thank you um good morning or afternoon everybody Deborah stuck with servicenow I have been here for a little over four years but for the past 15 years I have been really focused on human capital technology so uh the topic of skills intelligence has been something that's been around for quite a while as I'm sure you all all know today so we're looking forward to the conversation uh and definitely welcome participation uh whether through polls that we are going to be doing so we are going to be asking for some participation and and obviously through chat as well but I'm going to hand it over to Lisa Getz next to do a quick intro on herself as well thanks Deb hi everybody I'm Lisa Goetz I'm an advisory Solutions consultant for the employee experience with servicenow I'm based in the DC area in Maryland and I've been with servicenow for three years I've been supporting government users as an HR technology consultant for the past 34 years in the roles of pre-sales support and implementations I like to also introduce our colleague Kelly Riley okay Riley hi everybody um I have been at Deloitte for the last 13 and a half years I spent the first decade of my career really focused on HR operations working across the end-to-end HR life cycle um in the second decade I really focused on using that data to drive more efficiency in both strategy and operations so a lot of what we'll be talking about today so I look forward to it so thanks again for spending time with us we appreciate it um really want to focus on skills intelligence and the role that they play in employee growth and development obviously but it's no secret that the federal government is going through this Talent crisis so on one hand we've got an aging Workforce and on the other hand we've got gen Z who expects more from their employees so you're gonna see a lot of and hear a lot of different stats throughout the day so according to the 22 federal employee Viewpoint survey overall employee satisfaction and morale declined for the second consecutive year dropping several points actually below pre-pandemic levels obviously this could be a result of moving to a remote slash hybrid work environment post covid although we know that is getting ready to change but the landscape is also evolving right so in order to change this we know that federal agencies need to adjust how they train and engage employees to suit the modern Workforce in fact according to a LinkedIn study 27 percent of Millennials and gen Z said that the number one reason they'd leave their job is because they did not have the opportunity to develop and grow their career so think about that for a second almost one third of the majority of our Workforce say that they're ready to just get up and leave if they feel like they're not getting opportunities to develop and grow their careers so that's big deal obviously and in today's environment you know federal agencies are hearing different things like Ai and gen Ai and diversity Equity inclusion and accessibility they're also dealing with decreasing budgets and there are obviously more things that come into play when they have to think about the Recruitment and hiring activities and different things that they have to do really to to meet the mission so as incredible as it may seem by early as 2027 some of the research that servicenow recently conducted with Pearson found that up to 4.9 million jobs in the United States could be augmented by AI technology which is huge but even more staggering the same research also found that 5.9 million new tech jobs will be needed in the U.S by 2027 and that's just to fully deploy these emerging Technologies and I mean that's right around the corner so it's no surprise right in that priority number one of the PMA urges agencies to become ideal modern Forward Thinking and directs agencies to be prepared for the future by identifying these new skills needed for Mission needs got to integrate technology modernize and optimize the the workplace so here we go for our first polling question um and again we'd love to hear from you these are Anonymous um and we are going to do these a couple times throughout the session so please feel free to provide feedback um you could also use the chat if you want to chime in on a couple of things but how many of you feel your agency provides opportunities for you to grow in your current role or encourages you to develop new skills and explore different opportunities within your same agency and while we're answering that anybody feel free to raise your hand use chat if you want to just chime in and and share your thoughts on that okay great I love that so sixty percent seven percent agree 15 disagree and then we've got some unsures out there all right so here's another one let me close out of that because I can see that so another good stat for you so night same LinkedIn study 94 of employees say they'll actually stay at an organization longer if they believe it is invested in helping them learn and grow and develop their career so imagine I obviously most of you agree with that statement so if you think about that if you have a process to show employees that you're committed to their growth and development most of them are going to stay knowing that they have a future so our chief transformation officer her name is Kelly Stevens Weiss she likes to equate skills to gold and much like gold the most critical skills in organizations are sometimes kind of lying beneath the surface um we all know they're hidden in multiple places or systems to be more accurate but we know that they're valuable they're in high demand and obviously they're critical to the success so most agencies today particularly on the CIO within the CIO world they're they're really after the same skill domain so AI Predictive Analytics AR computer visioning Etc so with that said we must make skills visible and accessible but how can we do that and see the talent in our organization to a level of specificity around skills so we all know that people are way more than what their titles say or even what they're doing in their their current roles so if we could use that information we would see that we're maybe either too rich or too poor if you will in a particular skill so by knowing that would we be