Upload
clara-horn
View
216
Download
0
Embed Size (px)
Citation preview
Innovations in eRecruitment and Performance Management
Innovations in eRecruitment and Performance Management
learningagents.ca
Don Presant
About Learning Agents
– Workplace learning, career development
– Multimedia production studio
– Mobile production & facilitation
– Related consulting
Agenda for today
1. Business drivers for change in Human Capital Management (HCM)
2. HCM solutions
3. Recognition of Prior Learning (RPL) and ePortfolio
4. Emerging trends, future scenarios
5. Suggestions for next steps
Business drivers for change
• Global competition: products and services– Flat world, rapid innovation, continuous improvement (“lean
thinking”)
• Human capital needs– Skills shortages
• Demographic shift, technological change, soft skills deficits
– Workforce adjustment (up and down)– Succession: finding future leaders
• Changing Technology and the Internet– Internal software tools and business methods– Web 1.5: the Google effect– Web 2.0: social software
Image is creative commons GISuser.com
Key questions
• Where do I find good people?• How can I retain good people?• How can I develop our people to become
happy, productive employees?• How can I build effective teams, and an
effective company as a whole?• Where do I find future leaders? How do I
prepare them?
The workplace learning paradox
Jay Crosshttp://www.leader-values.com/Content/detail.asp?ContentDetailID=135
Undesirable metrics & examples
• Cost of a bad hire• Cost of losing a good hire
– Before and after…
• Waste in training and development• Estimated untapped human capital• Examples of poor succession
Human Capital Technology
• eSourcing/eRecruitment tools– Résumé Importing/Exporting/Searching– Assessments & Applicant Screening– Applicant Tracking Systems (ATS)
• Onboarding (orientation) tools• Performance/Talent Management Systems• Human Resource Management Systems
(HRMS/HRIS)
Adapted from http://www.recruitersnetwork.com/software/index.htm
Onboarding (orientation)
• Engagement, retention• The start of performance management
Bersin & Associates © April 2010
Performance management
• Set career and learning goals aligned with needs of job, company
• Analyze current competencies vs. learning needs, identify gaps, opportunities
• Develop learning strategies to close gaps & meet goals
• Track progress to goals• Set new goals
Performance management in the public sector
Workforce Planning: The Key to Talent ManagementSuccess in the Public Sector July, 2010
Talent management, succession planning
• Identify high potential employees early• Develop individualized strategies for
retention and development• Track individual progress through learning
and career advancement, fill their leadership learning gaps
• Aggregate the stream of future leaders in dashboard views for strategic management
ePortfolioA human capital tool for individual & employer
http://www.jiscinfonet.ac.uk/infokits/e-portfolios
ePortfolio and workplace RPLWhat is Recognition of Prior Learning?
• A workforce development strategy based on:– authentic and transparent assessment– documentation of relevant skills and knowledge, regardless of
where they were acquired.
• RPL can help:– Capture and recognize verified skills and knowledge– Document skills & competencies required in the workplace– Provide practical assessments
• through demonstrations, interviews, work samples, portfolios and formal testing.
– Document evidence of skills & learning: • to assist workers in finding and keeping employment• transition through their workplaces and to other jobs
wplar.ca
Employee development by RPL (Australia)
Copyright - WPAA - V1 16th J uly 2008 ©Wendy Perry & Associates Pty Ltd 2008
MMAL RPL Process
MMALemployee
perspective
Yes I’m interestedIn RPL
RPL Coaches, Mentors &
TAFE SA Staff
Book into schedulefor initial profiling
1 hr profiling discussionwith RPL advisor
Reports: CompetencyOverview matching
Qualifications evidencefor specific qualifications
Contracted byAssessor & prepare
for validation
Support fromRPL advocate
Validation appointment
(2-4 hours)
Developmentneeds identified
Letter of confirmation of
awards/unit attained issued
2-3 days. Statement of Attainment
and Qualifications issued in due
course.
