Content uploaded by M. Bowles
Author content
All content in this area was uploaded by M. Bowles on May 30, 2024
Content may be subject to copyright.
DURABLE SKILLS:
HELPING FUTURE-
PROOF LEARNERS
Future Ready @Telstra
Case Study
Ensuring our employees are great at
their roles today and ready for what
comes tomorrow.
March 4, 2024
New Orleans, 8:30 AM-12:00
Slide 2
In Summary
Telstra’s 2025 strategy imagines a future-ready Telstra, that achieves our growth strategy
in an era of global disruption.
A critical tool that supports employees to achieve this is Telstra’s Future Ready Program. It’s
an innovative end to end journey for our employees to build the capabilities they need
today and prepare them for tomorrow.
Through Future Ready, Telstra has the unique opportunity to measure current capability
and undertake a whole of workforce transformation that will enable organisational agility,
responsiveness, and delivery of new strategic opportunities.
Slide 3
Introduction
Telstra is Australia’s leading telecommunications and technology company, offering a full range of communications services and competing in all
telecommunications markets. In Australia we provide 18.8 million retail mobile services, 3.8 million retail fixed bundles and standalone data services
and 960,000 retail fixed standalone voice services. We have an international presence spanning over 20 countries and employ approximately 25,000
people.
At Telstra, we believe it’s people who give purpose to our technology – that’s why our purpose is to build a connected future so everyone can thrive.
Capability.Co is an early to market Australian company with global reach that aims to integrate world class technologies
to support capability development from both the talent and enterprise perspective. Capability.Co believes that the
future of work is human and that capability is the new workforce currency.
Capability.Co’s solutions are focussed on human capabilities which provide high-level insight into the skills, knowledge,
personal attributes and mindsets required in the future workforce, not just in a job.
Slide 4
Helen Anderson – Introducing Future Ready
Slide 5
The Challenge
Like all organisations, Telstra was faced with exponential change in our industry and market and the need to constantly adapt and respond to customer
wants and needs. At the end of a significant period of transformation, Telstra now has an ambitious 2025 growth agenda, and our workforce needs to be
supported and developed to achieve it.
Deloitte (2019). The path to pros perity: Why the future of work is human, Building the Lucky Country #7, Deloitte Insights: Sydne y. Retrieved 6 J une 2021 at https://www2.del oitte.co m/au/en/pages/building-lucky-country/articles/path-prosperity-future-work.html.
The concept of a ‘job’ reimagined
Race for talent
Finding hidden talent
Developing full potential
Capability as the currency
The concept of a job is so volatile it is no longer a reliable basis for development or career planning.
As with most global companies, Telstra competes for talent and relies on accessing the right people with the right skills and mindset
required to drive its digital transformation, growth and culture.
More had to be done to source talent internally. This requires looking beyond an employee's ability to perform in their current role
and identifying core capabilities which could be leveraged across the business
It is increasingly apparent the old adage of “recruit for attitude and cultural fit over skills”, is substantiated by global research. Through
a greater emphasis on a person’s innate disposition and traits, employers gain insight into an employees potential, and are able to
offer more personalised development planning and employee experiences
Capability Frameworks are strategic. Research confirmed that the strongest lever in the employee lifecycle and to deliver a future
ready workforce weren’t an array of technical competencies, but the few (typically 5 to 10) non-technical capabilities that can drive
both attainment of strategic goals and the company’s values
FUTURE-READY HUMAN
CAPABILITIES AND
DURABLE SKILLS
Slide 7@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
BUILD
CORNERSTONE
PURPOSE DRIVEN
A focus on strategy
and cultural values
© Capability.Co, 2020
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Slide 8
BUILD CORNERSTONE:
W orkforce adaptive capacity,
not just skills for jobs
Past: Improve job performance
Improve discrete skills, knowledge and
competency relating to a job and occupation
Future: Raise the Tide
Improving workforce capacity to adapt
and be future ready by knowing and
growing priority capabilities and
developing every employee’s full
potential
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Slide 9
Source: Deloitte (2017). Soft skills for business success, DeakinCo. & Deloitte Access Economics, page 7.
