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Why D-Squared Consilium?
Why D-Squared Consilium?
The business space is seeing some
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
are worried about
automation putting
jobs at risk
automation putting
jobs at risk
are ready to learn new
skills or re-train to remain
employable in the future
skills or re-train to remain
employable in the future
think ‘few people will
have stable, long-term
employment in the
future’
have stable, long-term
employment in the
future’
think technology can
never replace the
human mind
never replace the
human mind
The business space is seeing some
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
The business space is seeing some
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
fundamental changes in how people work. AI
and automation are replacing the human tasks,
creating a need for a different skill set in the
people organizations have and hire.
are worried about
automation putting
jobs at risk
automation putting
jobs at risk
are ready to learn new
skills or re-train to remain
employable in the future
skills or re-train to remain
employable in the future
think ‘few people will
have stable, long-term
employment in the
future’
have stable, long-term
employment in the
future’
think technology can
never replace the
human mind
never replace the
human mind
are worried about
automation putting
jobs at risk
automation putting
jobs at risk
are ready to learn new
skills or re-train to remain
employable in the future
skills or re-train to remain
employable in the future
think ‘few people will
have stable, long-term
employment in the
future’
have stable, long-term
employment in the
future’
think technology can
never replace the
human mind
never replace the
human mind
Employee Expectations of
work changes resulting
from Digitalization
work changes resulting
from Digitalization
Percentage of Employees
agreeing expectations changed
in the past 3 years
agreeing expectations changed
in the past 3 years
I need better Upskilling
I need to be able to work faster
I want to spend lesstime on unnecessary processes
I want better data to do my job better
I want more flexible working arrangements
I want leaders to make decisions faster
I want higher levels of transarency
I want collaboration with colleagues more easily
I want better guidance on new technologies
I want to work on my own devices
I want more personalized HR services
and organizations need to help make this willing workforce future-ready to succeed
Employee Expectations of
work changes resulting
from Digitalization
work changes resulting
from Digitalization
Percentage of Employees
agreeing expectations changed
in the past 3 years
agreeing expectations changed
in the past 3 years
I need better Upskilling
I need to be able to work faster
I want to spend lesstime on unnecessary processes
I want better data to do my job better
I want more flexible working arrangements
I want leaders to make decisions faster
I want higher levels of transarency
I want collaboration with colleagues more easily
I want better guidance on new technologies
I want to work on my own devices
I want more personalized HR services
and organizations need to help make this willing workforce future-ready to succeed
Employee Expectations of
work changes resulting
from Digitalization
work changes resulting
from Digitalization
Percentage of Employees
agreeing expectations changed
in the past 3 years
agreeing expectations changed
in the past 3 years
I need better Upskilling
I need to be able to work faster
I want to spend lesstime on unnecessary processes
I want better data to do my job better
I want more flexible working arrangements
I want leaders to make decisions faster
I want higher levels of transarency
I want collaboration with colleagues more easily
I want better guidance on new technologies
I want to work on my own devices
I want more personalized HR services
and organizations need to help make this willing workforce future-ready to succeed
70% of
Employees
Employees
Even when CEOs and CHROs commit to upskill and reskill employees,
70% of employees report not being able to master the skills they need for their jobs
70% of
Employees
Employees
Even when CEOs and CHROs commit to upskill and reskill employees,
70% of employees report not being able to master the skills they need for their jobs
CHROs are currently faced with three urgent priorities, each with its own challenges:
How do we get the right skills
in the right place at the right
time?
in the right place at the right
time?
How can we redesign
processes and structures to
adapt better to disruption?
processes and structures to
adapt better to disruption?
How can we respond to
demands from our customers,
as well as leaders, managers
and workers?
demands from our customers,
as well as leaders, managers
and workers?
CHROs are currently faced with three urgent priorities, each with its own challenges:
How do we get the right skills
in the right place at the right
time?
in the right place at the right
time?
How can we redesign
processes and structures to
adapt better to disruption?
processes and structures to
adapt better to disruption?
How can we respond to
demands from our customers,
as well as leaders, managers
and workers?
demands from our customers,
as well as leaders, managers
and workers?
D- Squared Advantage
The future of work depends on flatter and
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
Our interventions have helped our
customers with a ready to implement
strategy that their organizations can
ease into.
customers with a ready to implement
strategy that their organizations can
ease into.
D- Squared Advantage
The future of work depends on flatter and
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
Our interventions have helped our
customers with a ready to implement
strategy that their organizations can
ease into.
customers with a ready to implement
strategy that their organizations can
ease into.
D- Squared Advantage
The future of work depends on flatter and
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
more networked talent models, fuelled by
a more flexible, fungible, and physically
dispersed workforce.
Our interventions have helped our
customers with a ready to implement
strategy that their organizations can
ease into.
customers with a ready to implement
strategy that their organizations can
ease into.
