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1、HR Predicions for 2022jdhbersincompanypathways% to show various employees how to train for these posiions. Healthcare providers are providing career pathways for clinical and IT roles. And almost every company is building career pathways to develop cybersecurity specialists.Note that a career pathwa
2、y is not a “career path. Its a series of carefully designed development steps (and roles) that take an individual from a current role to a role that is in higher demand, and oten beter paying. Skills data shows the adjacent skills that make this possible.And while all this is happening, the market i
3、tself is staring to consolidate. For many years, the current $360 billion corporate training market has been expanding, splintering, and shiting toward new online content players, learning-in- the-low of work soluions, learning experience plaforms, and a huge market of tools for skills inference, sk
4、ills recommendaion, and skills taxonomy development.The VC and private equity players have poured money into L&D- related vendors. Companies like BeterUp (now valued over $4 billion), Udemy (now public with close to a $4 billion valuaion), Ariculate (which just raised $1 billion in cash), 360Learnin
5、g(which just raised $200 million), Degreed (valued at well over $2 billion), and Cornerstone (which went private at $5.1 billion) are all growing like crazy. The ERP players such as Oracle, SuccessFactors, and Workday have been less successful. Why? Because the innovaion cycle in learning is acceler
6、aing.This year we will see Microsofs Viva Learning, Linkedln Learning Hub, Cornerstone Xplor, and other innovaive companies come to market with an evermore exciing set of tools. But the market is staring to mature. L&D and HR leaders dont want ten diferent learning plaforms and the vendors are feeli
7、ng the heat. Many of the smaller standalone players are staring to merge, and I do think the market will consolidate.If you are in corporate L&D, youll want to create a learning infrastructure that pulls the diferent pieces of the tech ecosystem together to help learners build needed skills and capa
8、biliies for the future (see Figure 4).What should you do to adapt? I recommend two important things: First, you should put in place a team that focuses on your SkillsTech architecture and the relaionship between yourFigure 4: The Learning InfrastructureACCESSDISCOVERLEARNACCESSDISCOVERLEARNProducivi
9、ty Systems (Office, Salesforce, MS Teams, Workplace by Facebook)LXPMobile AppsHR PortalTraining Onboarding AcademiesTalentMarketplaceCredenialLRSLearningtransaciondataLRSLearningtransaciondataLMSCompleionreporingdataHRMSJob rolehierarchyperson dataContentLearningcontent andvideo dataSkillsSkills dat
10、aassociatedwith personPROVIDERSLinkedlnSkillsotOthersSource: The Josh Bersin Company, 202118 A “career pathway is a series of career steps, designed through skills adjacencies, that show an individual how to move to a more valued, in-demand career. This is one of the most important new iniiaives in
11、HR, and skills and job data now make this possible.skills strategy and career, recruiing, mobility, and pay. This team should start to understand the technology and consider issues such as: How will we curate and manage the taxonomy? How can we redesign our job architecture to consolidate skills acr
12、oss roles? How will we assess skills in various roles? How will employees see and interact with the plaform in their proiles? What third-party external skills data do we need?Second, its important to focus the efort on criical job roles or capability areas that mater. When it comes to skills, no com
13、pany can possibly “boil the ocean, across the enire enterprise, yet HR technology may infer skills everywhere. So the best approach is to start with criical capability groups and then work with capability champions (business or funcional leaders) who can help drive the agenda forward.A large high te
14、ch manufacturer, for example, has decided that every engineer and scienist must understand the disciplines of Al. The company assigned a senior leader in engineering in this area to be the capability champion who partners with the CLO to create an architectural plan. Like others, the company is expe
15、rimening with muliple tools to igure out which vendors will work best.Let me also add that SkillsTech is sill a young market. While most of the vendors claim to have advanced skills inference, recommendaion, and curaion tools, in most cases these are immature. Its important to select a few key vendo
16、rs you like and then work with them over ime.Vendors in this area include: HCM: Workday, SuccessFactors, OracleRecruiing: Eighfold, Beamery, iCims, A vatu re Talent Marketplace and Career: Gloat, Fuel50, Hitch, PeopleFluentLearning: Cornerstone, Degreed, Edcast, Valamis, Microsot (Viva Learning), Li