TWO THIRDS OF
JOBS WILL BE
“SOFT SKILL”
INTENSIVE BY
2028
BUILD CORNERSTONE: Intangible mindsets and
attitude matter, not just tangible skills
Slide 10 @Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
BUILD CORNERSTONE:
Future Ready Capabilities must support the full employee lifecycle
Recruit Onboard Goals &
Performance
Reskill: Learning &
Development
Retain: Career
Development
Reward &
Recognise Release & Separate
Support candidate
selection by ensuring
capability in areas critical
for the role.
Improve employee value
proposition and employer
brand as a leading people
developer, as employees
share credentials via
social media
Employee has an instant
development plan and
can develop from day 1
by achieving one
credential every six
months.
Any gaps identified in
hiring can be prioritised
and developed first.
Easy to set target for
achieving one credential
every 6 months, creates
clarity on in-
role development and
employee-initiated
learning
Measure leaders for
increasing team
capability.
Link results to
performance scores
Makes it easier for
leaders to support and
develop their teams
Focus on capabilities
which will make the
biggest difference to the
function, based on
aggregate questionnaire
data.
Personalised insights
report by capability
provides targeted
learning pathways
Clear standard for
readiness for Executive
roles 7 mastery
credentials
Evidence of applied job
experience to achieve
credential available in
Workday profile.
Support progression for
those who have achieved
credentials
One capability set with
leadership included in
Future Ready
Link results (aggregate)
to EX/ Pulse scores
University partnerships
are both time and cost
saving for employees
who choose to complete
University qualifications
Credentials are evidence
for Talent/Leadership
readiness, which an
employee shares by
adding to workday profile
The credentials provide
independent, globally
portable proof of
capability and a lifelong
digital record, creating
value for employees
beyond Telstra
Slide 11
BUILD CORNERSTONE:
T-Shape Career & Capability Model
The Future Ready Capabilities are global standards with rigorously applied levels of proficiency that allow a capability to form an enduring (durable), transferrable, cross-
disciplinary ‘work and learning’ currency across roles and functions. The standards also clearly delineate the skills, knowledge and mindsets (dispositions and cognitive
attributes) required to develop and measure how well individuals and the existing human capital can deliver the capacity required to underpin Telstra’s competitive advantage.
In alignment with the concept of a T-Shaped Career, the Future Ready Capabilities must support Telstra’s agile methodology, flatter structure and span all roles while integrating
with effort to build performance within domain specific technical skills relevant to a role and function. The stem support technical skills and domain competency.
Technical
Frontline
B2B Strategy
Project
Mgmt.
Networks
Capabilities for
everyone at Telstra Team Performer
Innovates and
Improves
Collaborates and
Influences
Informed
Decision Maker
Customer
Focussed
Leads the Way Adapts and
Grows
Future Ready capabilities integrate the T25 growth ambition, Telstra Values, Telstra Purpose & Leadership
Domain specific
•Capabilities specific to
role/area of expertise
•Not Telstra specific
•Transferable across
organisations and industry
•Deliver on technical role
outcomes
•Telstra c ontextual & specific,
based on global s tandards
•Transferrable, pragmatic
currency across roles /
functions
•Deliver Telstra’s co mpetitive
advantage
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Copyright Telstra©
Slide 12
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
BUILD CORNERSTONE: DURABLE ATTRIBUTES
Leveraging the Human Capability Standards Framework
Telstra recognised that an enduring Capability Framework for the organisation
must be based on research driven insight external to the organisation.
The Working Futures Human Capability Standards Reference Model (2020
version) was used to accelerate design, implementation and deployment. Dr
Marcus Bowles, Chair of the Institute of Working Futures worked closely with the
Next Generation Capability team led by Helen Anderson to contextualise and
synthesise the Human Capability Standards against Telstra’s T25 Strategic Pillars,
purpose and values.