able to actually mobilize individuals based on those skills when we need them most right and I know we're going to talk about that some more so for those of you who are familiar with servicenow you know that we have a vast partner ecosystem and obviously we've got Kate from Deloitte with us today being part of the federal HR transformation team there and as she mentioned she's actually spent over 18 years just working specifically with federal agencies and I I got a kick out of this so I wanted to bring it up if you look at her LinkedIn profile it says I solve complex human capital challenges well this is obviously a big challenge that that the federal federal government is dealing with right now Kate so tell us a little bit about what you're seeing yeah I'm a glutton for punishment um I have uh I have seen actually quite an uptick in agencies focused on Talent strategy they're definitely feeling some of the metrics that you brought up Deb um it is certainly a reality in the federal space as it is in the commercial space um The Challenge though is to really drive a data-driven talent strategy approach how do you get the skills information into a data storage or a way that you can use it consistently and that can be daunting to some federal agencies and I'm working with several right now where we are um aligning skills and competencies to both positions and to people so we have two unique data sets to drive career pathing secession planning workforce planning um we're doing that all through servicenow and it's not lost on me that is very intentional to drive a data-driven strategy because it does um force and encourage the network bias to go away and to bring out equity in every Talent engagement every development circumstance so that everybody has an opportunity to grow their skills and develop in the ways that they want to so what would you say are some problems that organizations can solve today with that skills data there are a lot of practical Mission critical use cases some that agencies work through every day like details right right now that's um in a lot of Cases left up to chance that the person who might see this detail as a career development opportunity um sees it um but I think government agencies have an opportunity to be a lot more intentional with how they are aligning people to Opportunities like details like standing up project teams to solve a presidential event management agenda initiative or any priority the agency has so many of federal employees are working multiple jobs at once they're doing their day job and they're they're helping out with these additional priorities and opportunities of each Administration and just think about the Difference Maker is when your supervisor Taps you with a skill you said you wanted to develop to work on a significant project that has an impact that's incredibly meaningful to any employee but especially to our younger Generations in addition there are things that agencies grapple with every day I work for a lot of organizations that work around the world and they faced Global crises a malaria outbreak or an ebola outbreak causes leaders to take a look around the agency and figure out who can deploy quickly who has the right skills it's not a situation where you want to leave it to chance or volunteers and having skilled data at the ready what we're doing is actually assigning what we call skilled badges or skill groupings where you can actually Define as an organization let's say you have an ebola crisis need you can Define someone and give someone a badge where they can be deployed to foreign Ebola crisis rather than trying to find the 15 skills that one needs to deploy so if you have typical organizational needs you can code that and Define it in your skills framework and then at the click of a button you get a ready list of people available to deploy to such crises but the the use cases are ample and I'm sure some of that resonates with the crowd absolutely absolutely so we obviously know that data is is critical for making these informed decision and it's apparent that people process and Technology are all kind of at the core of the the crisis right so we look at the public sector Workforce we know it's aging and in the process of a big generational shift and it's here we go some more stats for you 75 of the global Workforce will be Millennials or gen Z by 2025. which means that really the business as usual is not going to cut it anymore so agencies really must shift how they approach things in terms of acquiring engaging and upskilling the talent because if not they're going to lose these people because they're not able to evolve to meet you know the expectations of the workforce I was actually recently talking to one of my colleagues and who was sharing how his mom now retired but she spent 35 years in service at the U.S Department of State working in facilities the entire time but the difference is is that she loved it and if you would ask her she would not do a single thing different but that's really not how people you know in the younger Generations are thinking today right so we all know that people are of course at the center of everything agencies do organizations Etc but now with these multiple Generations within the workforce ranging from the Boomers who are very traditional and loyal just like my friend's mom um to gen Z Now who grew up with technology at their fingertips their entire lives and they obviously have different expectations and different priorities too so here's another polling question for everybody so um while we while it pops up how many of your agencies offer actionable career growth plans and then another one follow-up to that one is do you feel that your supervisors in your organization possess the skills needed to engage in a developed Talent of tomorrow and while you guys are answering that Kate would love to get your your thoughts on that and in particular what do you think the public sector can learn from the private sector in this particular area commercial organizations um today are defining rules I said 98 are trying to become skill based organizations um they're they're working to Define roles as a collection of skills and that is intentional to create cross-functional moves across the