The mission of Microsoft is to empower every person in every organization to achieve more. An enterprise-wide skills focus is one way they’re fulfilling their mission.It’s about moving beyond job titles and fixed roles to give freedom and flexibility to apply skills and expertise where they matter the most. And it’s all in service of creating an environment where growing one’s career is the top reason to join and stay at Microsoft.They’re using human verification to give the individual control over the data that’s included, who it’s shared with, and how it’s shared.Shweta Srivastava and John Mighell share how Microsoft is implementing skills on a large scale in this fascinating conversation.
“Skills are like oxygen, invisible but necessary.” This mindset shift is the brainchild of Vidya Krishnan, the Chief Learning Officer, and Peter Sheppard, the Head of the Global L&D Ecosystem at Ericsson.Much of their job is identifying the oxygen and making it visible so they can do something with it. To do this, they’re taking a top-down and bottom-up approach. They’ve worked with senior leadership to define seven key skills they think everyone in the organization needs. They also work with the job leaders who own the skills to make sure their skills taxonomy is continuously updated.Vidya and Peter are passionate about what they do. They’re working tirelessly to systemize learning to take care of and serve the individual. Because, ultimately, systems-first means people-first.
How do we define work and the skills needed to do the work? The way we view and assess skills is often through assessing and appraising someone’s output. But the problem is that most organizations aren’t capturing the right data and using it to gain insight.According to Matt Donovan—the Chief Learning and Innovation Officer at GP Strategies—Job descriptions and skills in general describe the baseline. They are not what makes someone great at what they do. So how do we define the work and the skills needed to do the work? How can we capture a high-performer’s secret sauce? What are they doing that’s making it a successful experience versus what’s written in the job description?We dive into a fascinating conversation about where we are now, how AI is going to both help and disrupt organizations, and what the future of skills assessment could look like.
GSK is a global biopharma company with a purpose to unite science, technology, and talent to get ahead of disease together. They aim to positively impact the health of 2.5 billion people by the end of 2030. In her role as the VP of People Data & Analytics, Angela is responsible for generating value from their people data. She has the opportunity to shape thinking and inform strategy. Her job is to translate skills so that everyone can do what they need to with the data.She shares more about GSK’s scientific approach, how they’re using AI to gather information, and how skills verification ties in. Don’t miss this fascinating conversation.
Sandra Loughlin is the Chief Learning Officer and the Global Head of Talent Enablement and Transformation at EPAM, a software engineering and consulting firm. Unlike many of the organizations we’ve spoken about, EPAM has been on a skills journey since its inception over 30 years ago. Building a skills-based organization has been the backbone of everything they do. In this conversation, Sandra shares why the juice is indeed “Worth the squeeze.”
When Oliver (Ollie) Drury joined Booking.com, they dove into digital transformation by simplifying their tech stack—and reducing variables—using a middleware to stitch everything together. That enabled them to have a simpler set of variables from which to create their skills ecosystem. Their driving goal was to solve skills for the entire organization. In this conversation, Ollie shares how they’re working to accomplish a skills-based transformation by first focusing on digital transformation. You will want to hear this episode if you are interested in...Join the RedThread Research Community [5:01]Learn more about Ollie Drury and his work [5:59] Why they’re creating a skills-based organization [7:09]Why they focused on digital transformation first [8:00]How they’re building for reversibility [18:04]Major obstacles they’ve overcome [24:08] How they’re measuring effectiveness [26:08] The lightning round [27:58] Who leads skills at Booking.com? [34:29]Why employees own the skills data [38:05] How culture impacts the journey to skills [42:38] Steering away from the reward use case [47:53]The biggest thing Ollie’s learned [49:35] Why Ollie is passionate about this work [50:22] Resources & People MentionedJoin the RedThread Research CommunityMuleSoftTech OffWorkdayGloatNeilsoftCrunchrBOOK: Work without Jobs BOOK: InspiredBOOK: Hidden PotentialBOOK: The Technology FallacyConnect with Oliver DruryConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
According to Gina Jeneroux, company culture sets the foundation for skills readiness. If a company culture isn’t supportive of innovation and creativity, is it ready to support an initiative to focus on skills? Skills should be infused into everything you do in your organization and supported from the top down. Gina has spent almost 40 years in the financial services and learning industries. She spent the last few years running BMO’s corporate university and serving as Chief Learning Officer. In this conversation, she shares why a focus on skills is necessary, why company culture plays an important role, and how to get buy-in from company leadership.You will want to hear this episode if you are interested in...Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Welcome to the newest season of Workplace Stories. It will come as no surprise that we’re devoting season 11 to continuing our conversation around skills. Why? Because there are still questions to be answered. In these opening arguments, we’ll share the questions we’re being asked, what we’re looking forward to, and we’ll give you a sneak-peak of some of the amazing guests we’ll be having conversations with.Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Jennifer Rogers is the Executive Officer in the Learning Technology Standards Committee at the Institute of Electrical and Electronics Engineers (IEEE), which has 427,000+ members in over 190 countries. The IEEE is the world’s largest trade organization and the professional home for engineering and technology communities worldwide. Jennifer is an unrelenting advocate for the potential that exists in others, which is why she’s a perfect fit at IEEE. IEEE is working together to figure out skills across an industry. They’re also focused on skills development and education at all levels through college and a professional career. In this conversation, Jennifer shares what a skills-based organization looks like, how they organize and validate skills, and how their approach focuses on both the present and future.
