Fuel50 at Deloitte IMPACT 2021: Sharing the Word About Creating an Effective Talent Mobility Experience

“Spring is the time of plans and projects,’ as the great Russian writer Leo Tolstoy once said, but it’s also known as talent management conference season — at least in the U.S. and Canada. 

Although the global lockdown pretty much shut down conference travel everywhere, smart, and resilient organizations simply moved their events online, as Fuel50 did with FuelX last month, and as Deloitte did this week with their Deloitte IMPACT 2021 event that was reimagined as a global, virtual experience. 

CEO and founder Anne Fulton led the Fuel50 presence at the Deloitte Impact 2021 event, and she presented as part of the Tech Trek sessions along with Workforce Architect & AI trainer Christine du Plessis, and AI & Machine Learning Platform Lead Jordan Morris. 

In her talk, Anne Fulton zeroed in on Internal Talent Mobility, mentioning Fuel50’s current Talent Mobility Benchmarking Survey (and you can take part in the research by going here), saying, 

We’re already seeing a big disconnect between what organizations are wanting to do around re-skilling and what employees actually want. What we have seen is that employees are hungry for re-skilling. They know they need to be creating a new career capability for the next five to 10 years, and that they are getting on with it regardless of what their organization is doing. So, what we’re seeing in our solution at Fuel50 … is that mobility is the outcome and talent marketplace can be the enabler for just that.” 

“It’s about creating a really engaging experience

Anne Fulton pointed to Deloitte and HR.com research that found that 97% of organizations are considering work transformation (though reimagination, redesign, or optimization) in the next three years, but only 56% felt that their organization was ready to adapt, reskill, and help their employees assume new roles. Anne described it like this: 

“For your employees, it is about creating a really engaging experience that connects them to learning, to journeys, to opportunities, to projects, to stretch assignments and doing that in a way that is fair, inclusive, and transparent, and so that it’s an opportunity marketplace for everyone across your organization in a way that is fair and inclusive. And the more transparency we provide around opportunities, the greater the chances of fairness and inclusivity. … 

Now is the time to start to think about how we create further transparency into a true opportunity marketplace. It is like a farmer’s marketplace where your employees can tell their story, present their wares, present their products and their talents and their capabilities, and share that in an open marketplace. 

We know that many of you see that 87% of employees will understand that internal mobility will drive retention outcomes. As we have seen across our client groups, nine out of ten employees agree that there is also a better attraction proposition where you can get this right. So, we are deeply invested and understanding what is happening across the globe around talent mobility.  

Our survey is open for another two weeks. The insights that you get as you are answering the questions are powerful, and the insights that we are gathering in the last two weeks have been super exciting. So we would love you to participate, to join us now. We’d really love to have you involved.”

Fuel50’s DCA: “The key focus is always to be forward looking.” 

 Christine du Plessis was introduced at the Deloitte Impact 2021 conference as Fuel50’s “resident workforce architect, AI trainer and industrial psychologist.” She spoke in a Tech Trek session dedicated to “Work-Re-Architected,” and talked about Fuel50’s Digital Capability Architecture, or DCA. 

Here are her key insights into DCA: 

The DCA is really a skill taxonomy that was developed in a response to our clients. A lot of our clients who were using our platform had their own competency frameworks or skill taxonomies, and they were believing that these were really becoming outdated and stale, that they weren’t reflecting the changes in the world of work. They didn’t have any training capabilities or skills within them. 

So, we started to design this capability architecture to really start to capture all these changes … all the capabilities, and all the skills that are required to really build a profile, to allow an employee to understand what is expected of them within their current role, and how they can transform and grow to any aspirational role that is available within the organization. 

The DCA is a bit more than a journal capability framework or a skills taxonomy … it really includes thousands of capabilities, specialist skills, tools, and technologies. The key focus is always to be forward looking. We do continuous research to really understand what all the various changes across all the industries are and all the functions in which we operate to really understand which skills and capabilities are super crucial and important. That is really going to drive that success for that employee in each role to help them understand how this role is evolving and how they can actually be successful within that role and that environment.” 

Combining deep learning and human expertise 

Jordan Morris, an Artificial Intelligence Platform Lead for Fuel50, also spoke to the Deloitte IMPACT 2021 audience as part of their Tech Trek on Diversity, Equity, and Inclusion.

“Our Digital Capability Architecture … is a rich foundation of content. It is kept fresh with industry trends from Big Data, but it also uses AI and leading human expertise to ensure every word and every connection in this content promotes diversity and inclusion. This is important.  

For example, if you just look at a million profiles of senior developers, you might conclude that people skills aren’t very important for them, but our human experts know that is not a norm we want to amplify. And more importantly, this content gets regular, independent review. 

At Fuel50, our data scientists are continuously applying our care and expertise to ensure we are not feeding our users to the wolves. 

  • For example, we do not just blindly match people to career pathways based on their skills alone. We also consider what they enjoy doing and their workstyle, to set them up to thrive and lead in their future careers. 
  • On our roadmap we have a big vision to even better support future best practice, by driving insights from the world’s most diverse, high-growth companies, and even giving our AI the ability to imagine more diverse companies than exist today using recent innovations in AI developed right here in New Zealand (where Fuel50 is based).  

Our vision is to combine deep learning and deep human expertise to empower our clients to become the most diverse and successful companies on the planet.” 

Overall, we had a fantastic time at Day 1 of the Deloitte Impact 2021 Virtual Conference — and there are three more days to go. We look forward to what the rest of the week, and the event, has to offer.

Fuel50 Talent Mobility Benchmarking Study

Fuel50 has a deep commitment to improving internal talent mobility, creating better career experiences, and future-ready workforces. We would love your input to understand current and best practices in internal talent mobility and workforce reskilling across the globe. Be part of the study by completing our engaging survey and be the first to receive our raw data report and Internal Talent Mobility research paper later this year.

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