Unlocking Potential: Embrace a Skills-based Future
Business is entering its skills era. For innovators, it’s time for a strategic plan to become a skills-based organization (SBO) before getting left behind in all the forward momentum. The transition is exciting, it’s daunting, and — for now — it’s still abstract. But one thing is clear: there are tactics and strategies that can be implemented today that will help your business embrace the skills-based future.
Janice Burns, Chief Transformation Officer at Degreed will help you discover:
As a human capital futurist and strategist, Janice Robinson Burns authors and develops thought leadership focused on how companies can transform into a skills based organization. Janice leverages her knowledge and experience, to advise clients on how they can develop pragmatic talent, L&D, career mobility & skills strategies that drive business results and deliver human-centered outcomes. She currently serves as Degreed's Chief Transformation and served as their Chief People Officer and their first Chief Career Experience Officer.
Prior to Degreed, Janice spent 27 years at Mastercard, with her most recent role as their Chief Learning Officer. As CLO, she led the design and implementation of employee learning experiences and development programs globally, as well as development of frameworks to advance managerial capabilities and effectiveness. In this role, Janice was also accountable for providing thought leadership for change management and business unit transformation projects while ensuring an effective linkage to Mastercard’s talent development platform.
Prior to the CLO role, Janice served as Group Head of Human Resources for the Global Products and Solutions organization, where she was responsible for setting and executing the human capital strategy and delivering human resources support globally to over 3000 of Mastercard’s staff. Prior to that, she served as Chief Diversity Officer and was accountable for developing and implementing the company’s integrated global diversity and inclusion strategy. In this role, she was focused on enhancing corporate image, increasing employee productivity and engagement, developing the company’s talent pipeline, and ultimately driving shareholder value.
The future viability of both companies and their employees will be dependent on how quickly they can acquire the skills they need to do the work of today and how quickly they can build the skills that are required to do the work of tomorrow.