17、nkedln, Percipio Cross-Domain Talent Intelligence: SkyHive, Eighfold, Censia, Retrain.aiW、Coaching will develop PowerSkills in everyone.Of all the L&D issues companies face, one of the hotest of all is PowerSkillsteaching people how to lead, work in teams, collaborate, communicate, tell stories, and
18、 think strategically.We coined the term “PowerSkills” in 2019, when we started our work with the Greater Good Science Center at the University of California, Berkeley. We recognized that skills like empathy, forgiveness, humility, and awe were the most powerful and sustainable skills in business. Wh
19、ile these kinds of usoter skills“ were not widely discussed prior to the pandemic, we now know they are essenial to success.Learning and developing these sot skills is diicult. Important skills like ime management and strategic thinking do not come easy. Every company has its own context for these c
20、apabiliies and we need to learn them together, in teams, and with leaders. Some of our research with Mursion shows that people are very willing to express their vulnerability when the environment is right. And the pandemic created just this situaion. We wrote an enire playbook on the need to foster
21、human-centered leadership skills.19 These kind of skills, capabiliies, and behaviors, which put people irst, ensure business success will follow (see Figure 5 on the following page).Verizon, for example, felt a desperate need to train leaders and supervisors on the process of checking in with people
22、, listening to their challenges at home, and giving them more lexibility with work. They created a series of all-hands leadership meeings to share ideas, idenify what works, and let managers express their own frustraions during the pandemic.One of our large clients, a global technology company, sees
23、 its enire customer base staring to integrate its needs across various industries. The company is set up as independent product groups, each of which solves one part of this enire complex problem. The company created a PowerSkills program to focus on systems thinking, training leaders and profession
24、als what this new, integrated customer experience looks like. This program is creaing more internal mobility and teaching people how each part of the product set its together.19 The Bia Reset Plavbook: HumanCentered Leadership, Josh Bersin; Kathi Enderes, PhD; and Mark Sprat/ The Josh Bersin Company
25、, April 2021.Figure 5: Business- vs. Human-Centered LeadershipBusiness-CenteredHuman-CenteredLead the businessLead the peoplePeople coming along for the rideThey drive the business forwardGoals, rewards incenives, alignmentInspiraion, skills, empowerment, relaionshipsDrive innovaion with execuion, i
26、nnovaion in a silo Execuion demands innovaion every dayFocus on growth and changeLearn from problems to evolve organizaionProud, conident, knowledgeable, decisiveHumble, empatheic, listener,growth mindsetFocused on the inside, managing the companyFocused on outside, listeningto customers, marketPick
27、 favorites, rely on trusted conidants to succeed Look for diverse performers,open to new peopleFocused on problem-solving, accountabilityFocused on systems thinking,why problems occurTargets, budgets, plansVision, goals, and growth perspecivesDriven by inancial success, job promoionDriven by purpose
28、, mission, grit, and passionMassive change programs and iniiaivesIteraive change, series of small, measurable stepsBusiness First, People Second“People as a means to an end”Source: The Josh Bersin Company, 2021The coaching industry is also on ire. Vendors like Beterllp, Torch, CoachHub, and many oth
29、ers are now digitally connecing coaches to professionals at all levels. This democraizaion of coaching is a breakthrough new soluion that dramaically reduces the cost and gives the beneits of coaching to everyone. Companies like Culivate nudge leaders to listen more, talk less, and act with empathy
30、and ethics.We believe that, in 2022, the focus on coaching and PowerSkills will coninue to grow, and every company will revisit its leadership model to idenify which PowerSkills are right for the business.People First, Business SecondPeople as the purpose of the business”Talent acquisiion and intern
31、al * mobility will converge.When I interviewed the head of talent acquisiion for HSBC, I felt like I was talking with an L&D leader. He understands, through his experience with the companys internal talent marketplace, that over 50% of all hiring will be done internally. So his team is working on th
32、is integrated supply chain of talent, not just illing empty seats.Rather than just looking into the external candidate pool when trying to ind talent, HSBC and many others are now idenifying skills, experiences, and qualiicaions from internal and external sources to ind the right it for open posiion
