations will be those that can effectively integrate these strategies into their culture and operations, creating workplaces that are not just productive, but also sustainable and fulfilling for their employees.

Leveraging Learning for Workplace Sustainability

michelle.eppler

teri.hart

samir.desai

alysa.parks

janice.simmons

katrina.williams

i4cp

In an era where talent is a critical differentiator, organizations are increasingly recognizing the importance of internal talent mobility. Jay Jamrog's insightful presentation shed light on the crucial role of measuring and rewarding managers who develop talent, emphasizing that "What gets measured, gets done. What gets rewarded, gets repeated."

The session explored how high-performing companies leverage internal talent marketplaces to drive organizational success. Jamrog highlighted three key takeaways:
1. Internal Talent Mobility is crucial for organizational success: Companies that prioritize talent mobility consistently outperform their peers in the market. By implementing effective internal talent marketplaces, organizations can foster better skill development, improve retention, and drive overall growth.
2. Measurement and incentives are critical for success: To make internal talent mobility work, organizations need to move beyond traditional efficiency metrics and focus on effectiveness. This includes creating incentive structures that reward managers for developing and sharing talent, rather than hoarding it.
3. Technology enables personalization and accessibility: Modern talent marketplaces leverage AI and other technologies to create personalized experiences for employees. This makes it easier for individuals to discover opportunities and for organizations to tap into hidden skills within their workforce.
Jamrog emphasized the personal nature of career development, stating, "Careers are personal. It takes leaders and Technology to maintain personalization." This underscores the need for a holistic approach that combines leadership commitment, technological tools, and a supportive culture to create effective talent mobility programs.

The session provided valuable insights for HR professionals and leaders looking to enhance their talent development strategies. By focusing on measuring and rewarding the right behaviors, organizations can create a culture that truly values and nurtures talent, leading to improved performance and competitive advantage in the marketplace.

Talent Mobility and the Internal Talent Marketplace: Talent Ecosystem & Risk Analysis

Strategy

Leadership

emmployee engagement

internal talent marketplace

internal talent

talent culture

Over 70% of global executives told i4cp that skills shortages pose the greatest potential for disruption to business over the next three years—ahead of inflation, supply chain interruption, geopolitical instability, and other factors. Unfortunately, most of those organizations said they don’t know the skills of their current workforces, what they will need in the next one to three years, or how to effectively bridge any gaps.  Building a skill database can help identify skills from existing data, and match skills to jobs, roles, gigs, projects, learning opportunities, and more.  This session will present for discussion the challenges and opportunities for building and maintaining a skill database.

Why create and maintain a skills database? What are the benefits?
<ul>
 	<li>Talent mobility.</li>
 	<li>Employee development and career paths.</li>
 	<li>Supporting a learning culture.</li>
 	<li>Leverage hidden talents.</li>
 	<li>Strategic planning.</li>
</ul>
Who are your "skills" stakeholders?
<ul>
 	<li>Line leaders (functional/regional)</li>
 	<li>Learning and development</li>
 	<li>Talent acquisition and hiring managers</li>
 	<li>Performance management</li>
 	<li>Compensation / total rewards</li>
 	<li>Workforce planning</li>
 	<li>Succession planning</li>
 	<li>C-Suite and Board</li>
 	<li>Employees themselves</li>
</ul>

Building and Maintaining a Skills Database: Importance & Challenges

data driven talent

skill for the future

state of skills

Ensuring we have a skilled workforce to meet the demands of the future has always been part of the important work of L&amp;D. But how do we sustain this in a world where the pace of skills disruption is accelerating, and work is becoming more challenging? Teams are hybrid and more dispersed than ever. Sustaining work means investing in people and creating an environment where they can grow and thrive so they are “fit for the future.” It also means that we have leaders that can pave the way for a new world of work.

The Why Behind the What: Sustaining Work

sustainability

strategy

workplace sustainability

Session Focus: This session focuses on one foundational element of accelerating workforce readiness: developing, maintaining, and leveraging a skills database.


“What skills will matter to you and your organization in the future?”
If you don’t solve this riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.

