2. Thank you for your presence “I recognize that you have a choice of different sessions and appreciate the fact that you have chosen to be in this session” Anand Pillai

3. Consider This… “41% of employers worldwide are struggling to find qualified job candidates” -Manpower, Inc. Global Study (2007) “We are looming toward a global talent shortage” -IBM Worldwide Human Capital Study, 2007

4. What is a Skills Gap?? A significant gap between an organization’s skill needs and the current capabilities of its workforce When an organization cannot grow and/or remain competitive because its employees do not have the right skills to drive business results

6. External Change Drivers Customer Requirements Demographics Technology Innovation Market Changes

7. Internal Change Drivers Downsizing New Strategies New Technologies DecentralizationExpansion

8. Skills Gap Poll 2006 Q: Is there a skills gap in your organization now or is one expected within the next year? N = 369 Source - ASTD

9. 3 Signs of a Skill Gap 1.Mismatch between the skills the workforce has and what is needed 2.Organization didn’t train employees in easier times, struggling to catch up in hard times 3.Number of high-skilled jobs needed to move org. forward is increasing

10. Impact of the GAP Lack of skilled workers affects productivity, competitiveness – ’98 Council on Competitiveness report: worker skills are “the greatest competitive challenge” facing the U.S. CEOs are focused on revenue growth, though deficiencies in skills and competencies threaten this agenda* *“Your Turn: The Global CEO Study 2004.” IBM Business Consulting Services.

11. The bottomline… Without skilled talent, organizations lack the capability to grow and succeed

12. The question becomes… What can business leaders do within their organizations to assess the severity of the skills gaps they face now and will face in the future? And… how can they close those gaps in ways that contribute to the growth of their employees and the success of their organizations?

13. Hiring is not a top priority, but IT managers are focusing on the staff and IT structure Source: October 2008 Global Economic Downturn Online Survey

14. As a result, we see addressing skills and adding IT capacity is actually up year-over-year 2008 Base: 129 global IT decision-makers 2007 Base: 503 global IT decision-makers Source: October 2008 Global Economic Downturn Online Survey Somewhat Important Critical

15. The challenge Managing growth, innovation, talent, engagement and performance when the pressure is to: Do more with less!

16. So what do you do? The war for talent doesn’t go away in a downturn, it intensifies

17. Prioritizing Learning and Development Percentage of organizations that rank the following as the top two challenges addressed by Learning and Development

18. Best in class strategies for learning and development Prioritizing Learning and Development

19. Learning method is shifted from instructor- centric to performer-centric model OLD PARADIGM Teaching People Things NEW PARADIGM Enabling People to perform

20. Converting Threat into Opportunity Put your Employees First! After all, they are the only assets you can rely on to sail through

21. What’s common to these firms? 21 The largest airline in the United States by number of passengers carried domestically per year. To Provide the Best Customer Service, Put your Employees first. - Colleen Barrett, President The largest coffeehouse company in the world, with 15,012 stores in 44 countries We built the Starbucks brand with our people, not with consumers. Because the best way to meet and exceed consumer expectations was to hire and train great people. We invested in employees. - Howard Schultz, Chairman A privately held Fortune 500 Company that provides various services to residences and firms. It is not just what we are doing but what we are becoming in the process that gives us our distinct value. - William Pollard, Chairman

22. 22 In a world full of customers, I see my employees first.... One of India's leading global IT Services companies, providing software-led IT solutions, remote infrastructure management services and BPO.

23. Office is campus Employees are THE assets Business is Curriculum Leaders are faculty Customer is the drive Technology is the enabler

25. 70-20-10 We learn by doing “Learning is an active process. We learn by doing. Only knowledge that is used sticks in your mind.” - Dale Carnegie

26. Empowered Employees 2 Channels Leaders, T2ID 3 Streams Technical, Domain, Behavioral 4 Tracks In Campus, Fresher, On-going, Reskilling 5 methods Computer based, Instructor Led, Web Based, On the Job Training, Blended Learning Training Methodology

28. Management Assessment Centre Diversity. Flexibility. Scalability Sustainability The 4P Assessment model

29. only four times “In 1,700 years of combined history of 18 visionary companies, including Marriott, American Express, Pfizer, and IBM, the role of chief executive was assumed by an outsider only four times.” Source: Stocking Your Talent Pool with Knowledge Capital. Human Capital Management. Developing Internal Talent

30. Cooking up a CEO! “The exciting part about being a HCL’ite is that the rules of determining how far you can go are written by YOU. You could inscribe your name on a brick, a wall or a whole building depending on what you care to bring and deliver.” – Vineet Nayar, Trainee, Batch of 1985,

31. HCL & Intrapreneurship “It’s in the DNA…… 100 CEO’s in 30 years” Economic times, April 15 2005

34. Thank you anand.pillai@hcl.in