Home Trends Webinar: Reimagining talent mobility

Webinar: Reimagining talent mobility

by smart

uh good afternoon to everybody who’s already filling up the room um welcome welcome to this webinar it’s good to have you here on i think what is nationwide um a freezing afternoon um thank you all for making the time to join us in these complicated times um i’m just waiting for the room to fill up before we do the proper introduction um but thank you all for joining us here today um i hope everybody’s keeping safe and warm um it’s good it’s it’s certainly quite a time to um to be dealing to be in the business world in south africa i mean i know that we’ve been we’ve been phoning people um and everybody just saying to us yeah when we’re not available we’re busy figuratively putting out fires but um that’s that just seems to be the business landscape right now so uh strength to all of you and thank you very much for making the time to to be with us here today um we’ll be we’ll be talking about um a little bit of forward thinking stuff which will hopefully um uh yeah give you something positive to focus on um in shaping your organizations um i think that we have enough people around um that we can we can kick off the uh official proceedings um good afternoon everybody i am georgina guedes i’m the editor-in-chief of chro south africa today we are in an oracle partnered or sponsored webinar and we’re going to be talking about reimagining talent mobility um i’m really looking forward to discussing the topic with you if you have anything to say to us um could you please post it in the chat um but if you look at the chat box there’s there’s a little drop down menu um and it says all panelists currently please change to all panelists and attendees because that makes it possible for everybody to see and interact with your chat um it would be good to know who you are and where you’re from so please let us know addressing all panelists and attendees as i have just done and val joins us for many of our webinars and she’s so she she knew without being told so hi val welcome um nice to have you here i see we’ve got janine um yeah great to have all of you here um and i’m going to kick off the presentation um so reimagining talent mobility um in today’s fast-moving world of work top-down management processes just don’t work anymore instead companies need to be able to attract retain and deploy talent in a way that fosters agility from contingent workforces to other job learning companies need cross-hr solutions that cover many areas and then on top of this kind of being the the broader context along came a pandemic and taught us that many of the workplace models we were used to implementing weren’t essential to the world of work and so we’ll be unpacking all of the concepts that have replaced them here today i’m joined by mabarto mutswai a people consultant at investig tarin palani talent executive at vodacom and oracle strategic business solution architect rob bottma who will enlighten us about trends in the talent mobility space um yes so the first thing we’re going to do is i’m going to jump into a panel discussion uh with mobile rob you’re welcome to stay on camera and and chip in if you find anything interesting um but yes well we’ll we’ll we’ll jump straight into the panel um so tareen you first please tell us a bit about your talent mobility structure at vodacom how do people gain experience and grow within your organization at vodacom we quite fortunate to not only be a part of the vodacom group which is made up of the african cluster countries but also a vodafone which gives us access to developmental opportunities and the building people’s careers across the european countries and european footprint as well we use many different ways of creating development opportunities and mobility for our talent whether it’s with our learning solutions which varies from what is internally available on our lms system which we call vodafone university to sending our executives to harvard or to ncaa to be able to broaden their skills in that way we also encourage rotations we encourage short-term assignments as well as long-term assignments and there’s been many opportunities for our staff to take up expat assignments in other countries where they then don’t only get the development of opportunities for their career but also grow as individuals in a different geography we try to use multiple ways of creating these uh growth opportunities not only in career but also for the individual personally so yeah there’s quite a few ways to be mobile in vodacom if you can excuse the pun for a few minutes um emma batter essentially the similar question but you i know that investig has this very um specific flattened structure um that you operate in so so can you talk a little bit about your um your talent mobility uh plans uh within that context absolutely um and i guess just to share a little bit around what we mean in terms of the flat structure i guess our cultural positioning is very much at the core of a lot of our people work and from a flat structure perspective i guess we mean quite probably literally in the context of our organizational structure but also just in terms of a positioning where we really view a flat structure as one which enables access for people and really enables for relationships to be built um so on the back of that um i think for us it’s really around similar things i think to what you’ve spoken to terrine um we obviously work uh quite closely in terms of learning initiatives both partnering with local and international suppliers where it makes sense but i think for us it’s really around creating a bespoke bespoke plans for individuals also quite a big component of our stance when we think about talent is that we really see the individual before we see the role that they’re in so for example i actually have a finance and commerce background and joined investing working in the banking space with clients and through a couple of sort of transitionary processes and you know obviously me having to take on different learning i ended up realizing that hr consulting is the space i wanted to be in and kind of with no experience academically or in the work you know got an opportunity to move into that kind of space so a lot of stories that you’ll hear around what learning and mobility looks like in our environment is very much tailored in that way um it is not for all i will say because obviously you know some people do require quite maybe a rigid structure to be able to say this is your clear growth plan this is what it will look like in x number of time so with us i think it’s very much driven um obviously i think in partnership with the the people environment but very much driven by the individual and really looking more on what’s a transferable skill that we can leverage on to really enable you to grow and to develop but obviously cascaded with with support that we can offer just in terms of training programs that we either curate in-house or learning initiatives that will drive in partnership with external providers okay great that’s that’s so interesting and it really is amazing to think that um there’s there is this kind of organizational support for people finding stuff interesting and wanting to pursue something even if it wasn’t the the natural clear progression of the of of their career um serene you told me about the fascinating opportunities presented by maternity leave in your organization which um you know traditionally maternity leave is seen as something people have to struggle to get control of and deal with and how do we fill that role and who’s going to hand over during that period but but you guys