Business Solutions

Rewards & Compensation for The Connected Economy

In the Industrial Economy, compensation was driven by individual rewards for individual performance. Salary, bonuses, stock options and pension plans were linked to individual output, and increased in value as employees progressed up the org chart.

In the Connected Economy, where group collaboration is more important than individual performance, compensation needs to reward desired behaviors as well as individual output. While fair pay and benefits remain the bedrock of compensation, today’s employees are attracted to work cultures that improve quality of life as well as the size of their bank balance.

Adapt Reward Systems to Millennial Values
While millennial workers are ambitious and strive for financial success, studies have shown that up to 88% prefer a collaborative work-culture to a competitive one. They care less about titles, status and salaries, and more about purpose-driven work projects with an opportunity for personal development while using their current skills as part of a team effort.

Build a Global Reward System to Match Local Values
In global organizations it’s essential to understand how preferences for different types of rewards and compensation can vary across geographies. A study by consulting group EY which looked at securing and retaining top talent in emerging markets found that non-cash benefits were being underutilized as a tool for recruiting and retaining talent across the BRIC (Brazil, Russia, India, and China) countries.

The EY study also found that secure and steady current income was more important in Russia, future earning potential was valued more in Brazil and India, while stock options and equity-based pay were more popular in China.

Use Training and Development as a Reward and Retention Tool
Millennials entering the workforce today are well aware that their education will need to continue long after their graduation ceremonies. They recognize that the demands of our rapidly evolving workplaces will require a commitment to continual learning. Progressive organizations understand that millennials see training and development opportunities as part of their rewards and compensation package. Millennials are often motivated more by a how a job can prepare them for the challenges of tomorrow, as they are to how well it rewards their performance today.

English proficiency is seen as a critical business skill among millennial graduates in emerging markets, and many leading organizations are now working with PEBS to integrate the offer of English learning into their reward and retention programs.

ONE Standard
ONE is the digital platform that gives every employee the opportunity to participate in company-wide activities, while simultaneously improving their Business English skills.

High quality content from our partners at the Financial Times provides engaging materials to help employees develop a broad range of business skills, while online tools such as email templates and cultural briefings can immediately improve their own content development.

The Six Pillars of Talent Management
Learn more about the changing nature of global recruitment in our new White Paper – The New Language of Talent Management – which highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas.

Learn more about One Standard, One Professional, and our complete range of Talent Management Solutions.

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Evolving Career Development from Corporate-driven Org. Charts to Employee-focused Experiences

The democratization of career development is one the most critical trends in Talent Management today.

Gone are the days when career development focused on the chosen few, the high-potential employees, while everyone else in the workforce was rewarded for their ongoing efficiency in delivering consistent performance year in, year out.

Today’s rapidly changing competitive markets, fueled by the ever-increasing expectations of customers and employees alike, require agile workforces with constantly evolving skill sets, driven by a shared sense of purpose and achievement.

As talent has replaced capital as a company’s competitive differentiator, the need to maximize the potential of every employee has become a strategic imperative.

Career Development for the Entire Workforce
Many of today’s leaders, including LinkedIn cofounder, Reid Hoffman, advocate a more dynamic tour of duty approach to career development, in order to meet the needs of both the rapidly evolving organization, and today’s highly ambitious millennial workforce.

Jamie Notter, author of When Millennials Take Over: Preparing For The Ridiculously Optimistic Future Of Business, explains this evolution in career development:

Companies have long devoted resources to crafting personalized roles and career paths for their stars. Companies such as General Electric rotate promising young executives through a series of assignments to help them gain experience in different functions and markets. Yet it is possible— indeed, necessary— to extend this personalized approach to all employees using the tour of duty framework.

Career Development for a Greater Purpose
According to author Dan Pink in Drive: The Surprising Truth About What Motivates Us, we are all looking for careers that offer a certain amount of autonomy, the chance to develop and exhibit mastery, and the opportunity for our work to serve a greater purpose than we could achieve alone.

Talent Managers who put these motivational drivers – purpose, autonomy and mastery – at the center of their programs will appeal to the millennial mindset’s greater expectations for career development, as Dan Pink explains:

Millennials, who now make up more than half the workforce, are taking center stage. Their expectations are vastly different from those of previous generations. They expect accelerated responsibility and paths to leadership. They seek greater purpose in their work. And they want greater flexibility in how that work is done.

