1. Addressing Skills Gaps with the Must-Have Skills of the 21 st Century Workplace Tyler Wade tyler@ppldev.com Dennis Wade dennis@ppldev.com

2. Objectives Explore why it is important to develop the 4 Cs in your workforce Consider what the 4 Cs could do for your organization Discover ways to integrate the 4 Cs into your organization and employee development planning 1

3. Agenda What are the 4 Cs? Why the 4 Cs? How can we reduce gaps in the 4 Cs? 2

4. Icebreaker 3

5. 4

6. What are the 4 Cs? C Critical Thinking/Problem Solving – the ability to make decisions, solve problems, and take action as appropriate C Communication – the ability to synthesize and transmit your ideas in written and oral formats C Collaboration – the ability to work effectively with others, including those from diverse groups and with opposing points of view C Creativity and Innovation – the ability to see what’s NOT there and make something happen 5

7. Critical Thinking Problem Solving Creativity Innovation Communi- cation Collabo- ration

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9. 8 Every 21st century skills implementation requires the development of core academic subject knowledge and understanding among all students. Those who can think critically and communicate effectively must build on a base of core academic subject knowledge. Within the context of core knowledge instruction, students must also learn the essential skills for success in today’s world, such as critical thinking, problem solving, communication and collaboration.

12. 11 21 ST CENTURY SKILLS AND THE WORKPLACE A 2013 MICROSOFT PARTNERS IN LEARNING AND PEARSON FOUNDATION STUDY Respondents were nearly four times as likely to credit the skills they use for their work to outside activities rather than to the classroom.

13. 12 21 ST CENTURY SKILLS AND THE WORKPLACE A 2013 MICROSOFT PARTNERS IN LEARNING AND PEARSON FOUNDATION STUDY

14. In general, what applied skill gaps do job applicants have in your industry? California 13 Note: Percentages do not total 100% due to multiple response options. Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. An asterisk (*) indicates there is a statistically significant difference between organizations in California compared with those in the United States. The Ongoing Impact of the Recession—California Recruiting and Skill Gaps ©SHRM 2013

15. In general, what applied skill gaps do job applicants have in your industry? California 14 Note: Percentages do not total 100% due to multiple response options. Only respondents whose organizations were having a difficult time recruiting for certain types of jobs were asked this question. An asterisk (*) indicates there is a statistically significant difference between organizations in California compared with those in the United States. The Ongoing Impact of the Recession—California Recruiting and Skill Gaps ©SHRM 2013

16. Two Questions Has your organization experienced skills gaps? What areas have you experienced skills gaps: in recruiting or existing staff or other? 15

17. How can we reduce gaps in the 4 Cs? We’ll use all 4 Cs to address this issue In your groups, consider your assigned “C” and how it could be developed in your workplace  Put on your critical-thinker and problem-solver hats  Make sure to communicate  Be collaborative and creative 16

18. Ways to reduce gaps in the 4 Cs According to the AMA study, here are the top five ways to develop employees’ 4 Cs (in priority order) 1. One-on-one coaching 2. Mentoring 3. On-the-job training 4. Job rotation 5. Professional development / training 17

19. Coaching – Why? (Getting Motivated) Key questions for the supervisor/coach  Whose job is it to develop employees?  Have I co-created IDPs (individual development plans) for each of my employees?  How can HR help me to be a better coach?  Do I have to coach or can someone coach for me?  What would coaching the 4 Cs do for me? 18

20. Coaching – How? Key question for the supervisor: how should I coach the 4 Cs? Answer: it depends  OJT (on-the-job training) – they’re not competent in one or more of the 4 Cs  Support – they’re not confident in the 4 Cs  Motivation – they’re not trying to apply the 4 Cs  Alignment – they occasionally fall short in one or more of the 4 Cs  Realignment – they consistently fall short in one or more of the 4 Cs 19

21. Before coaching 1. Evaluate the situation Coaching 2. Describe the situation  Introduce the situation in a non-threatening way  Identify the problem or opportunity  Gain agreement there is a problem or opportunity 3. Plan a change  Collaborate on a solution  Ensure understanding  Gain commitment to a plan 4. Revisit the plan  Set a date  Be supportive Situational Coaching Model Coaching – How? 20

22. OJT – How? Describe the situation  Prepare the Learner  Establish a positive atmosphere; empathize with the learner  Provide background; help the learner understand the purpose and benefit; explain what happens when done incorrectly  Provide resources (software, equipment, materials, etc.) Plan a change  Demonstrate the process using SMART S = Start: explain when this task needs to be started M = Materials: go over the materials needed to perform this task A = Actions: demonstrate the task by carefully going over the steps R = Result: show the result and how it meets the task standard T = Task standard: how the employee will know it was done as expected  Encourage questions; make sure questions are answered  Have the learner perform the task Offer support and guidance Provide corrections as needed When the required performance is observed, reinforce it Continue until the employee can perform consistently with your help Revisit the plan  Check back later for questions; evaluate progress  When employee can do it consistently without your help, congratulate him/her on mastering the skill 21

23. If you’re responsible for a more skilled workforce… Free resources at PPLDEV.COM  Online Critical Thinking Skills course  White paper: Overcoming the Four Dilemmas of Problem Solving and Decision Making  E-book: How to Coach the Remote Employee  Consulting: Thirty minutes consulting on anything related to this topic (email us with key phrase “SHRM skills gaps”)  Your proposal: We’ll help you write a proposal that supports your idea to upper management 22

24. Wrap-up Final questions or comments? Thank you! Evaluations dennis@ppldev.com tyler@ppldev.com 23

25. Appendix Detailed definitions of the 4 Cs – slides 25-28 24

26. Critical Thinking/Problem Solving Use various types of reasoning as appropriate Analyze how parts of a whole interact with each other to produce overall outcomes in complex systems Analyze and evaluate evidence, arguments, claims, and beliefs Identify and ask significant questions that clarify various points of view and lead to better solutions 25

27. Communication Articulate thoughts and ideas effectively Listen effectively Use communication for multiple purposes Utilize multiple media and technologies Communicate effectively in diverse environments 26

28. Collaboration Work effectively and respectfully with diverse teams Exercise flexibility and willingness to be helpful to accomplish a common goal Assume shared responsibility for collaborative work Value individual contributions made by team members 27

29. Creativity and Innovation Use a wide range of idea creation techniques Elaborate, refine, analyze, and evaluate ideas in order to improve and maximize creative efforts Develop, implement, and communicate new ideas to others effectively Be open and responsive to new and diverse perspectives; incorporate group input and feedback into the work Act on creative ideas to make a tangible and useful contribution to the field 28