organization to keep people engaged and constantly learning and they support these moves with very targeted learning again data driven um and learning and work experiences um and the the key is that they don't try and solve for every training need um that's in your impossible feat but we're all familiar with YouTube and other training sources that are publicly available and free um the important thing is to make it transparent to the employee on the skill gaps that they have to achieve their goals and enable supervisors and employees to have that conversation meaningfully and to empower the employee to develop their own skills whether that be through organizational means or on their own fruition but I do think it's it's a really important component to drive that skill development down to the sort of lowest common denominator or those supervisor employee discussions to help you know enable skill growth over time absolutely so there we go all right okay 50 yes 35 five percent no and then 15 unsure okay and then on the supervisors all right okay uh interesting of the the spread that that we have here um thanks so much for the participation though I love I love the interaction so you know obviously agencies they need to transform the workforce by harnessing you know the power of these skills and we all know that there are different roles right on one hand you've got your leadership who's obviously focused on on the strategy ensuring the right Talent is in place all about supporting the mission and then you've got the supervisors who are really focusing on productivity and the output in order to execute the mission and then finally the employees who care about their own career Journeys right how are they progressing and finding more opportunities so focusing on skills being able to reskill or upskill benefits to all three of the stakeholders to help really achieve these different goals and obviously ultimately meet to meet the mission so if you go then into process in terms of you know the the process the people in the technology we talked about the crisis scenarios and being able to deploy employees quickly in order to support the mission but we need to change the current process to prove that we're really invested in helping our employees learn and grow and we all know federal agencies are really deep rooted in processed and change doesn't necessarily always come easily but it can be a simple way to keep you know Talent motivated by offering career growth and development so Kate I've heard the term skills-based organization in the human capital space of course what does this mean and how do you see government agencies adapting to this concept the theory theory of a skill is one where you essentially under work from a formal job description and uncouple workers from the idea that they perform a job and so it's the focus in simple terms you focus Less on degrees and um certifications that one has gained and more on the skills that they have demonstrated and their aptitude to gain skills in the future um I know this seems daunting right when you're in the federal government you have position descriptions to adhere to um you have job analyzes and you have some strict ways of conforming to the occupational series Etc but it it does in fact apply to federal agencies and quite frankly it has to given the stats that Deb has thrown out um in addition to Deb's LinkedIn surveys and other other stats Deloitte itself does a lot of studies on this and we found that skills-based organizations are 98 more likely to retain High performers um and 98 of companies are moving to be skills-based organization in the commercial sector government agencies can adapt it is highly possible and many have already moved to this and and some a long time ago uh in terms of having standard position descriptions enabling this sort of movement and adapt adaptation to skills in the job but also uh agencies have um if an agency has an understanding of its Workforce in this data-driven way and understands the skills uh that they have the desired skill set of each employee it becomes very organic for supervisors to have that sort of engaging Talent Development conversation that is so essential to retaining your employees um and in fact it is quite amazing what can be accomplished if that engagement exists we have found in our studies that 63 percent of of skill based sorry let me say that differently skill-based organizations are 63 percent more likely to achieve results than any other organization makes sense right makes absolute sense so obviously we've we've got to find a way to build this clear path right to to move forward but we've got to ask some hard questions different things like do leaders which is why we asked that question earlier have the visibility and do they have the skills but is there visibility into the skills required for these Mission critical occupations and I know just from speaking to my own customers that it is something that they're working on and the focusing on no there's probably a lot more that needs to be done but also can the talent that they have be reskilled and upskilled and then of course how are the employees tracking their skills and then how easy is it to see that when it comes to the recruiting process right so back to the the employers and federal agencies um you know are they making improvements in these areas so that then leads us into technology right so technology is continually involving it's always going to but if we go back to that gold theme if you think back to the Gold Rush right workers spending hours of heavy manual labor but if you look at it in the today's terms we hear about spreadsheets a lot tracking things in spreadsheets sending emails right making phone calls that's kind of equal to that back-breaking you know manual activity right so again going back to the younger Generations who grew up with technology at their fingerprint at their fingertips they are really expecting to use tools to help them do their jobs more effectively so federal agencies and organizations like servicenow and Deloitte we have to be able to embrace technology right um to be more relevant and and have a fighting chance to keep this top talent so there's a lot of people there's a lot of skills data