have turned it into an active opportunity and i’d like to hear more about that please yes at vodacom in addition to offering six months of maternity leave we also offer a four months of family we don’t want to call it paternity leave we say it’s non-working partner leave because it could be within the case of someone having adopted a child it could be in the case where you are a grandparent who’s a primary caregiver so it’s not only about being the dad um because there are many caregivers in our communities and in our country for kids so we offer that as well and you know the six months that we offer to our moms and the four months that we offer to our non-birthing partners is an opportunity that we use to give people in our business a chance to work in a role that’s different to their own so you could be in a hr business partner role with an absolute interest in communications and if the communications lady goes on leave or the guy in communications wife has a baby there’s an opportunity then for a solid period of time for you to get exposure into a different environment and that allows for someone to not have to have major shifts in their employment they still are in the the same sort of record they have their employment contract their terms and conditions don’t change but they are given the opportunity to work in another role that potentially would not have become vacant in the near future okay fantastic um and mabato something we hear quite a lot about is is this gig um economy um could you tell us a little bit how you’re working around placing people who want uh work rather than a job i think these times particularly you know that we’re all experiencing have been yeah so complex um in working with it and i must say certainly in helping leaders think about what skill is required and for you know how long um has really been i think um a lot of our work at the moment it is difficult i think to think too far ahead into the future particularly given that i think organization or our organization is really around how do we service our clients how do we stay put how do we keep people safe and ensure for their well-being but i think that um a lot of the the work that we have focused on just even in terms of starting to shape our thinking around what could what what could you know the new worlds of work be be like um working within the constraints also of understanding that you know there are constraints from a capacity and a hit count perspective we’ve looked also at how we’ve positioned gig is in the context of thinking about what like i said what skills are required in in what context and then it’s really contracting um and so a lot of what we’ve been setting up is to help enable leaders to think around how do you contract for performance i must say our notion at the moment uh predominantly of gig work has been more from an internal mobility perspective rather than us thinking about how do we hire externally you know four pieces of work for those that don’t necessarily already have um contract into into our environment but it’s certainly been around just enabling skills gaps to be filled with people that we’ve already got um in different parts of our organization we also have i think been able to leverage off of um the fact that of course we want our south african organization i’ve got offices that aren’t listed as well i’m in the uk um in hong kong etc and so we have been able to leverage through through some instances um secondment work or project work that’s limited to a period of time but i think that there’s still more to be done certainly in the space as people are able to really start re-imagining what the world of work looks like which i think feels a little bit difficult in our current climate yeah and i mean i i think that that that is so what what’s so fascinating about the environment we’re in is that it’s not just uh you know you you can establish something for now but you can’t establish something for the next 10 years because i mean as we’ve seen as you’ve seen in the last year and a half everything is changing so quickly anyway and then and then something can topple it all on its head so so as much as it’s amazing to be proactive i guess there’s also a lot of you you’ve got to kind of keep your finger on the pulse and then sometimes be reactive to trends as they as they’re coming um serene you also had something interesting to tell us about the gig economy um it’s not just internal you you at vodacom are doing work for the broader economy as well in terms of gigging so can you unpack that a little for us we’re experimenting quite a bit at this stage um and looking at all the ways in which we can make this a reality for our employees and also for the broader society ways in which we’ve done this internally is looking at what are the skills so like a skills marketplace that have been developed through other development initiatives within vodacom so if you’ve got a bursary through our bursary scheme we also need to check those new skills and see how it is that we can apply them to projects that might come up or specific areas of your interest you might have been a marketing specialist and just completed your industrial psychology honors what unique opportunities would we possibly be able to create in our assessments team and that’s one of the ways we can do it internally we’ve also looked at how we can leverage the gig economy for for people with spare time that they would be able to assist so for example if you are a stay-at-home mom and you’ve got a bit of time between your pickups and drop-offs we could enable you to be an agent from home so that you could be a call center agent that’s fully trained on our products and would be able to provide some level of customer care now obviously we wouldn’t be able to provide our bullying system information because there’s levels of security with that but those elements of customer care that does not require a billing request or something that we’ve experimented with this could be open to students as well who just want to earn a bit of money on a thursday in preparation for the weekend or whatever the motivation might be but we’ve been learning a lot from what’s out there in the research and in what other organizations have done looked quite closely at what google has done with chameleon because it’s really important in situations like this particularly when creating an internal marketplace or internal gig economy is to have some level of parity and for there to be a feeling that this has been objectively created because you’ll always have a sense where a line manager will be about a bit nervous about letting their person go onto another project or into another team just because of the sheer volume of work or also about whether the individual they might get to assist them while they’re gone is the correct skill and when you look at what has happened in the way in which the google chameleon was built there’s an algorithm that matches an absolute talent or employee profile with an assignment to project profile and what that then does make sure that you have three options that tells you these are the best possible profiles not necessarily people but profiles that link to what this assignment requires and it includes a feedback loop and that feedback loop is what creates credibility so at this stage we we’re not saying that we’ve got the ultimate solution we in fact are continuing to learn and add to our platform as we go because it’s evolving and there’s always an opportunity to create more access not only for your employees but for broader society that’s uh yeah i mean it’s a it sounds like such an ambitious project so that uh it’d be fascinating to