Following the success of the pilot, how did you roll it out more widely?
Rather than tell everyone that we would now switch on Workday Skills Cloud and gigs (which is the traditional change management approach), we wanted to be demand driven as the implementation required an investment by leaders to want to change the way that they develop their people. Other parts of engineering started to say, "Hey, I heard about your pilot. I heard about gigs. I heard about Skills. How do we get involved?" And we then embraced them and said, "This is the way you do it. Here's the playbook for implementing that we learned from our pilot."
We ended our first roll-out with 4,000 people in February and now we're up to 10,000 people. We've had multiple launches, almost every two weeks we're switching on a new department, be it another part of engineering or business development, or comms, or HR. Of the populations that we've launched, there’s nearly 40% adoption. So, 40% of people in those areas are filling out Workday Skills Cloud profiles and are looking for gigs and trying to find opportunities. This is generating a lot of skills data that we can then use in the future to understand the full skills of our people, not just their qualifications or what jobs they have done before.
We're really pleased with the results so far. We have a plan for the rest of the year to get half the organisation on Workday Skills Cloud purely based on people coming to us and saying, "Hey, I've heard about this. I'd like to get involved."
How did you overcome internal resistance and what processes did you put in place to support the programme
So, we're an engineering company. We like rules. We like things to be written down. We like black and white. We don't like grey. That makes life hard for us. So, we actually did the opposite. We said we're not going to create rules around this – it is going to be simple and agile. We're not going to put approvals in place so people have to ask permission before they raise a gig or take on a gig. Instead, we said, "If your gig is interesting, people will come to it. If your gig's not interesting, they won't. You've got to make sure that you're attractive, offering really interesting work using skills to attract potential business."
We put in some guidance about what good gigs look like. So typically, we're seeing 80% of all the interest is around short-term, bite-sized bits of work of less than five hours. Typically, you see the more skills you add, the more interest you get. If you add videos about what you're talking about, you get even more interest. We’re encouraging adoption through communications, but as a system, we try not to put any rules in place.
Ultimately, you’re offering a new conversation via the Talent Marketplace that is empowered to govern itself. And the little triangle of an individual, their manager and the gig host talk to each other. They communicate and they say, "Hey, guess what? This week, Heinz can't do all the hours you want but he can do twice as much next week to allow him to get his day job done."
During the pilot, we actually saw a boost in discretionary effort. We had 1,000 hours that suddenly came out of nowhere to do these projects, with no applications for overtime or people staying late. They actually did their day job quicker to find space to do the things they wanted to do.