ONE Standard
ONE is the digital platform that gives every employee the opportunity to participate in company-wide activities, while simultaneously improving their Business English skills.

High quality content from our partners at the Financial Times provides engaging materials to help employees develop a broad range of business skills, while online tools such as email templates and cultural briefings can immediately improve their own content development.

The Six Pillars of Talent Management
Learn more about the changing nature of global recruitment in our new White Paper – The New Language of Talent Management – which highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas.

Learn more about One Standard, One Professional, and our complete range of Talent Management Solutions.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

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Moving Performance Reviews from Bureaucracy to Business Drivers

Adobe, Deloitte, and Netflix are just some of the companies who have abandoned the traditional cycle of annual performance reviews.

In the industrial economy, driven by five-year plans with a focus on stability, annual reviews worked just fine. In a world of disruptive technologies, and the need for agile workforces with a focus on innovation, they seem prehistoric.

Patty McCord, chief talent officer at Netflix from its inception through 2012 went so far as to describe annual reviews as “…bloated, over-engineered, mandatory rituals are a waste of time, are hated by everyone and actually do nothing to foster high performance.”

According to Deloitte, the majority of HR Professionals agree with her. In its 2015 Global Human Capital Trends study, Deloitte found that 58% of executives believe that their current performance management approach drives neither employee engagement nor high performance.

Our research into modernizing the performance process unearthed three key trends that characterized the new approach being taken by progressive organizations.

1. Look Forward not Backward
Most annual review processes focus on the year just gone more than the year ahead. The majority of time is spent analyzing past performance, celebrating achievements and highlighting shortcomings based on 12 month-old agreements that have often lost relevancy because of developments during the year.

By contrast, the Deloitte study explains how progressive companies are developing processes to focus on the future: “Performance management is being reinvented for a new, forward-looking purpose: to serve as an efficient, focused business process that improves employee engagement and drives business results.”

2. Move from Annual Appraisals to Regular Feedback
Regular less formal feedback sessions are also proving to be much more effective than annual reviews. In a separate study, Gallup found that employees whose managers hold regular meetings with them are almost three times as likely to be engaged as employees whose managers do not hold regular meetings with them.

3. Separate Pay and Performance Discussions
Annual reviews also tend to be like directly linked to compensation decisions. Inevitably this means that discussions are focused primarily on an employee’s level of pay rather than on useful feedback, coaching, and performance improvement. Regular, forward-looking, check-ins can focus on business drivers without the distraction of individual pay discussions.

Goals and Performance in English Learning
PEBS’s ONE platform is designed to encourage individual goal-setting and real time performance measurement aligned to key business drivers, not just language fluency.

Learn more about ONE Standard, ONE Professional, and our complete range of Talent Management Solutions.

The Six Pillars of Talent Management
Learn more about the changing nature of global recruitment in our new White Paper – The New Language of Talent Management – which highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

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Learning Management for The Connected Economy

The trend towards recruiting for potential and learning ability, rather than just current skills, has led to greater demands on learning management programs within global organizations.

A continuous learning environment is one of the main job attractions cited by today’s Millennial recruits. According to a survey from Millennial Branding and Monster.com, one-third of them rank training and development opportunities as a prospective employer’s top benefit.

On the other side of the desk, according to the latest annual PwC CEO study, 81% of CEOs say that their business always looks to equip employees with new skills.

Caught in the middle are the 85% of HR Managers who, according to Deloitte’s Global Human Capital Trends 2015 study, say learning is an “important” or “very important” problem, with the topic jumping from the No. 8 to the No. 3 most important talent challenge they face.

A New Era for Learning Management
In the industrial economy, most candidates were recruited for a job based on their existing skills and learning was often limited to an annual refresher, or an update on best practices.

In the connected economy, employees need to be continually expanding their individual and collective skills sets, to drive innovation in their current area of expertise and prepare themselves for different work challenges.

Blended Learning Comes of Age
This demand for increased training, coupled with advancements in technology, has led to a step-change in on-the-job learning. Experts have recognized both the limitations of a purely classroom-orientated approach, and the issues associated with isolated online learning.

A blended learning approach, combining formal, informal, and on-the-job training has been shown to increase engagement, reduce disruption in the workplace, and deliver immediate business improvements.

Learning English on the Job
Progressive global organizations have also realized that while English has become the language of business, their international employees do not all have to become English scholars. They just need to be able to do their jobs in English.