hear to hear how it unfolds and and and how people end up getting placed um mobito um could you let us know how you’ve been wrapping your head around the changes that were accelerated with covet what’s been the biggest impact on how invested managers talent i think the biggest impact um you know it’s it’s going to sound a little bit contradictory what i might say i think our culture really has held us in good stead you know we’re a culture like i said earlier of access of really enabling relationships um and our thinking together and making decisions together as a collective really trusting in that collective wisdom and i think that has sort of stayed intact through covert what definitely has been accelerated or been missed if i if i put a little bit differently has been while the culture remains strong it also is a highly relational culture that requires or i think is really strengthened by us being together so certainly i think what’s come to the fore is just the importance of that human connection both for us as staff and obviously for our clients um so i would say from an acceleration perspective it’s really been the ability to collaborate together i think when i think for example a lot of our leadership development initiatives that i guess before you know it made it difficult even to work across jurisdiction or for example we are looking now at um you know some of our south african counterparts being able to do work with uk counterparts and really being able to start offering things on a more global uh platform in ways that logistically were a little bit difficult before so i think really being able to think quite creatively with our counterparts um in other parts of you know of our offices in the world so that’s really been such a positive and a good acceleration and also just i think the realization that flexibility is something that is not just a concept um it’s something that i think has lived um quite specifically already within you oh dear um she we lost her on camera and then now we’ve lost her all together i’m sure she will find a way back to us um but uh so terena had another question for you which is that because you’re part of a broader group you’re able to provide people with great expat experiences so can you tell us a little bit how you make that work yes so it ties back to a very rigorous talent process where every market is able to nominate their top talents which is about 15 of the organization based on specific potential indicators primarily around learning agility and one’s ability to adapt to different situations and having situational awareness we then would look at what the next role would be for that particular individual or development experience because it doesn’t have to be a long-term role it could really be a small gap that can be covered in a few months in a different market and through those talent forums and the discussions between the various talent leads across the globe we then are able to look for the opportunity in the right size of market with the right level of complexity to provide the best possible development opportunity for that individual if it’s a long-term expert opportunity we move the person with the entire family into whichever country it is that is going to provide that opportunity we manage the entire process for them including getting their homes their schooling their vehicles their taxes and all of that managed through our various optos and there’s a handoff between the wages done on our side as a host company or as a home company or the host to whom we might send someone and what these expert opportunities provide is learning in a different context and we’ve seen that it’s really made a big difference because people grow differently in a different place and they also grow as people because they need to find a way to navigate a new culture a new geography and a new way of being if you’ve been in the same market for a very long time you probably have a network that is second to none it’s also about building that network somewhere else and we find that having an individual that’s had broader experience across many of our markets brings a lot of expertise to wherever they land thereafter that sounds fantastic i want to go send me um mobato uh are you are you back with us i am i’m so sorry technology is failing me today you’re here um so i wanted to know from you what steps you’ve taken to conscientise your employee employees and leaders um about about these changes that you’ve been making so obviously you your team is thinking about these things and implementing them and finding ways to do them um but how do you how do you get everybody on board or or to access these kind of ideas themselves i think a big way really um it’s going to sound so maybe simple but i think it’s really in creating spaces for meaning making for teams um through facilitated engagement um working with leaders to design and think about ways in which these the nature of these conversations can be held and often also i think it’s just around getting leaders to really also start thinking around how do they shift their own worldview and how do they rethink performance what would it mean you know in the context of working in a gig-like way for example thinking about flexibility but i think a lot of our time is spent really just helping to enable the shift in the way of thinking that then obviously allows for for people to work differently so creating those spaces whether it’s sometimes it you know requires um levels of research to be able to bring content you know to show what has worked what’s best practice but ultimately it’s around being able to to create spaces of thinking um that can really then obviously engage and have people to create new norms um that are co-crafted and and created together okay uh fantastic um tareen we’ve we’ve heard a lot from both of you about how talent mobility is handled inside your organizations but you’ve got a fantastic story to share about how it’s possible to grow outside of your organization as well um do you want to tell us a bit about that yes we’ve recently piloted a cross-industry talent exchange with unilever and the you know we didn’t know what to expect we weren’t sure how it would pan out but what we knew is we wanted to create unique talent experiences and it was quite disruptive in the way one thinks about doing this because the first inkling is to wonder well what does someone that works in an fmcg organization have to contribute to a telco and vice versa and what we found when doing this particular talent exchange which was primarily focused on digital marketing that there’s so many insights that one can get from a fresh set of eyes and from just seeing what we’ve been looking at for a while in a different way and you know having created this pilot and run through it now it’s something that we came to partner with other organizations on we want our people to be able to have the opportunity to work in industries outside of ours even if they are still employed by us so there would not be a need to say you know i’ve been at vodacom for five years i feel like i’ve only got telco on my cv i would love to have probably worked for a bank maybe we can then make that to happen you can work for a bank on a specific project or a specific deliverable even and still come back and know that while you’re getting this exposure you’re still employed by us you still get your salary every month and you are for that moment in time a part of two two teams so it’s been a wonderful experience and we grateful to unilever for being open to trying this out with us and we look forward to doing most uh exchange programs with unilever and with other partners