According to Yelena Mammadova, Ed.D—the Associate Director of Learning, Skills Transformation Initiative at McKinsey—McKinsey seeks to bring impact to clients and create an organization where they attract, excite, and retain exceptional people. The primary goal of her department is to accelerate talent development. Yelena strives to connect human development and technology in her role. She is one our first guests who’s talked about generative AI and how it’s embedded into their skills effort. They’re using AI to connect and map skills information. Secondly, they’re integrating skills with their people analytics teams. They’re starting small and experimenting. Most organizations build skills models around the job architecture currently in place. McKinsey is taking a different approach. They’re developing assessments for skills so they know how to organize the people around the work they have.Learn more about their unique approach and their utilization of generative AI to father and efficiently utilize skills data in this conversation.
Transitioning a large company like Hewlett Packard Enterprise (HPE) to a skills-based organization could be a daunting task. That’s why focusing on scope and purpose was an important place to start for Vandana Bhagtani and Kaye Slay. In this conversation, Vandana—The Director of Technical Talent Management—and Kaye—The User Experience and Adoption Lead for Talent and Learning Systems—share how they’ve worked together to develop a strategy for transitioning HPE to a skills-based organization. They also share why they chose to focus on a particular group and narrowed their scope further to talent acquisition and people development (all the while leveraging technology and AI). They’re at the start of their journey and will evolve and develop as they transition to a skills-based organization. Subscribe to WORKPLACE STORIES
Shannon Custard—the Global Competence Development Manager at Ingka Group—is responsible for leading their global learning organization consisting of over 177,000 workers across 30+ countries globally. As they began the transition from a competence-based to a skills-based organization, Shannon wanted to focus first and foremost on frontline populations. They believe that frontline population learning equity is important and often neglected. So they focused on solving the skills problems for the frontline employees to then extrapolate to the corporate population.Through the process, they almost completely scrapped and redesigned their onboarding process to make sure the frontline team members had the skills necessary to be successful. When you help people reach success soon, it makes an impact.In this conversation, Shannon shares more about the process of transitioning to a skills-based organization, why the Ingka Group believes it’s important, and the impact it’s making on their frontline population. Resources & People MentionedThe Future of Jobs Report 2023IKEAConnect with Shannon CustardIngka GroupConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Megan Bickle is the Director of Culture, Employee Engagement and Employee Listening at Western Digital. In Megan’s experience, roles can be viewed as a collection of skills. Viewing roles this way allows organizations to be more responsive to the evolving needs of the business in terms of the skills needed for development and hiring. Megan believes that job architecture is essential to becoming a skills-based organization. Skills were a part of their overall integrated talent management strategy, infused throughout the organization. Capability models and job structures were built in tandem. In this conversation, Megan shares her experience building a skills-based organization as the Global Talent Management and Organizational Development Leader at GE Digital. You will want to hear this episode if you are interested in...Learning more about Megan Bickle [4:45]What a skills-based organization is [6:03]Why job architecture is important in skills-based organizations [9:04]How a capabilities-based architecture works in practice [18:06]Accounting for the evolution of the skills themselves [22:13]How learning/development dovetails into talent practices [24:34]Managing the ownership of the architecture [28:19]The lightning round [33:07]How the skills effort evolves over time/lessons learned [36:48]How people analytics were involved in the process [39:30]The strategy for assessing employee skills [42:37]Why Megan does the work she does [48:32]Resources & People MentionedBOOK - Good to Great by Jim CollinsConnect with Megan BickleConnect on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