within the federal agency we all know that they live in your core HR System they live in an applicant tracking system they're in your learning management system and other systems that are out there as well so transparency is critical and if you can't easily access it then that's a challenge and frankly a problem so another another quote for you here over 50 percent of organizations believe that they have insufficient data about skills creating a barrier to the workforce Readiness so here we go final final polling questions for everybody I'll give it a second to come up so is your agency equipped with technology to to Target skill development on a continual basis and then two do you feel confident so I feel confident that I find the training I need to advance my career within my agency so while they're answering that Kate how are agencies that you all have been working with defining and storing skills and competencies in order to Target Recruitment and learning yeah so you mentioned it Deb data is uh traditionally stored in a number of different systems um skill employee skills are often captured in a learning management system which might not be integrated with other Solutions position skills are often only captured at recruitment or in PDF files somewhere and are often not used necessarily to develop employees on a continual basis so um because these skills and competencies are captured in different places it can be daunting to try and get them all into one place um and to update them um right so what we are are doing today with several agencies is we're actually using natural language processing uh to comb through job analyzes that exist position descriptions to gather a lot of key information that exist on occupations um also using opm's Mosaic framework as well as Department of Labor's ownet skill categorizations um but we're adding to that some additional emerging skills we do believe that the skills of the future are broader than just Technical and Leadership skills as a as an example um but we do believe that they will include things like interests passions motivations location preferences even and a broad array of data which means your data storage mechanism has to be flexible and capable of growing and evolving over time that's exactly how we are using servicenow today in several agencies to capture those skills directly on the position and then allowing the employee to add their own skills so that we can match the two data sets together for continued growth career pathing for career growth plans Etc we go we're going to see our results there we go okay I feel like we have a pattern we've been kind of in that same area so 30 yes with quick with the technology but 50 no so that's that's big um and then the 13 unsure and then okay I like that we've got a bigger number on the strongly agree that's positive right um and then even on the agree so that's good I I like those answers thanks so much everybody so we really need to be able to leverage technology to to automate the skills skills intelligence right this means higher performing teams you know better employee experience increased productivity and engagement uh and and we really recognize servicenow recognizes this and we anticipate that our employee growth and development solution will be the Breakthrough right so it's human-centered technology it's transforming the way that we hire an agency it's not we but obviously we always practice what we preach right we drink our own Kool-Aid but how agencies can hire we can reward Kate imagine mentioned badges earlier but again really it's all about growing employees so unlike some of the tools available today if we remove bias friction and errors they're found in a lot of these are personal but our traditional approaches sorry so we know that we need to be smarter and more agile and we need to use the skills intelligence to identify these employees right based on the insights not anecdotes but and then creating these career paths for employees providing new opportunities to grow or develop in their different roles and maybe find a new experience within their existing agency and then really kind of level that playing field right and and providing these getting and taking advantage of these diverse backgrounds and capabilities so for those of you who may not be super familiar with servicenow and maybe you are if you are you're familiar with this slide but really you know servicenow we call ourselves the platform of platforms but it's an intelligent platform for end-to-end digital transformation and and adding this skills intelligence solution really becomes kind of the heart of it but if you look at how we look at technology um you know we we take this whole entire platform and have these different scoped applications but what we did is we acquired a company uh called hitch and this is about a year or so ago because they were actually the leader in skills technology and in this Talent Marketplace solution and what we've been doing over the past year is is we've been working to re-platform the skills based talent and bring it into the servicenow platform and it's part of our employee workflows solution but it's again about providing this intuitive you know experience and self-service for employees all about helping to improve processes with workflows leveraging things like artificial intelligence right machine learning data analytics and integration so Lisa's got to go into this a lot more detail but what we we see this as a layer of Engagement then that's going to sit on top of your existing systems that I mentioned earlier right your applicant tracking system your core HR are and any other system that you have there to then tap into it and be that single location that provides you know a One-Stop shop for employees and managers supervisors and Leadership to start coming in taking a look at this information and being able to really make actionable decisions for you know achieving that the mission so really Now's the Time right it's all about the mission we need to make sure that you've got the right skills in order to meet the mission and the federal government is going to have to kind of make a pivot here but we know we can right we know that we saw it in covid um and now it's really