>> Capability - a capability establishes a high-level definition of the attributes
(skills, knowledge, and mindsets) that individuals and workforces need to succeed
at cumulative levels of career progress. It is concerned with the holistic view of an
individual’s ability to perform and their potential to improve.
Slide 13
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Human Capability Standards, proven at scale
The Human Capability Standards (HCS)
100+ 500,000+
Global track record and backed with scientific evidence
Est. 1999 30+ years
Aligned to Global
Qualification
Frameworks
AQF EUQF RQF
SeQF NQF
Book and wide
organisational
adoption
of scientific and
applied research
Participants
engaged
Organisations
globally
HCS is leveraged by…
Organisations Universities Schools
Queensland State
High School
Pilbara Universities
Centre
Catholic Schools,
NSW
Slide 14
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Telstra Future Ready Capabilities
Considerations: Telstra’s Strategic Pillars; Values; Transformation Blueprint; Commercial Capabilities; & Leadership Approach
Cross-referencing: The Institute for Working Futures Human Capability Standards (global standard, comparative studies)
Copyright Telstra©
*
*
*
*Immediate priorities 2023-24
Implementation
Slide 16
FutureReady – what is the opportunity for my ongoing capability development?
•Insights Questionnaire – 30 mins
•Consuming development content, ‘choose your adventure’:
•annual calendar of live facilitated masterclasses
•comprehensive learning pathways of digital content
•any other development you like e.g. books, podcasts
•Learning and On-the-job experience building – asynchronous/ongoing
•Credential Application – up to 3 hours time commitment to complete
•Webinars – 45 minutes each
7 Advanced = 30% of Master of Professional Management
7 Mastery = 50% of Professional Management
7 Foundation = 33% Bachelor of Business
1 Mastery + 4 advanced = 42% of MBA
7 Advanced = 33% of MBA
7 Mastery = 50% of MBA
Employee can convert credentials
to credit towards qualifications if they choose to…
(significant cost and time saving)
Participant
Activity Complete the Future Ready Insights
Questionnaire and receive a
personalised explorer report
immediately
Completes learning and on the job
experiences suitable to level
Collate evidence, submit
application and attend
Reflection Interview
Provided feedback and
awarded credential
Development
From 2nd August From 30th August From 15th September
Support
Webinar 1
Get Ready for a bright future
Overview of FutureReady, the Capabilities and
Journey
Webinar 2
Develop & Grow
Explore Insights Report, decide which capabilities
to develop, and review ‘proof of capability’
requirements
Webinar 3
Be Recognised for your Capability
FutureReady Credential application process,
hints and tips, Q&A
Capability Assessment
The Employee Experience
Copyright Telstra©
Slide 17
Discover: Future Ready Insights Questionnaire (FRIQ)
Future Ready starts with a deep insight into each person’s
mindset and potential. Aggregated together, Telstra then can see
a baseline of available human capability in the workforce. This
baseline extends beyond skills to examine often hidden or latent
potential revealed through an examination of mindsets and
underpinning behaviours.
Telstra worked closely with CapabilityCo and MyInnerGenius.
Initial pilots and validation of the instrument resulted in a
reliability score that was more reliable and predictive of future
potential than prior qualifications, experience or current role.
Copyright Telstra©
Slide 18
Crucial to all capability programs is providing appropriate learning content to build
employees knowledge, awareness and understanding. This component of the Future
Ready journey required the development of tailored learning pathways for each
level of each capability, so that our employees could develop and grow.
The initial build of the Future Ready Curriculums involved sourcing learning content
relevant to the capabilities that Telstra already owned. This included content already
developed by Telstra and leveraging our existing relationships with LinkedIn
Learning. A base curriculum was created for all capabilities at all levels.
To support employees to find the newly developed curriculums, the Telstra team
developed learning programs available on our HR Information System, Workday.