okay great please keep us posted on those um mobato so you know you’ve got this famously flattened structure at investig um and and and through talent mobility we’ve been speaking about people gaining a breadth of experience so can you tell me a bit about how how the dynamic between this experience the education that people might have and remuneration works in this evolving talent mobility model that you implement sure so i mean our rim you know rim is always at the heart of i guess what aligns really in your people’s chat and your people strategy work i would say that for us we really do look as i said to you at the role that the individual is in but also in conjunction with who the individual is and what they bring um i think academics for us are obviously very important but only in so far as they’re able to enable you to really do your work um i think obviously certain roles will require very particular kinds of academic qualifications to you know in order for you to do the role but ultimately for us it’s a combination of being able to say who are you in that role and what do you bring um how are we able obviously to create measurements that will allow for us to see that you’re able to do that role and perform that role really really well and then make sure that our remuneration philosophy then aligns um in that way so every it really is a holistic conversation around being able to say who are you how do you pick up your role beyond just this is the grading you know that you’re in but you want to understand the extent to which you’re able to pick up that role and the specific things and unique talents that you’ll bring um and then we work obviously in a robust way to make sure that from a performance perspective we’re able to align um align that then to you know to the to the outcome of your rim i hope i’ve answered you i’m not sure maybe you can make sure that i’ve yeah okay thanks um uh serene um and then last question for now before we hop over to rob but um i can see that there are questions already popping up in the chat and we will get to them in the last 15 minutes so if you have any further questions um everybody all the lovely people in the audience please keep posting them we’ll keep track of them um and we will pose them to our panel um but can you just uh quickly tell us um about your personal experience of um remco growth um and how that was how that was handled within vodacom you know i think i always say that uh 2020 was a year that was well interesting and brought a lot of changes and so much was in flux over that time and in last year alone i had three different roles so um i managed the talent function our emerging talent function performance management our exec in the recruitment and diversity and inclusion area went on maternity leave so i moved into that area and looked at how we could redefine the way in which we build our talent attraction strategies and just manage the recruitment function in the time that she was not around and then we built a new function around employment employee experience which i moved into at that time as well now you know for me personally i feel particularly blessed i’ve been at vodacom for just over seven years and had almost six full jobs in that time which has allowed for me to build my experience through different rotations through different assignments through strategic projects that we’ve run either in our london office or even with our more emerging markets such as qatar when we were setting up new operations there so i think you know when you see it as yourself as a talent lead in the way in which different experiences different development opportunities can bring your career to life you can see those opportunities for for other people in the organizations i think one of the the best experiences i personally have had with protocol beyond our amazing leadership programs has been an exo sprint that was run for us through singularity university and it runs for 10 weeks and literally within that time there were 35 of us that were nominated from vodacom to create new revenue streams and i’m an industrial psychologist and hr person at heart but having been put into that context we were building new revenue streams around technology around new ways of enabling different kinds of platforms and you suddenly realize like you’ve said mobitu that your core skill and your background your qualifications yes they are the entry point to an organization but really it’s the way in which we choose to groom individuals that might just might see us actually new skills emerging new abilities emerging that we weren’t even aware of when we brought that person into the organization so yes i think when you see that learning can happen on many different levels through many different interventions then you are able to even build those opportunities more readily fantastic teren thanks so much um i thought this was a a really great panel discussion i i i feel energized and engaged by it so thank you both very much for for sharing um as i said we’ll we we will get back to you with the with q a at the at the end um i’m now going to hand over to rob who will explore opportunity marketplace oracle’s new internal gigs marketplace which gives internal employees the opportunity to participate in international projects from other departments and i know rob’s got a presentation so i think that the three of us women and let’s go off camera um so that he can own the stage thanks thanks very much thanks very much you should be able to see my screen now so you know from an article perspective i mean if i hear you know what touring is doing and about to and many other organizations um you know that’s that’s where hr is going there’s a big market it’s a it’s a global thing that’s actually happening that’s not unique to south africa as you’ve heard yourselves all the international connections and you know from our eight and a half thousand plus customers this sort of thinking is all brought together and from an oracle perspective it’s really around you know how do we actually um enable you know how do we enable people to actually manage this because everything it was said whether it’s around you know the the lifespan of skills or who’s got what skills what do people want to do how do we develop people for the future all of that is you know it needs to be managed within a central area you know within your hr talent management suite so really what article from a development point of view came up with this and it is it was a world first when it came out last year the you know the opportunity marketplace so i’ve just got a few slides to take you through and i can then actually go and show you what it looks like as well um what i did do is i put a couple of screenshots in my presentation um and i’ve got my email address on the screen so if anybody would like a copy of the presentation please feel free to email me so um you know so what to us one of the key things is actually understanding what you’ve got in the organization i know i mean i’ve been doing hr conferences for over 20 years and 20 years ago we were saying this as well you know if you don’t know what you’ve got how do you best utilize it how you best develop it and it’s really around you know getting a grip of that and and technology is making this easy and easy and easier for us and um those people who follow josh person he’s now talking about a system a skill system of records so you know from a from an employee data point of view you know core data was always seen as employees you know their name address all that sort of information and actually skills needs to become part of that and the reason we we follow this path in our