leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.

1. The Transition Bridge and the
World of Graduates
SAGEA Conference 2017
Presenter: Ursula Fear
Associate: Catalyst Consulting

2. It’s been a interesting week …..

4. • Integration –one of the most difficult things to do from both a graduate and business
perspective.
• Often things go wrong due to a lack of context understanding from both the student and
employer’s point of view.
• Understanding what needs to take place is critical to the success of any graduate programme.
• But how does this effect the future transitioning and development of graduate’s into the
future… what would a future CLO be focusing on when it comes to graduate development?
So what about the Transitioning of Graduates into the
Workplace?

5. Let’s take a side step and look at the Workplace/ HC
Trends around the world and in South Africa

6. 2013
1. Millennials will rise up.
2. Working from home becomes
mainstream.
3. Emphasis on employee
engagement.
4. More boomers retire.
5. Intrapreneurship is embraced.
6. Freelance nation booms.
7. The skills gap shrinks.
8. Internal hiring takes off.
9. Employees become social
advocates.
10. Women start to outpace men at
work.
Forbes: Dan Schawbel is a workplace expert
2014
1. Healthcare's impact on the
workplace.
2. Freelancing becomes a normal
way of life.
3. Gender pay gap starts to close
4. The economy delays career
growth.
5. Boomers retiring - changing
demographics in the workplace.
6. Employers create new ways of
filtering candidates.
7. More companies provide
wellness programs.
8. The continuous job search.
9. ROI of college is looked at closer.
10. Reputation become more
important for both professionals
and companies.
2015
1. Companies hiring Generation
Z for internships.
2. More millennials are taking
leadership roles.
3. Honesty becomes a revered
leadership trait.
4. The skills gap continues to
widen.
5. The continuous job search
picks up.
6. Mobile hiring and the mobile
job search explode.
7. Social media posts used to
attract and retain talent.
8. Succession planning becomes
a top priority.
9. Women continue to seize
power positions in the
workplace.
10. More people stepping out of
traditional career paths.
Forbes Workforce Trends

7. 2016
1. The acceptance of boomerang
employees and the challenges for
job seekers.
2. The leadership gap will start
being filled as boomers retire in
numbers.
3. Workplace flexibility becomes
the biggest topic of conversation.
4. Wearable technology is taken
more seriously and disrupts
business as usual.
5. Companies get serious about
office design and use it as a way
to increase collaboration and
attract top talent.
6. Obamacare takes full effect,
causing premiums to surge and
companies to pass more costs to
employees.
Forbes: Dan Schawbel is a workplace expert
7. Companies figure out how to
automate more jobs and
modernize their workplaces -
- at the cost of employees.
8. The first group of Generation
Z graduates from college and
enters the workforce.
9. More professionals seek gigs
instead of full-time jobs as
the sharing economy
and freelance marketplaces
expand.
10. Maternity leave becomes an
even bigger discussion as
an important employee
benefit as we enter the next
baby boom.
Forbes Workforce Trends
2017
1. Companies focus on
improving their candidate and
employee experiences.
2. The blended workforce is on
the rise.
3. Annual performance reviews
evolve into more continuous
reviews.
4. Millennials meet Generation Z
in the workplace.
5. Augmented and virtual reality
revolutionize recruiting and
training.
6. The war for talent heats up as
the employer and employee
contract continues to evolve.
7. Organizations restructure to
focus on team over individual
performance.
7. Workplace wellness, and
well-being, become
critical employee benefits
for attracting top talent.
8. Companies get creative
with their employee
benefit packages and
perks.
9. Office attire and
workplace culture
becomes more casual.

8. Deloitte’s Best Companies Survey - 2017
1. The mobile device will the HR department’s most imperative touchpoint
2. Data will drive decision-making
3. Integrated HR systems will stretch from recruitment to performance management
4. Performance management is changing
6. Employer branding will be a focus
5. Online recruitment will continue to take over

10. According to Statistics SA’s quarterly labour force survey released in June
2017, unemployment rates have risen to a staggering 27.7%. Of the
433 000-unemployed job-seekers, a staggering 58% were young people
aged between 15 and 35 years old.

12. Polling Question
Do you think South Africa is progressing adequately? Our situation is
complex… very complex?
• Yes - agree 100%
• We have done well under the circumstances
• No - we are running out of time

13. With that context in mind, lets look at
graduate development and transitioning?

14. Our Millennial Talent Pool

15. Our Millennials Need ‘Different’…
• Their ‘team
mates’ are the
most
important
people at work
• Expect
feedback
weekly and
progression
annually
• 60% think 7 months
of work means
they’re loyal
• 80% want to give
performance
appraisals to the
boss
• 2/3 want to be
‘creative’ at work in
their job
Candidates are not looking for a career…… they’re looking for an EXPERIENCE!!
70% say they are
receiving no
leadership
development at all
Source: Josh Bersin slide share

16. Key Considerations for Transition
• We need to consider the context of how we have all ‘learnt traditionally’
• Do not underestimate what a graduate knows about the workplace … it’s very
limited
• Focus on transition more than the technical development to begin with
• Consistent check-in’s and a variety of touchpoints is required
• Whole-person development is necessary
• Just-in-time interventions goes without saying
• Business have become educationalists …. whether we like it or not

