Why CLOs Should Care About their Pre-Employment Upskilling Processes
In many industries, because of acute skills gaps, labor shortage and the retirement cliff, it is becoming more common for HR and learning organizations to approach workforce development as something that occurs even before an employee has joined the company. Companies are partnering with local governments and higher education systems to develop specific skills and competencies for talent that’s missing in the marketplace. This is especially true in high-consequence work environments where successful skill development and knowledge transfer is critical for success.
In this session, attendees will learn:
How to demonstrate a value proposition for organizations dealing with these challenges.
What role pre-employment assessment and training can play in a learning strategy.
How to identify best practices that have been leveraged in this area.
How workforce development can transition into the onboarding process.
Tracy Cox & Raymond Kelly
Tracy Cox is director of performance consulting and applied strategies for Raytheon Professional Services, a subsidiary of Raytheon Co. Delivering more than 7 million hours of custom training in 28 languages to learners in more than 100 countries, RPS is a global leader in learning services and outsourcing
As director of performance consulting, Cox works with organizations to help them uncover their true worth through proven strategies and tools related to organizational network analysis, enhanced decision making techniques, leadership and innovation, and Raytheon Six Sigma.
Cox is a frequent conference speaker on high consequence training, leadership development, social capital and Six Sigma, and he has been cited for his views on social capital and networking in publications such as Fortune, BusinessWeek, Industry Week, The Times (U.K.) and Training & Development.
Ray Kelly is the owner of K4 Consulting, a consulting business focused on supporting energy-related businesses nationwide. Kelly uses a wide array of experiences from his 40 years of employment in the utility sector. During that time, Kelly established himself as a leader in power generation, plant maintenance and operations, training, employee safety and workforce pipeline development with regional suppliers. As a well-known problem solver, he has accomplished many benchmark caliber solutions.
Kelly has founded his consulting business on his passion to help people be successful in the utility sector. During the final eight years of his career with DTE Energy, Kelly was in human resources where he led the enterprise in significant improvement efforts in safety and training, helping DTE Energy achieve a milestone Occupational Safety and Health Administration recordable-injury rate of less than 0.9 — a level achieved by less than 20 percent of similar industrial companies. He also lead industry leading innovative improvement efforts in DTE Energy’s technical training requirements, workforce planning processes and regional workforce development strategies.
Kelly’s current client list includes the Center for Energy Workforce Development, the Michigan Institute of Aviation and Technology and Raytheon Professional Services. He also has several organizations he volunteers to assist.