solution is you know when i recruit i must recruit against skills gaps i mean i want to bring new skills into the organization you know i want to focus learning for example on job requirements i don’t want people you know we used to have this um just in case learning you you joined a new organization and you were sent off into these weeks and weeks and weeks of training um with a crime today which we refer to as just in time training i need some skills now i need to do something now my culture is anything at home i want to fix something at home i go and watch a youtube video that’s the way today’s you know especially the younger generation are looking at this and then how do i track what you know the employees want to go in the organization because i need to develop them against that i can’t just say i know you want to move into this particular role i’ve got to have a career plan i’m going to have a development plan that underpins that so i know from a succession planning point of view you know the five four three two year one readiness and then again from a performance point of view now if somebody’s not performance you know what skills have they got what skills do they require where do we develop this person because the as i’ve said for many years you know the ultimate goal of performance management is to get everybody performing at the optimum it’s not around uh remuneration management or the you know the one two three four five rating scale so you know with this this is a bit of a background when we start talking about this the economy we’ve been speaking about for a number of years they’ve been predictions about how the workforce is going to be changing you know more and more people but there was never a mechanism to actually manage it you know and when we looked at creating this opportunity marketplace one one of the goals was a lot of your employees have got hidden skills you know somebody might have gone and done a project management course in their own time night school last year they dying to get involved in that but currently they’re sitting in finance because they’re busy working you know their financial accountants um so where’s the mechanism to for that employee to go and say by the way i have these skills um where can i use them um we saw with with covered when it happened last year a lot of organizations stopped recruiting and so it was another way of saying actually we can use this gig the whole gig economy gig workforce to actually plug those gaps we don’t necessarily have to go and hire new people um from a central location which you’ll see in when i show to you is one area where i can go either go look for a different job in the organization or just an opportunity maybe i’m just looking for something short term um and then we see you know what is what what you and we mentioned some of these points earlier that well terrine and i’m about to mention them from an employee point of view i get to expand my network i get to work with a team who’s you know there’s one member in in in germany there’s one in sweden and there’s one in dubai i started working with them so i started expanding my network next time i need something i’ve now expanded networks in the organization um it’s an opportunity for employees to grow these skills so i may not have all the skills you require for this particular gig so i might get be given additional skills to top up where my gaps are so i’m grain my skill space and this whole thing about you know stimulating engagement we talk about this engaged workforce but the goal is not to have an engaged workforce you want that but i want to retain my key skills and my when i start engaging with people uh it’s a big indicator of of staff retention so sort of based on these facts you know my oracle came up with this we need an opportunity marketplace so you know what does it look like just from a few screens so you know through a portland i’m going to show you when i show you the actual system you know whether it’s on my mobile phone an employee can actually go and see you know i can see here there’s jobs available which are my internal vacancies um there could be also external vacancies and there’s gigs so for example you know you know i can see what information about a gig so if i go and select a gig and i want to go and see more information about it i can then go and see what skills are going to be required what’s the description you can see in this particular gig the manager is only looking for 10 hours per week um and it’s going to be the duration of the project is going to be um you know two months you know what are the benefits for your career so employers get this opportunity um when tareen was speaking about the the digital marketing i always use it as an example you know you might decide we’re going to be doing a big re-brand of our organization um and you’ve got people with really good you know they go home at night they’ve got fancy equipment they’re working on you know graphical tools and all that ideal for a person say i’d like to be involved in that project i don’t know what tools you’re using you can train me on those but i have a lot of knowledge around creating your graphical high impact graphics etc so really again helping the employees and then from the person who’s actually advocate who’s created this gig this can then go and have a look and say who are the people that are currently applying i can see that they’ve already done some gigs already i can drill down into that information i can see what people are saying about this person you know you can give star ratings so it’s really around uh you know providing that sort of information in addition to that i mean because it’s linked you know it’s part and parcel of an asl solution if i want to go and drill down in more detail about an employee i can open up this sort of screen to go and see where’s the person their current reporting lines you know what are those person’s interests what skills do they currently have what experience i can go and drill down into a lot of this type of information so really the bottom line for us is really around you know understanding you know what skills we have because the skills are going to be my capabilities for employees to do the work and then how do i best you know go and apply those in the organization and um you know this next slide i love using because it’s so true within a lot of organizations you know they’ve got the resources um but you know if you don’t know how to use them or you don’t know what people have actually got um you know the default is always to go and go to external recruitment and go and look for those skills and really the whole idea of of opportunity marketplace is to say no you have this huge base of employees internally first of all you need to understand as part of the mechanism what skills they have so that screen i showed you employers got the ability to load these skills whether they counted to do anything to do with their job or not i mean i’ve picked up experience working with different employers that um it’s important for oracle to know about because they might say well you know at one stage he was involved in a lot of product development so you know why don’t we involve in our product strategy so it’s those sorts of um opportunities then start arising because if this data is not visible and you know for many many many years we spoke about employees or our greatest assets and yes they are but if you’re only using 20 or 30 of that asset uh that’s not really efficient so by understanding what i have from the employee point of view and it’s the experience it’s where they want to go it’s all of that information bringing it all together and