The world of skills is evolving rapidly thanks to technology and data which is why we are devoting yet another season to the skills odyssey. In these opening arguments, you’ll hear how we’ll shape the season, why we’re focusing on skills again, who you can expect to listen to, and what we are most looking forward to. Press play to start a new season of Workplace Stories. Connect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
The importance of creating skills-based organizations is no longer a theoretical discussion: it’s now a practical reality. To ensure that businesses reach their desired outcomes, it is necessary to ensure that their workforce has the skills needed to get the job done.Brian Richardson and Brian Hackett are deeply entrenched in helping business leaders discuss and develop the skills initiatives needed to improve their organizations’ metrics.In this in-the-weeds discussion, we learn from both Brians’ breadth of experience to hear what it takes for businesses to bring skill building to the forefront.Connect with Brian Hackett and Brian RichardsonConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Peter Tulumello is changing the culture at one of Canada’s largest grocery retailers. As a grocery chain, Sobeys has a large segment of frontline workers and with it, their own unique pain points.To understand the problems that the frontline faces, Peter recognized that he needed to get into the stores to understand frontline workers’ day-to-day roles. Listen to this interview to hear how Peter identified major problems and came up with valuable solutions. Connect with Peter TulumelloPeter on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
What happens when a mechanical engineer tackles an L&D problem? A completely redesigned learning environment.On this episode of Workplace Stories, we interview General Mills’ Valerie Digman. Valerie describes how she helped solve a frontline training problem and improved efficiency by 5%.If you’re interested in improving efficiency and rethinking traditional training methods, you won’t want to miss this interview. Press play to learn from Valerie’s experience at General Mills.You will want to hear this episode if you are interested in...The work she does [4:32]The difference between [6:15]Problem-solving [9:48]Process of problem-solving [15:28]Lightning round [21:06]Strategy to gain 5% in efficiency [23:03]What they learned [29:38]Their biggest challenges [30:48]How to apply more broadly [32:52]Working with union vs nonunion [36:46]What’s next [39:25]Resources for senior leaders [41;50]Valerie’s biggest learning experience [43:48]Why Valerie does what she does [45:10]Resources & People MentionedAxonifyConnect with Valerie DigmanValerie Digman on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
We’re all humans, so the needs of workers are similar across the board. John Brothers has learned this from his time as VP of Talent at Acuity.On today’s episode of Workplace Stories, John recounts his experience working through Acuity’s cultural and business mindset shift and how that has affected the frontline workforce and beyond.Connect with John BrothersJohn on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Improving the employee experience starts with data. Rotana’s Andrew Wolhunter understands that and uses Rotana’s qualitative data to retain frontline workers in a competitive market.Andrew has an enthusiasm and infectious energy that he not only shares with his coworkers at Rotana, but he also shares this excitement with us on today’s episode. Listen in to learn how Andrew is using data to lead the change in the employee experience at Rotana.Connect with Andrew WolhunterAndrew on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES
Frontline workers face unique challenges so organizations are making changes to empower them. On this season of Workplace Stories, we’re exploring the unique challenges and positive situations happening on the frontline. On this episode, we chat with Tabatha Cronin to learn how Cargill is supporting its massive frontline labor force. Listen in to learn how Cargill dug in to understand the motivations driving their employees. You won’t want to miss how this changed the way the company approached its solutions.Resources & People MentionedReThinking - Adam Grant’s podcastBOOK - Think Again by Adam GrantBOOK - Never Waste a Crisis by Anne HarbisonConnect with Tabatha CroninTabatha on LinkedInConnect With Red Thread ResearchWebsite: Red Thread ResearchOn LinkedInOn FacebookOn TwitterSubscribe to WORKPLACE STORIES