By marrying this idea with the proven approach of blended learning, PEBS is working with businesses to develop tailored Business English learning. Programs are focused around job-specific vocabularies and development of the communication skills employees need in their day-to-day business activities.

By learning as they work employees can quickly develop the Business English skills they need to do their jobs, with immediate productivity improvements.

ONE Standard
ONE is our digital platform that gives every employee the opportunity to participate in company-wide activities, while simultaneously improving their Business English skills.

High quality content from our partners at the Financial Times provides engaging materials to help employees develop a broad range of business skills, while online tools such as email templates and cultural briefings can immediately improve their own content development.

ONE Professional
ONE Professional is a new offering which supplements the features of ONE Standard with the services of a dedicated personal advisor to provide online guidance, motivate participation, and deliver individual feedback to business skills practice and writing assignments.

The Six Pillars of Talent Management
Learn more about the changing nature of global recruitment in our new White Paper – The New Language of Talent Management – which highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas.

Learn more about One Standard, One Professional, and our complete range of Talent Management Solutions.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

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Recruiting For The Future

Among the many interesting tactics revealed in Work Rules, a new book by Google’s senior VP of people operations, Laszlo Block, was the revelation that the company’s #1 criteria in its recruitment policy is not current skill levels, or even IQ, but general cognitive ability: “It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information.”

This makes perfect sense in a world where the role a candidate is hired for may change dramatically in a short period of time, as the company responds to market disruptions, evolving technologies or rising customer expectations.

From Recruiting From The Past to Recruiting For The Future
In the industrial economy, the trend was to recruit from the past. Candidates were judged on a resume of standard accomplishments, and years of experience were equated with ability.

In today’s connected economy, progressive companies are recruiting for the future. The ability to learn on the job, adapt to new challenges, and collaborate with colleagues are becoming as important as existing skill sets.

Expanding the Recruitment Pool
The shortage of fluent English speaking candidates in many emerging markets has been well documented. Instead of entering a bidding war for this small group of talent, recruiters who focus, like Google, on a candidate’s learning ability are working with PEBS to expand their potential talent pool by integrating English assessment and on-the-job learning into their recruitment and broader talent management programs.

They begin by working with PEBS to establish minimum English standards for both specific roles and company-wide requirements.

English assessments can then be used as screening tools, allowing the recruiter to compare candidates against pre-set benchmarks, industry standards, and other candidates around the globe.

On-the-job English learning programs are then designed to meet the specific needs of individual recruits, with future assessments used to track progress and gauge an employee’s suitability for promotion to leadership roles, or other positions which demand a greater level of Business English fluency.

This forward-looking approach is helping raise the potential impact of new recruits, from square pegs for square holes to game changers who can shape the future.

The Six Pillars of Talent Management
Learn more about the changing nature of global recruitment in our new White Paper – The New Language of Talent Management – which highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas:

Learn more about One Assessment and our complete range of Talent Management Solutions.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

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The New Language of Talent Management

According to the founder of the World Economic Forum, Klaus Schwab: “Capital is being superseded by creativity and the ability to innovate – and therefore by human talents – as the most important factors of production.”

This view is underlined by CEOs in every industry, with recruitment and talent management moving to the top of boardroom agendas around the world. HR Professionals have never had a greater opportunity to directly shape and impact the future of their organizations. They have also never faced such challenges, with an increasingly mobile global workforce shifting the balance of power from institutions to individuals.

The War for Talent has never been more intense, important or complex. Increasing income inequalities around the world underscore the price that top talent can now demand. A bidding war for such talent will, by definition, yield few winners and many losers.

We believe the real winners will not be those who can bid the most, but those organizations who can create holistic talent management programs that can recruit for potential, develop on the job, and retain for the future.

The Six Pillars of Talent Management
Our new White Paper – The New Language of Talent Management – highlights the concerns of global CEOs, shares the success stories of industry disruptors, and outlines how the traditional approach to talent management needs to change in six core areas:

Recruitment: from square pegs for square holes to game changers who can shape the future.