saying now we have an understanding of what we have within the organization um you know let’s go and have a look at what we can how can best apply that so just to show you briefly and i’m just going to pop something up on the screen here you know so you know from a mobile just this is a real life type of environment you know an employee uh on their mobile phone can go and say what is the opportunity marketplace and i can see here if i click on this marketing specialist this is an actual job so this is sort of the information that i’d find um within the recruitment side but this is my single point of finding it i’ve got my multimedia what the job information is and a single click apply again because the system knows who i am single click apply it’s got my skills it’s got my my performance it’s got makes all that information is going to be parsed through to the person looking at this particular vacancy but if we go and look at a gig i get the same sort of information you know what is the gig’s description what skills are going to be required by you know within this for this particular gig your benefits again um people your multimedia today because sort of processing power and the storage which is always a limitation on creating these today’s no longer people are recording videos on you know by their mobile phone so it’s not difficult for the the team leader to go and create a video and say this is what we’re looking for these are the type of people this is the environment we’re going to be working in this is what we really need from the team here again it becomes part and parcel so it’s a central point um for people to then start um you know accessing you know who’s going to be on the team you know i might find that you know i’ve worked with alex chu before he’s a great guy i’ve no problem being on his team so you know can i contact him i have all my information available so it’s really really simple uh it’s single click what i want to go and do um and a single interface um just to go and show you what it would look like if i look from a desktop point of view again you’ll see our system what we call is mobile responsive so whatever device you use the system adapts so we don’t have apps or anything from an oracle point of view we’ve said we don’t care what device you use what the operating system is uh you can link in and it’s the same user experience so if i go in here all i’m doing is gaining as a different user and um what they’re gonna get is just again see the information um i’ve signed on here as a manager and over there you would see is the create button so you can give your line managers the hr people the ability to go and create a gig to create a gig is as simple as saying you know i want to go and create a new gig within the organization it then opens up and now starts provide the information attach any documentation um videos etc so it’s really really a simple process um you know our whole concept from our solution point of view is everything needs to be done from a business perspective we don’t require i.t because that just becomes a blockage and then it’s just really around looking at all the various things and managing the process so that’s really what i wanted to show you in a brief nutshell it’s a sort of a small component of our core solution um but it’s been linked into into very closely uh something that’s coming down the line where we’ve got what we call dynamic skills where it’s all around you know dynamically looking at skills um applying it to employees what they’re doing with their jobs etc so i’m very happy now um i’ll stop sharing my screen um if there’s any questions or we just we know we carry on with the actual discussion um well they’re definitely um we have had audience questions um it was from madushri um and i think it’s about four questions in one so i’ll read them all to you but then we can if you need to revisit them we can we can break them back down um so what are some of the use cases of internal geek marketplace that you have deployed at oracle which are the areas of business where that works well also what are some of the mindset shifts and policy changes you’ve had to drive so the use cases was questioned first part of that question so quite honestly this is this is really quite new functionality it was released to our client base last year so we’ve got organizations starting to adopt it we’ve found that it’s been across industry so i wouldn’t say it’s only you know whether it’s fun it’s a it’s across the board because it’s really dean if you heard what you know what what um tareen and mabari was saying is organizations are trying to do this but they’re trying to do it in a more disparate way always saying is take that knowledge create it and publish it it’s really just using technology to actually make it easier for people to understand because you know for me to understand i mean i work for a global organization as well what opportunities are available in the states or the uk it’s very easy to go and have a look at i can go and do a filter on a country so it’s very easy so what you’re doing is promoting um because organizations want that they’ve learned this whole thing about you know diversity and moving me into a different role the skills i’ll pick up so we’ve got organizations who are currently adopting it i don’t have specific documented case studies because we normally wait a year and then we go and revisit those customers to go and find out how has it helped them has it actually reduced external recruitment um what’s the percentage of employees that are applying so at the moment it’s a new function that came out at the end of last year so our clients are starting to adopt us at the moment okay so that was um the first part um which are the areas of business and uh where that works well is that still covered by what you were just saying correct we you know it from from our customer base i mean we run across all you know whether it’s public sector or they we don’t it’s just really i mean it’s really from an organizational point of view you know has the organization cottoned on has their culture changed that people may not want full-time work so i might want to join you in a three-month capacity or employees um are we going to allow employers i mean i’ve worked for organizations where if your line manager did not approve you looking for a transfer you never even got to apply for it i mean if i look at a look at oracle for example after i’ve looked at oracle for a year and i have i can apply for any role my manager’s got no say all they can do you know they’ve got no say it’s my right to apply so it’s that matureness within the organization um as opposed to the old way of thinking of managers holding onto their what they think is their key skills so organizations need to adopt and i think you know with the new generations coming in this is the way people want to work you know the the gold watch culture is longer for sure um and then so so the the the final part of that was what mindset shifts and policy changes have you had to drive which again you’ve touched on um but has there been are you so have you covered that or sure it’s really around it’s really around first of all um saying within the organization we are going to move in towards we’re getting we’re going to sort of um embrace this gig economy within our organization so we’re going to allow employees to do this because the minute i sign up for a gig which is 10 hours a week of my time my manager’s got a plan around that okay so there’s got to be a give and take but my manager also realizing if they if they afford thinking i’m coming back after those three months and i’m only doing 10 hours a week