Published Fall 2019 on SHRM; Written by Tanya Moore and Eric Bokelberg of IBM
Original article: https://www.hrps.org/resources/people-strategy-journal/Fall2019/Pages/moore-bokelberg-feature.aspx
- In the past four years, the time it takes to close a skill gap has increased ten-fold.2
- 375 million workers globally will need to switch jobs and learn new skills as digitization, automation, and advances in artificial intelligence disrupt the world of work.3
- 60 percent of executives share that they struggle to keep their workforce current, acknowledging that the skills of the future may be unknown or entirely new to their organization.4
A Necessary Transformation
AI-Based People Strategy
Hallmarks of IBM’s AI-Based Strategy
Predicting skill supply. Using advanced analytics, AI, and machine learning, IBM invented a state-of-the-art, objective and efficient method to predict and infer skill supply. This approach assesses and measures the skills—and skills depth—of our workforce on a regular, automated basis. The outcome is a reliable baseline to monitor our skill position over time and provide needed details for targeted workforce planning.
Engaging job seekers. A cognitive advisor engages job seekers in deeper conversation about the company and recommends jobs relevant to the job seeker’s skills, interests, and personality. The advisor learns about the job seeker through a series of natural conversations and responds to questions just like a recruiter would, greatly improving the candidate experience and the quality of candidates that apply for roles.
Personalizing gap closure recommendations. By understanding the skills each employee has and the skills they need, learning and skill growth recommendations are personalized to each employee and presented to them in a highly engaging experience. Our learning strategy facilitates continuous learning and is supported by cognitive solutions, such as job alerts that promote internal mobility, peer-to-peer coaching, and an AI-powered feedback app.
Signaling to the workforce the skills that matter. IBMers are transparently led to roles and skills that are growing in market demand through digital badging. IBM’s approach to digital badging is robust, signaling to the workforce the skills that matter in the market. Employees that have IBM digital badges are two times more likely to make their sales targets and are four points more engaged.
Making skills a currency. AI and predictive analytics are helping managers make more informed decisions about compensation decisions, including factors such as employee’s performance, salary competitiveness, and market demand for skills. The quality of manager/employee compensation discussions has also improved.