Learning Management: from extracurricular activity to a strategic recruitment, development and retainment tool

Goals & Performance: from bureaucratic annual reviews to dynamic business drivers

Career Development: from check the box corporate-driven org-charts to outside the box employee-focused experiences

Rewards & Compensation: from show me the money to a life of fulfillment

Succession Planning: from finding clones to fill retiree’s shoes to opening up the rainbow boardroom

From Command Control to Develop and Collaborate
Command and control cultures prevailed in the capital-led industrial economy, where success was driven by efficiencies and economies of scale. In today’s talent-led connected economy, companies focused on innovation and agility are displacing those who continue to rely purely on scale and efficiencies. As they do so, the old management maxims of command and control are being replaced by cultures focused more on development and collaboration.

Innovation and collaboration are driven by diversity of thought and clarity of communication. In multi-national organizations a common language is critical, and in today’s global economy that language is English.

In an upcoming series of blog posts I’ll be exploring each of the six pillars of talent management, and showing how Pearson English Business Solutions can help you attract, develop and retain a global workforce to succeed in today’s connected economy.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

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Changing the Conversation in the Business English Marketplace

Citing the latest Gartner CEO and Senior Business Executives Survey(1), growth and technology related changes are the top two focus points for 2015-2016. How can a company grow and achieve results when language barriers exist within a company?

Innovation has replaced efficiency as the driver of competitive advantage in today’s connected economy. And where multi-national corporations are capturing market share and overcoming competition, and start-ups are becoming billion dollar businesses – success is dependent on access to global talent as well as global consumers. Recruiters and talent managers are increasingly aware of the value that global candidates can bring in terms of cultural diversity and local market knowledge.

Talent management is about consistently and quickly developing your talents’ skills to exceed in their job function while contributing to the corporate objectives. Empowering HR professionals to use the right tools, at the right time, for the right person in the context of how they learn, where and when — is a key part of Pearson English Business Solution’s (PEBS) focus, spanning our offerings.

The New Language of Talent Management calls for a shift in how corporate learning is applied to foster the development of the right people to maximize business impact. There is not a “one-size fits all” strategy for growing your talent, and we know that the tools to develop your people require a portfolio for “right-tool, right-time talent development”. With that in mind, we are launching new products and enhancing others to help you achieve your Talent Management goals – with your company and learners’ objectives as a top priority.

New Product Bundles designed specifically for learners

PEBS announced two new product bundles to ensure that all talent are equipped with the skills and capabilities to effectively deliver their own KPIs, but in a way that contributes towards the performance their teams, departments and overall organizational aims.

ONE Standard, delivers activities across the full spectrum of communication, from more effective writing skills to the better forming of exchanges and persuasive discussions.

onestandardLearn more about ONE Standard.

ONE Professional, new offering includes the features of One Standard plus one-to-one regular guidance and personal encouragement from an advisor; and immediate business skills practice and writing feedback.

oneprofessionalLearn more about ONE Professional.

One Assessment powered by Versant
Building on a scalable online, on-demand system of assessments that help companies to determine individuals’ ability to communicate effectively using English, One Assessment powered by Versant is launching a brand new feature: Individual score reporting with mapping to TOEFL, TOEIC, CEFR, and GSE.

oneassessmentLearn more about One Assessment.

Consulting and Benchmarking solutions
PEBS’s new consulting and benchmarking services are designed to help businesses align with global proficiency standards – connected to their overarching objectives.
Two new offerings are now available:
Industry Profile Benchmark: Define candidate and employee requirements against recommended proficiency benchmark for industry role profiles.
Custom Profile Benchmark: Define your company’s candidate and employee proficiency benchmark, and set it for individual roles, departments or disciplines.

Learn more about our Talent Management Solutions.

ONE Coach in other Languages
One Coach continues to offer a structured course that focuses on the acquisition of the language, structures and confidence necessary to carry out communicative tasks in the target language. Building on the success of ONE Coach in English, we are expanding this offering to now include five additional languages: Spanish, Italian, French, German and Portuguese.

onecoachLearn more about ONE Coach.

Market Leader Series now included in ALL ONE Virtual Group Subscriptions
As an added value to our ONE Virtual Group customers, we are now offering the Market Leader Series as an integrated feature. Marketing Leader content improves the learners’ ability to communicate and lead more effectively in English by focusing on linguistic competencies in the context of global leadership.

One VirtualGroupLearn more about ONE Virtual Group.

As a team, we are very excited to announce these new products and updates. If you would like more information, please contact NBrown@pearson.com or visit us on LinkedIn, Facebook, and Twitter #english4business.

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Nicole R Brown
Vice President, Go-To-Market and Operations
Pearson English Business Solutions

1 Gartner CEO and Business Executives Survey Press Release

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