with additional skills with an additional network within the organization so that’s a mindset within the organization and i think a lot of women we’ve been forced down this road with covet i mean covet has done it whether it’s from an economic point of view or just you know the way the whole recruiting world has changed that let’s use what we’ve got and when oracle looked at this they said how do we provide a mechanism to manage it because all this information the sort of screens you saw there a lot of managers know that information but it’s not a company assets the only company has it when it’s encaptured in a system because now the person leaves they don’t leave with their network and all this knowledge which was often the case in the past okay great um terrine and mobato i’d like to invite you back join us in the room um so um it was actually something i wanted to ask mabato in relation to this um which is um you you were speaking rob about how the the manager would then have to find a way to free up ten hours of your time and it’s such an interesting concept and maybe you’d both like to answer this um because you know my job keeps me busy most of my working day um so this idea that people can kind of be reallocated within the organization requires someone to do something with those missing tasks and i was just interested in finding out how how you handle that in battle yeah i think it’s not i think it’s a complex a complex thing to really to navigate but i guess ultimately it’s really around what’s value creating um and that’s i think how we really try to think about it is what what are the tasks that are going to really be ones that add value um and and and also it’s around value creation where in the work that you do together you know the output is almost a one plus one equals a three and so that as a principle i think is what sometimes guides us and being able to say what can we de-prioritize that feels like is not the work to be busy with now that can help create capacity but i think it’s it’s a it’s a complex thing to really manage because um you know part of also i think success comes in a role and being able to be embedded and being able to build a skill particularly in project work or client-facing work where you do require to be there for some time so i don’t think it’s as easy as a drag and drop out and in you know of pieces of work but i think for us it’s around being able to align to say principally if we think about the things that can help inform some of how we make decisions on what to hold on to and what pieces of work can we let go of um that’s been yeah that’s been some stuff that we’ve thought of okay great and rob mentioned that um at um that at oracle you need to have been in the com at the company for a year before you can start applying elsewhere um within the company um so i’m interested to know um at investec uh a similar sort of thing because you know you have this breadth of experience but obviously you also want people to get better down in their own jobs so do you have at what point you kind of open up these opportunities to people so we very much are i think a principle driven organization obviously we have to have a level of policy that guides and helps regulate the things that we do but we’re driven very much around what principally makes sense so for example even things like bursaries you know as soon as you are employed by investec you are you are you have access to being able to apply for our bursary program there isn’t a requirement to have been working for x amounts of time just as a small example so i would say that i’m not you know i can’t imagine often what we say to leaders and to individuals is that while we don’t ever set a policy sort of around the time within which one should spend in a role i think it’s difficult in the first year to really be able to say you’ve taken up your role you are fully flying in it and so for example in some of our more entry-level roles a lot of the time what we will say as a guideline to graduate to spend 18 months really just bedding down getting to understand and integrate yourself into our culture into the environment which is a big part of what will enable your performance understand what it takes to be able to navigate the environment so that then you can set yourself up well to be able to move internally so there isn’t a set timeline but i would say often under a year is an indicator for us that maybe there are other things that need to be grappling with you know that are making that individual want to move um it usually takes at least 18 months i would say to get ready in in considering you know being ready to move on to another role so no set timeline but obviously we do offer some level of guiding principles dependent on the role and the level of seniority okay fantastic um i don’t know what we’ve we’ve lost serene people are keeping me on my toes today um and uh the audience was very excited about her um her talent exchange program um but i i won’t be able to pose those questions to her if she’s not here um i i i was interested can you tell us a cool story oh there she is she’s back um let’s let’s let’s just jump into a couple of audience questions i think people were very interested in your talent exchange program um nadine asked how long was the talent exchange program and can you share the method you used to select the candidates so given that it was a pilot we only ran the the pilot for a month our learning is that that’s not long enough we had worked it around a specific campaign to be delivered so that’s why we thought a month would work and also given that it was a pilot both organizations weren’t sure how long they could do without the marketing manager on either side uh the way in which we selected was based on the project that we were getting exposure to at unilever the seniority and greater skills of our marketer in terms of what it is that she would be learning on the unilever side which is primarily focused on purpose and the way you infuse that infuse that into grand plans um the criteria on the unilever side that we actually asked for the only one we put in place was that there would be some level of digital marketing acumen because the way in which we manage digital marketing we own our entire checks deck and everything is internal so one would need to have a basic understanding of digital marketing so it couldn’t be a brand market here that would then come through and learn digital marketing for the first time the what unilever chose to do was open it as a campaign to their team and many people then would be allowed to apply for the opportunity to be on the talent exchange either with videos or a presentation and they then chose from those applications we didn’t open it up as a opportunity that people could apply for we used our talent grid chose the most specific individual for that particular exchange in future we will open it up but given that it was a pilot we wanted to be you know quite laser focused on how we got through it um and then we had someone else asking um how did you manage any risk regarding confidential information so we had ndas that were signed between the organizations and between the individuals themselves the ndas were co-developed with our legal teams so that both organizations felt covered okay fantastic and i guess that you did also make a decision that it was obviously a nowhere competing company so i’m sure the ndis was still a security uh mechanism but at the same time there isn’t that kind of competitive risk yes and and that’s one of the the primary precepts if you’d say for this kind of exchange we wouldn’t ever do an exchange like this with a direct competitor so even