17. Business & Division StrategyGraduate Co-ordinator Business Co-ordinator
Month 1 Month 3 Month 6 Month 9
Month
12
Year 2 Year 3 (beyond)
Critical success factors
• Person with deep
business understanding
• Understands the
business and divisions
objectives and strategy
• Manages the standard
of excellence
• Is agile in responding
to curriculum
development as
‘blockages’ are
highlighted
• Group mentoring
sessions
• Individual mentoring
and coaching sessions
• Assessments
Critical success factors
• Establish possible role
activities – what
defines value in the
shortest time
• Manager within the
business unit
(influencer)
• Passionate about
development
• Assists graduate
coordinator - monthly
interactions with ‘all’
people that deal with
the graduate
• Ensures conducive
learning environment
• Ensures technical/ role
specific coaching takes
place
1
2
3
7
6
5
4
Role/ technical development
Cognitive development
‘blockage’ development
Vac Programme (initial and regularity of touch points)
Made to Order

18. Practical Steps & Processes
Principles
• Made to order – based on the role and need
within the business
• Establish when the first touch point should
happen – vac programme?
• Work on both the graduate and the business
(people involved with the graduates)
• Line is involved with candidate selection
(ownership)
• Mentoring and technical coaching (line)
• Progress reports - weekly
• Pick up on any potential ‘blockages’
• Activities against development curriculum or
role activities
• Any formal assessment feedback e.g.
learnership, technical certifications
• ‘blockages’ acquired through individual
mentoring, technical coaching or group
feedback sessions
• Leadership activities completed e.g.
committees
• Identify and report specifically on integration
and transition into the department
• Learning activities based in the coming weeks
– input into the design and output of the
learning experience from the business unit

19. What about the future of learning?

20. New World of Work
• Constant change
• Technology disruption – AI, robotics
• Learning is our own responsibility, not
the organisations anymore (learn, unlearn)
• Learning incorporates so many different
components of personal development
• Organisation design and teams
• Higher order thinking jobs

21. Business
Leaders are
worried
about the
future
87% believe digital
will disrupt their
industry
Only 11% believe
their current talent
pool can compete
92% of
organisations are not
correctly structured to
operate in the new
environment
70% need a whole
new talent base to
compete
87% don’t believe
they have the right
leaders
Leaders not getting
new digital skills 6x
more likely to leave
their organisation
within the next year
Source: MIT survey 2016

23. Today’s Continuous Learning
Model
23
Drivers
Globalization
Technology
Mobility
Social business
Education
Analytics
Several global megatrends are driving
changes that propel the open talent
economy around the world.
Source: Deloitte

24. The Learning Curve is the Earning Curve

26. Comparison between Old and New
Past Learning Practices Future Learning Practices (21st century)
 Long training courses  Short micro-bites of learning
 Success is calculated by the number of ‘bums on
seats’
 Success is calculated by how much learning is
embedded into an employee’s job effectiveness
 Needs analysis is cumbersome and mostly
calculated on organizational needs
 Needs analysis is tailored to individual learning
journeys
 Technology programmes are designed around the
technology
 Programmes, inclusive of technology are designed
around the effectiveness and improvement of a
job
 Limited focus on a learning culture  Focus on high performing organisations which are
responsive to every day 21st century success. A
learning culture and continuous learning mindset
are embedded into high performance teams and
organisational culture
 Learning was never done at home  Learning is done everywhere, the workplace, at
home, on the bus, in the car etc.

27. Comparison between Old and New
Past Learning Practices Future Learning Practices (21st century)
 Content was designed by service providers and
the L&D department
 Content is self-generating inclusive of many
different organisational networks and ecosystems
 Programmes take months to develop  Programmes are developed quickly, and as needs
arise
 Programmes focused on single generic business
elements
 Whole person development is central to learning
– benefits of sleep, exercise, nutrition,
neuroscience and mindfulness are taught
 Limited input and support from manager  Manager is intimately involved in employee
development – equip teams to get the most from
learning
 Leadership development is predominantly done
by Service providers
 Executives design and are part of leadership
development programmes. Programmes are
designed around real business challenges and
needs

28. Redefining of Roles in L&D (more…)
Evolving L&D Roles
Business Consultant
Web Designer
Product Manager
Data Analyst
Web/ UX Designer
Experience Curator
Learning Portal Manager
Information Architect
Marketing/ Brand
Catalyst
Learning Consultant
New and Expanded L&D Roles
Instructional Designer
Facilitator
Training Administration
E-Learning Developer L&D Manager
Source: Bersin by Deloitte

29. L&D will need to have an Adjusted Mindset
Siloed
Complacent
Piecemeal
Rigid
Conventional
Networked
Curious
Holistic
Agile
Innovative
Versus
Source: Bersin by Deloitte

30. L&D Learning Framework
Source: Nick van Dam
Next Learning

31. Polling Question
How prepared do you think your organisation is - in order to be
innovative around graduate development (remember investment is
required)!
• Yes, definitely
• Mmmmm, not sure
• No, we are not ready for this

32. • Yes.. It can be labour intensive, but there are no
shortcuts to fit-for-purpose skills
• Excellence is a non negotiable
• The same effort is required - graduate and business
unit
• Agile response to development journey of the
graduate
• What does successful future-fit 21st century entry
level talent look like?
• What is your new talent narrative????
Redefine Excellence

33. Thank you
Ursula Fear
ursula@catalystconsulting.co.za
0829030603
www.catalystconsulting.co.za