Future Ready Workforce

Cross pollinating a workforce to make them future fit & digital ready.

Industry/Use Case

    About

    • Leading provider of global digital infrastructure services, the company provides the integrated, globally managed tech solutions that underpin the fast-growing digital economy.
    • The company’s journey – first from India-based public sector agency to global telecom giant present across 200 countries.
    • The company wanted to plan for creation of Succession planning pipeline using a scientific tool.

    Problem

    • Telecommunication industry is undergoing disruption & under this change company’s wanted to understand how to cross pollinate existing workforce to make them future fit & digital ready.
    • Top ask was to understand which job roles will be impacted most and what should be relevant learning aspects for roles getting impacted.
    • Another challenge was to identify employees, who will lead transformation for organization , so future potential identification came out as important ask.

    Solution

    • Based on the combination of Job family and Role Description and KRA defined , the key skills for Job Roles were identified for DGM and Manager Profile across 2 job families.
    • Based on the research on changing nature of jobs and skills ,we identified key factors which lead to redundancy across job roles and created a redundancy index for job roles.
    • We also created Proximity Index comparing skills required for one job family vis-à-vis another job family and identify commonalities between skills in different job families.
    • Mettl Learning Agility Assessment was administered to candidates.

    Verdict

    • Through the analysis, based on Learning agility for an employee the list of proximity roles were suggested.
    • The company was also able to identify training need intervention for list of skills to be trained on to be eligible for Proximity Roles. This helped in better succession planning for the organization.
    • Based on the learning agility of an employee in a specific job role, options of other different job families to which he/she can move to , were indicated.
    • They were also able to identify the training interventions required for the key skills along with the intensity of training required for a job family.

     

     

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