if it was orange in one of our african markets or airtel it wouldn’t make sense for us to do a talent exchange with an organization like that just because of the competitive nature of it okay perfect rob i saw you answered this one in the chat but i think it just might be interesting to um to discuss it a little bit more uh broadly um you said can organize sorry anita asked can organizations that have downscaled open up to open up gigs to ex-employees or retirees that still have the skills and experience but are not currently employed by the organization yeah so i think the whole idea i mean they’re basically the employees i mean if it’s an ex-employee you’ve got the date on the system because they you know and they would just become a non-payroll type employee some people call them contractors so as long as they register on the system and they’re active they would then have they would access the opportunity marketplace what we do have in the solution is what we call role-based security so their role could be so one of the organizations we talked about talking to you know setting up a whole alumni so you give them their own role which gives them access to certain parts of the solution which would be possibly opportunity marketplace which gives them access to jobs internal jobs and opportunities and then of course externally you know they would have from a recruitment point of view so it’s just a classification of type of employee and they would be non-payroll type employees because obviously they wouldn’t be on the payroll until they actually start you know submitting time cards or whatever mechanism is used to pay them okay fantastic i think we have time for just one more question um if you asked a question and we haven’t had the time to get to it um we will uh connect you on email after the fact because we have your email addresses um from your sign up so so thanks very much for all the questions asked and this one was pros post broadly to all panelists by nadine um and it’s it’s i think it’s a whole new webinar on its own but let’s see if we can we can do a quick whip around to do it justice um against the backdrop of covered have you adjusted or changed your performance management processes um or have you handled this in the traditional manner manner i.e twice twice per year reviews um so mobato let’s let’s let’s hear from you look i guess we are um a little bit different organizationally even in terms of our performance management in that we don’t follow a ban on scorecard uh we don’t have job grading so our key mechanism in terms of managing performance is really obviously around making sure that the metrics in place to be able to measure what good looks like are understood and clearly defined and the work then is really to create mechanisms of feedback feedback is a massive component of how we help enable performance in the organization and a lot of our work has been making sure that even in how we think about the definition of of performance that it’s aligned strategically and that there’s a team context that understands and then what it means for itself and then obviously that at individual levels the kpis that are created then align so i think for us it’s just been i think an embedding of that um and so we haven’t necessarily had a shift in that um i think covert has just enabled for us to um have more conversations and have closer access with each other but nothing fundamental in terms of us thinking about performance in this kind of context versus a different one okay fantastic intervene so we’ve been on a journey with our performance management system in the way that we look at performance management generally for a while now so pre-covered as well we have moved away from having a rating scale so people don’t get rated on a one to five or a poor performer to um top performer whatever the case there is no range and therefore something that changed long before code would happen as well what we have built into our system postcode is a number of pulse surveys we’ve also brought in integrated feedback tools ways in which to provide on the spot recognition and even reward because we believe that you know performance should not be managed once or twice a year and in effect prior to covert we were already doing quarterly sessions quarterly check-ins quarterly reviews of goals quarterly uh discussions around what it is that’s most pertinent for that particular quarter not to the exclusion of your one-on-one meetings or other engagements but what we believe is it’s a continuous process and the way in which our business is changing and many businesses are changing your goals that you set at the beginning of the year may not even be feasible for the end of the year it’s also important to be able to recognize people at the point at which something is delivered so if someone was part of building our ipay app in july why should the rates on march next year to be recognized for that and that’s why we’ve incorporated these reward elements this on the spot recognition the thank yous as well as the you know the opportunity for people across the organization to provide feedback because you might not be a manager of a said employee but you probably work with them quite often on a project and that could be a project that is based in turkey for example and that turkish employee would have the opportunity to provide you feedback performance feedback and maybe even development feedback and that’s the way that we’ve you know almost broadened out our performance solution and we continue to do that because our business is changing daily we’re moving from being a telco to a techco and ultimately we want to be a technology firm so we need to be quite rapid in the way that we evolve and that goes for our performance system as well okay fantastic well thank you both for those answers um we’ve got to wrap it up now rob i don’t know if you had anything you wanted to chip in there or did this want to say you know with an article i mean our performance it’s really development focused you know the reward side and all that happens you this court you know people get rewarded uh as and when um you know through whatever channels because you’re working on different projects and i’m happy to say that our new feedback is all can be done through our chatbot so it can actually be done verbal i can take my phone and say i’d like to provide so and so with the following feedback thanks for helping the project that is converted to text and placed onto the performance agreement so trying to make it conversational as opposed to this rigid so we have performance management documentation but the reward and the development all that that is very insane it’s an ongoing process you know you don’t start a clean slate every financial year you just come to work the next day on the first and you carry on and a lot of organizations miss that fact okay um fantastic thank you very much everyone um it was really i i learned so much i’m quite excited about the future world work from what i’ve been hearing all of you saying rob you guys at oracle have fantastic user interface designers um your stuff looks amazing um let me just uh introduce you to um our next uh webinar no it won’t it doesn’t want to play um you can check out uh future webinars that we will have um at chro.co.js forward slash events um and we hope to see you all at the next one uh thank you once again to rob mobito and teren a great discussion here today and thank you to the audience for joining us bye-bye everybody everybody thank you bye-bye


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Webinar: Reimagining talent mobility
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