Jacco Stolker Yerevan November 28th 2018 Skills Forecast Jacco Stolker Yerevan November 28th 2018

Skills forecast Potential as the new focus General meaning of skills forecast: recognition and forecasting of demand and supply of certain skilled labor in different sectors What if we start at another point: the individual? is a person able to adapt to changing circumstances in the labor market in general and especially in the company he or she is working for? Is a person able to make the necessary changes and to obtain the needed skills or competencies? Potential as the new focus

We used to value physical strength. Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting We used to value physical strength. For thousands of years, humans made choices about one another based on brawn. If you wanted to build a pyramid, fight a war, or harvest a crop, you chose the strongest and healthiest people you could find. Those attributes were easy to assess—and compelling. We still unconsciously look for them. Fortune 500 CEOs, for example, are about 2 inches taller than the average American. BRAWN Copyright Harvard Business Review Harvard Business Review

In an industrialized world, IQ mattered most. Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting A Short History of Talent Spotting In an industrialized world, IQ mattered most. In the 20th century, brains mattered more than anything else in hiring—especially for white-collar jobs. Positions were being standardized and professionalized across companies and industries. So certifications, degrees, and test scores were considered good indicators of future performance. If you needed an engineer, accountant, lawyer, or CEO, you looked for someone with the right experience and excellent credentials. BRAINS Copyright Harvard Business Review Harvard Business Review

Technology shifted our focus. Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting A Short History of Talent Spotting Technology shifted our focus. In the 1980s, the “competency movement” began to take hold. Technology was speeding ahead, shaking up industries and altering the nature and complexity of work to be done. Companies could no longer rely on past experience and performance to predict someone’s future success. Instead, hiring managers broke jobs down into competencies and looked for candidates with the right combinations of them. This approach to hiring and talent management is still prevalent. COMPETENCIES Copyright Harvard Business Review Harvard Business Review

21st-Century Talent Spotting Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting A Short History of Talent Spotting What Matters Today But we’re now at the dawn of a fourth era, and we need to turn our focus to potential. Today’s competitive landscape is constantly shifting. In such an uncertain environment, it’s impossible to predict what skills employees and leaders will need even a few years out. What makes someone successful in a particular role today may not matter at all tomorrow. So we shouldn’t be asking whether people have the right skills; we should ask whether they have the potential to learn new ones. POTENTIAL or Learning agility Copyright Harvard Business Review Harvard Business Review

21st-Century Talent Spotting Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting The relevancy of a CV is limited: it mainly looks back or tells the present situation Employers want to know the future value of an employee: potential We’ve all encountered new hires who seem perfect on paper. Their résumés check every box, and they have all the right skills—yet when they get down to work, they fail miserably. We’ve also met people who take on new roles without a shred of experience and then knock the ball out of the park. What’s the difference between those who succeed and those who don’t? The answer is potential—the ability to adapt to and master increasingly complex roles and environments. Harvard Business Review

21st-Century Talent Spotting Based on the article by Claudio Fernández-Aráoz 21st-Century Talent Spotting What Is learning agility? Ability and willingness to learn from experience, and then apply that learning to perform successfully under new situations  “knowing what to do when you don’t know what to do” What exactly is potential? Research points to five key characteristics: the right kind of motivation—fierce ambition coupled with deep personal humility and a commitment to collective goals an insatiable curiosity about new experiences, knowledge, and honest feedback a talent for gathering information and having the insight to make connections that others don’t see a knack for engaging with people to communicate a persuasive vision and the determination to achieve difficult goals and bounce back from adversity Together these qualities trump IQ, experience, and specialized skills. Harvard Business Review

How to recognize learning agility? Make learning agility part of hr policy at every level in your organization Use assessments Ask the right questions = use the predictors of learning agility