about meeting uh the demands of what's going on in terms of the technology and really being an innovator um here not not a lagger and it's about focusing on the employees and how can you help them grow and keep them within your agency to then of course meet that mission so that's it from us for now and we appreciate all of the input but what we're going to do is we're going to transition into giving you all a quick preview of the employee growth and development solution that is coming out next month actually maybe in just like the next week I don't know what the exact date is and it might be September 6th but don't quote me on that uh awesome so Lisa's gonna dive into that I'm going to stop sharing and I'm going to hand it over to her to dive in all right thank you so much Deb and Kate that was really wonderful to listen to as well I know we've been rehearsing this but I I still am amazed at some of some of the trends that are happening out there and how we can align to that now the first thing that you're seeing and let me know uh Deb if you're we're seeing the Safe Harbor notice of my position correctly okay great you're good we're very excited to share what's coming for uh internally we're calling it EGD instead of employee growth and development just because we love acronyms um but as it becomes generally available in the Vancouver release on September 20th 2023 so there's your date Deb yeah and it'll be your it'll be available on the servicenow store uh but as it's not yet generally available at the time of this recording and what will be presented is based on the information and plans we have now there could be changes due to unforeseen circumstances prior to that release so just getting that little disclaimer out of the way uh this graphic is giving you a quick peek of what's to come with the subsequent releases and what's included in Vancouver uh with the red uh red buttons or I'm sorry red borders around that and again that's going to be available uh in in that Vancouver release in a few weeks from now and they will all be delivered within that employee Center Pro uh user experience so you can see that on the Vancouver release we're going to be releasing the career Hub which is going to be targeting that employee experience but coming uh in future we'll be we'll be adding things like the opportunity workplace a team development Hub and an organization development Hub that's geared toward the business leader we're also going to be uh including the career growth plan so that there could be collaboration between employee and manager and others about directions that their career can go uh not only lateral moves but also higher up moves for for those users and some of those key components that are going to be part of that will be learning uh at using our Learning Hub and that that's been accentuated for this as well as helping them Define aspirations that are going to be driving those critical conversations uh Kate that you were mentioning earlier that are so important for uh retaining that top talent all of this is going to be supported and powered by our skills intelligence engine uh which I'll give you a little bit more information as we're moving forward so our skills intelligence offering is based on an acquisition that servicenow did to acquire uh hitch Technologies and this is just some of the major uh pieces of those Technologies and it's really uh starts with this Dynamic skills ontology that is connecting skills roles and people so that we can deliver those that employ uh growth and the subsequent business outcomes and also part of that acquisition includes that AI engine that has been growing as if you worked with uh with AI it takes a while for it to gather data to to learn that some information so that ontology is including over six years of data collection and learning and evolution uh across 250 million different sources to deliver a library of over 6 000 skills that can be leveraged on top of that we're also included so it also includes several artificial intelligence models and matching algorithms so more like federating that data so that as these skills are coming from multiple sources it can help uh consolidate that into understandable skills or common skills that could be matched uh with with those employees and then what we're doing is taking those engines and then driving that directly into our our actionable uh actionable user interface and and making that just part of an extension of their career profile uh and helping that along and also to proactively push changes in skills to those uh those employees and managers in their natural flow of work so the first thing I asked so coming from a Consulting role with uh federal state and local governments myself is is when you have uh those those organizations they might already have skills and intelligence libraries can they reuse those can those be imported into the solution and the answer to that is yes so on top of this AI engine that already comes with skills we can be bringing in information from your applicant tracking system um and you know Kate again you mentioned that a little bit earlier some so it's evaluated at position time when you're assigning but then not looked at after that uh so this is a way that we can continue those conversations and continue leveraging those skills libraries and of course we're going to be wanting to work with your existing existing HR systems of Records so again this is not a replacement it's a working together with your existing uh HR and other types of Point Solutions also then using our system of Engagement to to push out things like a career Hub that's employee facing and a manager Hub that will help your managers manage all of those different skills development conversations aspirations and growth plans as well as some of our other tools within our our employee experience then also leveraging other types of of communication preferences things like Outlook SMS text Team Zoom slack and all of those systems of action are going to be helping to push prompts proactively uh for users to easily change their skills when they need to so for uh for the remainder of our of our session I'd like to introduce you to a couple major uh Concepts in a couple major areas that you'll be