<img class="size-medium wp-image-32520 aligncenter" src="https://www.learningexecutive.com/wp-content/uploads/2021/10/Skill-Development-Purdue-University-300x183.jpg" alt="" width="300" height="183" />

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Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in revenues and loyal relationships.

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Does your organization’s workforce have the skills and capabilities needed now and for the future?
How would you know?
<ul>
 	<li>How are you currently preparing for future skills?</li>
 	<li>How do you get buy-in from your management and colleagues for your skilling programs?</li>
 	<li>Where do you start when identifying skills gaps?</li>
 	<li>How do you currently conduct a skills audit in your organization?</li>
 	<li>Is L&amp;D involved in agile transformation initiatives at your business?</li>
 	<li>Are other parts of your organization considering or in the digital or agile transformation process?</li>
</ul>
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Connecting Job Profiles, Roles, Capabilities, Competencies, and Skills

i4cp's 2002 Creating a Skill Database Guidebook lays out the following:
<blockquote>
Careers have traditionally been viewed in discrete units called jobs. Many jobs involve a person performing one or more roles in the organization. Jobs and roles involve activity, the performance of tasks. Some are physical, some are mental, most are mix of both. Tasks require capabilities or competencies, which involve both knowledge and finer grained skills, which can be gained by experiences or training, and improved through practice. Some skills have relationships with each other, such as prerequisite or adjacency.
</blockquote>
<img class="aligncenter size-large wp-image-36897" src="https://www.learningexecutive.com/wp-content/uploads/2022/08/i4cp-SkillDatabase-Taxonomy-1-1024x309.png" alt="Connecting Job to Skills (i4cp Taxonomy)" width="850" height="256" />

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ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Creating and Leveraging a Skills Database is a 2022 emerging trend. Let's get fresh ideas together. Collaborate online with your peers.
<ul>
 	<li><a href="https://www.learningexecutive.com/idea-exchange/topic/creating-a-skills-database-for-core-job-roles-best-practices-lessons-learned/4847">Creating a Skills Database for Core Job Roles: Best Practices &amp; Lessons Learned</a></li>
</ul>
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Your Teams

Complimentary

complimentary event

Advocate Aurora Healthcare

Session Focus: How Advocate Aurora Health provides essential skills for non-leadership roles to develop, gain resources, grow professionally, and extend their networks to strengthen them for their next promotion.

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This session provided valuable insights into leveraging cohort-based programs to strengthen resilience, inclusivity, and sustained development among high-potential employees.
<blockquote>"The strength of a network can go up over time, even as skills might depreciate. Building that network in cohort formation is incredibly valuable." This quote from <a href="https://www.ele.llc/members/alan-todd" target="_blank" rel="noopener">Alan Todd</a> underscores the sustainable impact of network-building in talent development.</blockquote>
By connecting employees in meaningful, collaborative ways, cohort-based learning enables participants to grow within a network that reinforces retention and long-term engagement, helping your organization build a resilient workforce.

Key Takeaways for HR Talent Leaders:

1. Long-term Network Building and Sustainable Development
A well-structured cohort program offers lasting benefits by creating a supportive professional network. This network becomes a resource participants rely on for ongoing resilience, even as specific skills evolve or shift with industry needs.

2. Inclusion and Structure in Leadership Development
Designing cohort criteria with clear DEI goals, such as a diversity target, ensures a broad range of talent benefits from career growth opportunities. This intentional approach can transform your pipeline by embedding inclusivity into development and enabling underrepresented talent to access leadership pathways.

3. Empowering Mentors and Facilitators as Part of Their Development
Encouraging mentorship and facilitation as developmental opportunities can boost engagement among potential mentors. When framed as a professional growth tool, mentoring becomes a valuable skill for those who support the cohort, enriching their careers and strengthening their connection to the organization.

By focusing on these strategies, senior HR leaders can make cohort programs a cornerstone of a resilient, inclusive, and engaged workforce that’s well-prepared for future challenges.

HiPo Development | Designing Cohort Learning to Scale

Peer-to-Peer Learning

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