Initial ProfessionalDevelopment on model
& Skillsbook Tool (0.5 day)
Buddying with lead RPL Facilitator
to understand process& tool (0.5 day each)
10-15 mins Competency Conversation.45-50mins Skillsbook profile &evidence identification (1 hr)
Individual Reports Competency Conversation
record evidence identification
Validation appointment
(2-4 hours)
Gap training undertaken
35:1
10:1
Wendy Perry & Associates Pty Ltd. 2008
Credentials vs. ePortfolio
Credentials• Reflect time spent in class• Questionable proficiency• Proxy for skills and
knowledge• Dated• Variable quality• Formal learning only
ePortfolio• Reflects time spent learning• Evidence-based proficiency• Statement of actual skills and
knowledge• “Living”• Systematic• All learning valued
(Courtesy FuturEd)
ePortfolio: product and processA system to manage informal learning
• Assessment of/for learning
• Reflection, self-assessment
• Transferring skills, making transitions
• Coaching, collaborative learning
• Learning plans
• Knowledge ManagementFuturEd 2004
Benefits of “e”
• Information Management capabilities– Collecting, archiving, making different versions– “One to many” digital shareability, links to specific pages
• Integration with Internet presence– Online research: documents, networks– Internet literacy, personal network, digital identity
• Collaboration– Easy to add comments, edit, mentor, coach
• Measurement– Link to frameworks, rubrics, track learning over time
• Integration with other ICT systems– eRecruitment, HRIS– Mobile access
• Multimedia enhancement
ePortfolio examples
• Theo Ramsey – Technical sergeant > manager– http://www.youtube.com/watch?v=oT1XYjZcmck
• Michael Woolley – Industrial mechanic– http://michaelwoolley.efoliomn.com/presentation
• Michal Kopera – Engineering PhD– http://www2.warwick.ac.uk/fac/sci/eng/pg/students/esrgae
• Kevin Fisher – Accountant– https://www.innovatecv.com/cv/share/24/[email protected]
• Sarah Stewart – Nurse/educator– http://sarahstewart-eportfolio.wikispaces.com/Competencies
• Ted Johnson - Senior VP/Chief Marketing Officer– http://tedjohnson.efoliomn.com/Home
• Mark Farand – Executive Director– http://www.youtube.com/watch?v=b3ox9FR2iFk
Competency Atlas http://www.competentieatlas.nl/
percolab CAPLA Nov 2009
National, regional initiatives The Netherlands
Benefits of ePortfolio for HCMEmployer focus groups (Canada 2006)
• Pre-employment
• Recruitment
• Human Capital Development– Employee Development– Performance Management– Talent Management– Succession Planning
Employer feedbackePortfolio as a tool to describe skills and knowledge
• Majority in favour– “digital matching service, living document, screening tool, digital
evidence of credentials and experience”
• Benefits:– Accessible documents of work accomplishments vs. credentials– Pre-employment bridging tool, linked to LMI– Help standardize the language of competencies
• Acceptance Factors– Accuracy, consistency, ease of use
• Potential Issues– Time for creation and processing, privacy, content maintenance,
system integrity, overall responsibility...
• Good timing– Rising skills shortages, immigration levels
• Current examples– Job Banks and PSC system
• Benefits– Good potential: niche sectors, skill sets, countries– Transparent tool for diversity and equity– Early adopters could have hiring advantage– Ease/improve recruitment, reduce wrong hires
• Potential Barriers – Cost, regulatory body acceptance/validation, privacy, ownership,
process inertia, consistency
Employer feedbackOn the advisability of a broad ePortfolio system
• Acceptance Factors– Simplicity, accessibility, usefulness as a screening tool, trust,
confidentiality, standards, integration, flexibility, extensibility, government support, marketing, training
• Solutions– Fit eP into existing interviewing and hiring practices– Incremental approach with action research to measure benefits– Make eP mandatory (!) with allowed exceptions for inclusiveness
Employer feedbackOn the advisability of a broad ePortfolio system
So...takeaways from today
• RPL and ePortfolios can reduce waste and increase productivity in workforce development
• Workplace RPL doesn’t have to cost a bomb, and can easily pay for itself– Even baby steps can help your bottom line– Implementation can be phased to reduce risk
• Technology can help, but:– not for its own sake– beware of paving cowpaths: rationalize your current processes
• Public use of the Internet and Web 2.0 are changing everything...
Possible approaches
• Fully clothed– Watching brief, further research
• Toe in the water– Get hands-on with Google, Web 2.0 tools– Investigate HRIS capabilities, local support
• Wading– Proofs of concept, small implementations in particular
areas (e.g. talent management)– Develop business plans for senior management
• Diving in– Develop an RFP for a fully managed system
Current local traction in RPL
• Workplace Education Manitoba & WPLAR– http://wem.mb.ca, http://wplar.ca
• Career Portfolio Manitoba– http://careerportfolio.mb.ca
• Centre for Education and Work– http://www.cewca.org
• Red River College’s RPL Practitioner Program– http://www.rrc.mb.ca/index.php?pid=636
• MPLAN: Manitoba PLA Network– http://mbplar.ca