uh you'll be able to take advantage of with Ben Cooper and the first is an extended career profile where uh the user will be able to see a pre-populated skills profile based on AI searches uh that are that are pairing together their job their roles uh with the appropriate skills so that they can confirm that so that they can not only identify that those are the right skills but also associate proficiency levels along with that this is also going to allow managers to validate those skills again working with with uh State local government primarily uh in my my prior careers that was always their first question is okay you can add these skills but I want somebody else to make sure that those are correct so we can absolutely add those workflow and those approval paths to this as well and it's also going to give a a 360 uh view of the the uh the employee's resume or CV uh directly on that profile uh so uh so other users who who might need this these types of types of skills can also have access to that as well in addition to the career profile we're also going to be introducing a career Hub that's going to be employee facing so that they can be helped along with those career conversations they could be prompted to see what types of roles would be a good fit for them based on their current skills and identify the skills gaps that they might need to work on uh through learning training and other types of experiences in order to achieve those those goals and for the manager the ability the uh the ability to manage all of that information for multiple uh multiple people within their team so that they can get insights and recommendations on to help those conversations along as well alrighty so what I'd like to do is start with the employee experience so I have a click through demo here again we are still working on uh getting getting our systems live internally so uh so we're going to go ahead and just walk through some of these different scenarios and start with that employee experience as well so uh what I'm going to start with is really this skills intelligence area uh and we're gonna be touring this from my employees perspective her name is Emily and we'll also take a look at some of this uh from our manager experience if time permits so starting with Emily you can see that our skills intelligence is really pushing uh this type of of uh proactive prompt with these everyday platforms again like SMS this could be a text that pops up on their on their phones for example we're using teams here but these prompts can also be through email through slack as I mentioned earlier and while these uh these skills are changing or while your policies and procedures are changing if this is related to skills these prompts will can be pushed out as they're changing not throughout not one time a year for example uh right before performance appraisals but this could be throughout the year so that they're in constant update mode and making sure that that data is fresh as well um so the first thing that's happening is is uh is Emily is being prompted to confirm that the skills that that they that we have right now are correct and she's given an action actionable link to go directly into the skills uh library that they have right now to confirm her proficiency level now I remember uh in a prior in a prior role uh not even with servicenow I would be uh presented with huge lists of two three four hundred skills and they'd be like which ones are yours and so it's a daunting task so what this is going to be is manageable digestible uh of ways of of keeping this information up to date and so the uh the user the employee will be helped along not only with uh with the with the skills themselves but what proficiency level and then what does that actually mean so as I'm looking at that okay I'm confident and capable with this skill so she could just go ahead and uh track some of the rest of these items and rate herself to make sure that that makes sense for her and again taking a look at some of these definitions of what those proficiency levels mean they're then going to be added to her profile so notice she was guided to that proficiency level and that had that pop-up help is supporting her right in the moment while she's working at looking at this and now what you're also seeing is our new career profile and it's showing again the required skills for her job the other types of skills the more latent skills that she has but might not be using right now however those might be related to another role or a better role as she's moving up toward towards her goals and again this is also including her prior experience her current experience all of which is going to have that that good 360 degree view of her of her work right now again this is really again uh her her employee profile with the ads of our learning and Career Information on the far right so you'll just see that information extended now from here again she'll also be able to edit these skills if she needs to so uh she can view those skill details change the rating remove those skills so again they're all actionable uh as as she needs them what we're also adding here is this career Hub so this is going to be the more actionable area where uh where employees can go to create things like aspirations and growth plans and manage conversations with their manager and other roles so really placing that employee into a into a position where they can help drive that information on their own and make sure that their manager knows about it it's really it's really promoting those opportunities for engagement uh during those conversations now the first thing that you're you're seeing here is uh Emily's Circle so this is this is Emily in the middle uh her manager Maria is here on the right uh but these are also other people who are more or less her board of trusted advisors these are people who are going to help uh influence and support her career growth and she could still she could build out these individuals that she can interact with and also the system itself will provide intelligent ways of adding to that list um as she as she moves forward as well in her Career Development and as I scroll down she has some tasks that are prompting her uh she has a task of this a conversation