33、s (see Figure 6 on the following page).Figure 6: Matching People to OpportuniiesSelf-Assessment and Job Discovery Analysis Selecion, Interviewing, Measure, Develop, Promoionand Skills Matching Fit, Onboard, Hire Grow, Reward Fill in profileAssess interests Idenify skillsCategorize experiencesInfer s
34、kills in jobs (Al) Infer skills fromexperience (Al)Assess skills manually Recommendaions Post jobs, schedule interviewPay, salary, grade, growth OnboardingMove, relocateFill development gaps Accommodate missing skillsSet performance goals Assess success or failurePerformance and development features
35、Employee Profile andAl and skills idenificaionRecruiing andHRMS Integraionand matchingassessment featuresSource: The Josh Bersin Company, 2021This is going on in many companies (if not every company). Not only is it expensive and diicult to hire externally but also if the company is “leaking people/
36、9 it will never be able to hire fast enough. Amazon, for example, has more than a 150% turnover rate in its distribuion centers.20 This means it has to rehire almost a quarter of its workforce every month just to stay in business. No company can survive this way for long.Recruiing itself is being au
37、tomated and improved. Companies like McDonalds can now recruit candidates enirely through mobile devices, without even using an ATS (instead, it uses Paradox.ai). Companies like Bayer Pharmaceuicals rely on the intelligence of Eighfold.ai to source candidates based on their scieniic expense, reputai
38、on, and experience;the companies completely ignore current job itles.And with automaion from vendors like iCims, A vatu re, Linkedln, SmartRecruiters, Beamery, PeopleFluent, and many others, companies are reengineering their recruiing to be more integrated than ever before.Our Talent Acquisiion rese
39、arch also points out that employment brand, reputaion, and a companys purpose and mission are more important than ever. For many years, weve seen companies upgrade employee experience (EX) iniiaives to be more growth-oriented, inclusive, and supporive. Now, in a world where the economy is growing mu
40、ch faster than the labor market, this has become essenial. In fact, if you20 The Amazon That Customers Dont See, Jodi Kantor, Karen Weise, and Grace Ashford/ , June 2021.arent making your EX “irresisible J I can guarantee your recruiing will be more diicult.Our research also shows recruiing skills a
41、re more important than ever before. The days of selling a candidate on your company are over. Recruiters have to know how to source, how to assess, and how to work with hiring managers in a subtle and consultaive way. So its ime to automate all the tacical screening and scheduling aciviies and help
42、your recruiters be extremely strategic.And the opportunity of internal mobility has become massive. For example, Sitel Group uses behavioral assessments to match behavioral skills of employees with open posiions to idenify and shortlist people who might be good its for those roles. One leader told m
43、e recruiters have turned into internal headhunters who search inside the company to ind the right person for an open job. Coupled with the growth of a talent marketplace, this is a whole new way to recruit.Every company will need a talent marketplace plaform.I think the breakup of GE is a telling mo
44、ment in ime. Ifs ime to put a nail in the coin of the “top-down, management- led“ organizaion. Even the Wall Street Journal now notes2i that GEs idea of a management magic is lawed.M21 GE and the Belief in Manaaement Mauic. Jason Zweig/, November 2021.HR Predicions for 2022 | Copyright 2021 The Josh
45、 Bersin CompanyAll rights reserved. Not for distribuion. Licensed material.For most of my career, we had a belief system that all good decisions are made by top leaders. This management style then delegated smaller decisions down the pyramid. For key talent decisions (who to hire, who to promote, wh
46、o to move to a new role), we assumed that managers had the right answers. So we built all sorts of tools (such as nine-box grids, ranking systems, raing scales, assessments) to validate managemenfs decisions about people.Now these beliefs are coming apart. As the GE story shows well, top managers do
47、 not always know what to do. They have lots of insights and perspecives, of course, but many of the best decisions in any company are made at the botom, from the people who have an up-close view of the work and related issues. In fact, the whole idea of jobcrating and empowering frontline workers ha
48、s become a big theme in disrupive growth.The talent marketplace makes this happen. When you open up internal opportuniies to people inside the company (and this means jobs, projects, mentors, assignments), you get the power of marketplace dynamics. Highly expert and ambiious people rise to the top; projects get stated with the best people (not just the leaders favorites), and everyone feels more empowered.And in a world where its harder than ever to ind external candidates, the marketplace becomes essenial. I irmlyFigure 7: Three Opions for