Impact of L&D on organization's performance
A study by IBM states that
71% Of CEOs identified
human capital as a key
source of svustained
economic value
human capital as a key
source of svustained
economic value
Objectives will be met
90% more often by
increasing team skills
90% more often by
increasing team skills
84% of employees in Best
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
New Employees are 42% more
likely to stay when receiving
the training they need to do
their job properly
likely to stay when receiving
the training they need to do
their job properly
Employees who do not feel they can achieve their career goals at their
current organization are 12 times more likely to consider leaving
current organization are 12 times more likely to consider leaving
A study by IBM states that
71% Of CEOs identified
human capital as a key
source of svustained
economic value
human capital as a key
source of svustained
economic value
Objectives will be met
90% more often by
increasing team skills
90% more often by
increasing team skills
84% of employees in Best
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
New Employees are 42% more
likely to stay when receiving
the training they need to do
their job properly
likely to stay when receiving
the training they need to do
their job properly
Employees who do not feel they can achieve their career goals at their
current organization are 12 times more likely to consider leaving
current organization are 12 times more likely to consider leaving
71% Of CEOs identified
human capital as a key
source of svustained
economic value
human capital as a key
source of svustained
economic value
Objectives will be met
90% more often by
increasing team skills
90% more often by
increasing team skills
84% of employees in Best
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
Performing Organizations are
receiving the training they
need compared with 16% in
the worst performing
companies
New Employees are 42% more
likely to stay when receiving
the training they need to do
their job properly
likely to stay when receiving
the training they need to do
their job properly
Employees who do not feel they can achieve their career goals at their
current organization are 12 times more likely to consider leaving
current organization are 12 times more likely to consider leaving
HR Magazine reports
that companies investing
$1,500 or more per
employee per year on
training
that companies investing
$1,500 or more per
employee per year on
training
Have average 24%
higher profit
margins
.
Have 218% higher
income per
employee
.
Generate a 6%
higher shareholder
return
.
than those with less comprehensive training
Post Covid Era of L& D Offerings
A Study by McKinsey shows that, post Covid, skill building is becoming common
practice, social and emotional skills are in demand, and there’s a recipe for
successful skill transformations.
When companies follow practices that support a skill transformation—for example,
assessing the demand and need for specific skills in the future, designing a portfolio
of initiatives to close skill gaps, and launching an organizational structure that is
dedicated to learning— the odds for success are nearly guaranteed.
practice, social and emotional skills are in demand, and there’s a recipe for
successful skill transformations.
When companies follow practices that support a skill transformation—for example,
assessing the demand and need for specific skills in the future, designing a portfolio
of initiatives to close skill gaps, and launching an organizational structure that is
dedicated to learning— the odds for success are nearly guaranteed.
HR Magazine reports
that companies investing
$1,500 or more per
employee per year on
training
that companies investing
$1,500 or more per
employee per year on
training
than those with less comprehensive training
Have average 24%
higher profit
margins
.
Have 218% higher
income per
employee
.
Generate a 6%
higher shareholder
return
.
Post Covid Era of L& D Offerings
A Study by McKinsey shows that, post Covid, skill building is becoming common
practice, social and emotional skills are in demand, and there’s a recipe for
successful skill transformations.
When companies follow practices that support a skill transformation—for example,
assessing the demand and need for specific skills in the future, designing a portfolio
of initiatives to close skill gaps, and launching an organizational structure that is
dedicated to learning— the odds for success are nearly guaranteed.
practice, social and emotional skills are in demand, and there’s a recipe for
successful skill transformations.
When companies follow practices that support a skill transformation—for example,
assessing the demand and need for specific skills in the future, designing a portfolio
of initiatives to close skill gaps, and launching an organizational structure that is
dedicated to learning— the odds for success are nearly guaranteed.
Post Covid Era of L& D Offerings
A Study by McKinsey shows that, post Covid, skill building is becoming common practice, social and emotional skills are in demand, and there’s a recipe for successful skill transformations.
When companies follow practices that support a skill transformation—for example, assessing the demand and need for specific skills in the future, designing a portfolio of initiatives to close skill gaps, and launching an organizational structure that is dedicated to learning— the odds for success are nearly guaranteed.
The Way Forward
In this new paradigm, organizations need a learning partner,
with proven expertise, to help build their future manpower
potential, leaving the leadership team free to focus on their
core business activities.
At D – Squared, we are committed to helping our
customers identify what is the perfect recipe for
successful skill transformation in their organization,
which will lead to tangible growth in business results and
shareholder value.
with proven expertise, to help build their future manpower
potential, leaving the leadership team free to focus on their
core business activities.
At D – Squared, we are committed to helping our
customers identify what is the perfect recipe for
successful skill transformation in their organization,
which will lead to tangible growth in business results and
shareholder value.
The Way Forward
In this new paradigm, organizations need a learning partner, with proven expertise, to help build their future manpower potential, leaving the leadership team free to focus on their core business activities.
At D – Squared, we are committed to helping our customers identify what is the perfect recipe for successful skill transformation in their organization, which will lead to tangible growth in business results and shareholder value.