that's going to be happening formally with her with her uh with her manager so an upcoming conversation is happening so she can really see all that career related information she'll be kept up to date with proactive prompts and and uh and and tasks that she needs to do that'll track her progress also things like timelines and Milestones and showing achievements that she's also uh also completed so Emily uh has its upcoming coming growth conversation she wants to make sure that she mentions that uh she really does have an aspiration and area that she wants to move into and wants to make sure that uh that she can get that that help from her manager so that's this aspiration section this is something Emily wants to focus on uh this could be a new role or a new skill it could be a new interest or even something else so she'll be guided through uh that process and that can then be turned into an actionable growth plan so not only giving uh help as as we've been doing with things like knowledge articles but it's also going to be transformed into uh a real a real career path for these for these users um as they're connecting with their mentors with their peers and with their managers so as she gets started then Emily is given a step-by-step guidance on that aspiration she could be looking at moving towards a new role or mastering a skill within her role right now going into a different interest area or really something else so we're giving her all of those options to you know walk through what these are about and and letting her try on some different things as well and then what this is going to also do then is to show her other roles that are within her current field or or outside of her current field but could align well with her current skills so she could be making a lateral move uh when she in this chain making a change to something new or she could take the next step in her current field and in our example Emily is interested in becoming a sales manager and as she clicks on this it's going to show her not only the uh the skills that are needed but also the skills gaps that uh that she would need to work on and she can maybe use this to make choices on on whether or not this is something that she wants to move toward as well as showing her people in this org and as she would click on this uh that would add that to her circle of trusted advisors so that she can continue she can start getting to know these people ask them what kind of training I bet she might need get some information about that experience as well so she can uh select select that she that she is looking for this uh new role and she can compose a message to her uh manager that's going to be part of that growth conversation as part of this aspiration what she can also do is if she's not ready to share this with her manager she can use this to really just just make sure that it's it's just um it's just bookmarked for her to look at later or she could select other people so maybe she wants to look at another group and she wants wants to talk with him first before she goes to her manager so she actually has control on whether or not uh on who's going to be seeing these different apps um aspirations and she could preview what that's going to look like so she could be reminded of who can see this uh who she wants to have have visible have this visible to as well and then uh submit that or even submit that as a draft say that as a draft now you can see that that's aspirations been added to her profile and as she's thinking through this she might want to immediately start a growth plan but maybe she wants to talk with her manager first about some of this information so she's just going to add a talking point and what that's going to do is then add that in a growth conversation and if uh how are we on time I have about 10 minutes Deb I can move forward and show a little bit of that too we have 10 minutes yep to the top of the hour okay so what that would do next is actually start creating a conversation agenda and as you're looking at this career Hub we're just really uh we're looking at this career Hub and I was just adding an aspiration there's also this new conversation area that's going to help with those growth conversations that are happening so as we're protect we're uh preparing the agenda you can see that uh Emily I'm still logged on as Emily the employee she's having all this control over what's you know what we're going to talk about and and she can add more topics so that as she's thinking of them she can add this career uh aspiration uh to to the discussion so in terms of the talking points for the formal discussion uh we can make sure that that's added as well all righty so as we're going through this again you can start seeing that this agenda is not only uh not only manager driven but also also uh driven by the uh by by the employee as well and again we're we're uh pushing that all out through that career Hub that's going to be uh employee facing now I'm shifting roles so if you look up at the upper right hand corner I'm now logged on as Maria so we've moved from the employee view to the manager view so you can see some of these new enhancements to the manager Hub that's going to help support uh EGD employee growth and development just as we we get used to talking about some of these new offerings again we're using uh we're using familiar familiar types of of uh of activities and and um of and areas opportunities for engagement we're pushing this out directly from uh from teams but this could be pushed out through an SMS text or this could be an email and since Maria spends a lot of her time in teams this works well for her she's being reminded that there's a growth conversation with Emily coming up she's given the opportunity to update that agenda and she's given uh convenient links to the manager Hub or the upcoming conversations tabs within manager Hub so again if you've seen the manager Hub that that was released a couple family releases ago I believe San Diego don't quote me but I think that was it um and uh then you're see that you're familiar with some of the major areas of the manager Hub again we've extended that uh to the growth plans and the conversations so this is helping uh helping those those managers