As base curriculums were built, gaps in content were identified. Telstra worked with
Capability.Co to develop a tailored package of content for each Capability, at an
Advanced (undergraduate) and Mastery (Masters) level. This specifically developed
on-demand content includes a mixture of videos, written content, articles, case
studies and knowledge quizzes. This on-demand content is supported by our
program of Masterclasses – 1.5 hour face to face sessions facilitated by Industry
Experts that touch on core components of the content, supporting various learning
styles.
The build of both on-demand and Masterclass content for Informed Decision Maker
was prioritised for Proof of Concept.
Develop: Tailored learning pathways
Slide 19
Validate & Recognise: Credentials
Our initial discovery work identified a critical and unique element of the Future Ready model – we wanted to ensure that employees could validate and be rewarded for being able to
demonstrate capability in practice, as opposed to simply consuming learning content.
Future Ready Credentials were identified as a way to provide our employees with a digital, tangible recognition of proven capability.
The Credentials would be issued through the world leading badging platform – Credly. Capability.Co was able to provide this service as a core offering.
Alongside Capability.Co, Telstra designed a unique Credential application process, and supporting tech system, that would allow us to manage the Credentials from submission,
through assessment, to issuing. This included:
•The development of tailored Credential Applications per Capability and Level, for applications to provide written documentation of their capability in action
•An interview process which would allow Candidates the opportunity to verbally support their application
•A structured, transparent assessment process with supportive rubrics to ensure feedback to the candidate
•A technology solution (housed on SharePoint) that would allow for the management of all Credential applications. This system automatically communicates to the candidate
throughout the process and their application progresses and allows both Telstra and Capability.Co to track and communicate on each applicant’s progression. Integration with
Credly has allowed for badges to be automatically issued.
Impact
Slide 21 @Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
ONE: Get a baseline on available talent already in the workforce and
report true Human Capital Value
TWO: Reduce attrition, onboarding costs and increasing new hire
success rate (IBM research & work)
THREE: Discover misaligned talent and mobilise it to greatest need and
develop latent potential to agreed priorities
FOUR: Generate rich data to inform talent lifecycle (recruit, retain,
retrain and reward/ recognise)
FIVE: Accelerate learning, make it globally consistent and shorten the
cycle time to performance proficiency
SIX: Improve EVP and EX through commitment to self-directed learning
and access to validated credentials and qualifications
SEVEN: Improve the overall future readiness of the workforce for
delivery of T25 ambition and prepare for the oncoming tsunami of AI
and automation
Strategic impact of credentialling
durable capabilities
Slide 22 @Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Insights-led value unlocking Jan-24
Capability by level
Capability level distribution
Capability by tenure
Insights summary
●Define which capability strengths to develop
●Identify capability gaps to be addressed
●Identify capability talent pools for redeployment to in demand job functions
●Uncover hidden talent to put into acceleration programs
Illus trat ive pur pose s only
Insights Example
Intervention
opportunity with team
members that have 10+
years of tenure due to
observed lower capability
levels compared to cohort.
22
Slide 23
Insights into deploying durable skills/ capabilities
Hard lessons for those issuing digital credentials
Each person’s unique
mix of durable skills and
mindsets REALLY matter
in the future workforce
We need to recognise and
validate HOW a person
wants to work and learn,
not just what they know
and can do
We are failing to identify
or formally recognise each
person’s full potential. As
a result, the capacity of
existing employees and
the workforce is
underestimated and
undervalued.
Even though highly skilled
individuals excel in their
fields, they often lack the
durable, inner abilities
needed for collaboration,
adaptability, and the type
of thinking that employers
and the next generation of
employees demand.
The integration of
digital transformation
and AI with new ways
of working has
underscored the
misalignment between
current educational
curricula, delivery
models, and various
qualifications.
Slide 24
@Learningimpact | 1EDTECH.org
© 2022 1EdTech Consortium, In c. All rights reserved.
Q&A