uh understand these growth conversations and how helping to orchestrate and and organize those agendas as well so you're seeing the uh the agenda that that is helping Maria keep her conversations on track and efficient but we're also pulling in uh information from servicenow and also even from third-party applications so again she's seeing what the agenda is going to be she can see that um that the career aspiration that Emily added in the prior step has been included she can add additional talking points as as they come up and as they occur to her uh but also again she could see that aspiration that uh that Emily added as well as feedback from perhaps 360 feedback reviews that might be might be useful now this example is really from a third party app but it's showing how we could bring that information into the solution that will help uh have those responses and that that helpful information easy uh and available for Maria the manager so she doesn't have to swivel chair to yet another application to get that that survey as well in addition the skills that Emily was just uh was just updating or also brought in so again here's that okay you can you could start with the skills but I want to have a higher level manager to make sure that those skills are validated but there's agreement uh instead of just adding them adding them uh without without uh oversight so the skills that she was adding as well as the current proficiency levels could be added here and then the manager can just validate those skills if they're in agreement with that as well so that's just an example of how those growth conversations uh can be can be uh can be added as well as how the uh how the agenda can be updated for that user you could even start adding action items and here's how we can plug in things like learning courses uh from our Learning Hub directly into the process during those conversations those growth conversations uh as well so again uh we can we can add the manager can add additional tasks for example to prompt Emily to create a growth plan so we're taking this from the aspiration to actually an actionable plan uh to uh to track activities uh and and learning and other types of approvals to this growth conversation foreign and then finally as we as we go out of that meeting conversation to show you what really what those actionable growth plans look like and in this com this this uh this view we're going back to Emily's uh view of the world here so she's back she's she's taking a look at her uh at her at her circle of advisors but now she's seeing actionable items such as there is this growth plan prompt for her to start putting that together specifically towards becoming that sales manager role that she was looking at a little bit earlier so she could go ahead and get started and we're always walking these users through step by step so that it's easy and it's it's also um it's also targeted and directed so they could do as much as they can as from a self-service perspective so it's asking from the recorded conversations and other aspirations you know which one is going to transform into a growth plan and look at these other uh items here the quarterly growth conversations from prior quarters they also might be prompt a growth plan we're going to take a look at the sales manager aspiration and use that as a basis and what it's going to do is pull in the skills the requirements the recommended learning all driven by AI in these in the skills intelligence platform that'll help drive her into that position the first step is is the items that is taking a look at her current skills and her current skills qualifications again these levels that you're seeing represented by it by a number but it's also showing what she needs to work on so these are skills that she's she still needs to acquire and she's you know figuring okay I gotta work on all these skills but it's it's it's telling her to pull back a little bit because if she's trying to over allocate herself uh it's going to be overwhelming so we're saying we're recommended only working on a few skills at once so okay let's just take a look at these four for example so it will then take those skills and find activities and other learning that can help them achieve their goal and here's how we're starting to pull in our learning uh our learning recommendations from the learning posts that can tie into your existing LMS systems and then pull it pull in those recommendations based on the related skills that will be earning earned from mastering those courses so she could take a look at the the top recommended recommended items but also from uh from from other sources that might be might be needed and she also will be able to search learning uh based on courses that are recommended for her and also searching by keyword as well so really uh trying uh really drive again a lot of different perspectives from the learning area as well as recommending activities that will help her achieve those goals conversations with people who are already in those roles or meeting with a peer about those roles again you can help control uh and help help devise different methods for uh for for achieving those goals that might not be learning related they also could be job experience for example mentoring uh and other types of items and then who is going to be approving some of these skill validations that she's going to learn is that going to be her direct manager or maybe it's going to be somebody who specializes in that area so she can also see how that's going to work and who's going to approve those plans and it'll create the growth plan straight from there so I hope that was uh uh giving you a high level hors d'oeuvre tray I like to call it uh some of the highlights that are coming with employee growth and development we'll be uh talking more about this as we go live with this uh we we encourage you to attend your your uh your uh special interest groups the federal Sig is one that I work that I work with but there's also a special interest group for employee growth and development uh and thanks for your attention and Deb I want to toss it back to you in kitchen yeah thank you yeah I'm going to share my screen real quick I'm going to put our contact information back up here