www.hrreporter.com 27
Impressive results
In just four months, participants
identified more than 180 automation
opportunities. About 60 ideas were
completed, with another 40 to 50 ideas
in progress and a backlog of ideas for
the team to work on. On average, ideas
created 30 to 50 hours per year of
capacity for staff, with some saving at
least 200 hours per year.
A number of ideas had value-add
insights for the business, such as
predictive inventory forecasting, auto-
building a robust innovation commu-
nity and tackling larger automa-
tion ideas with additional dedicated
support. Throughout the organization,
people are excited, their culture is
shifting and staff are driving citizen-
led innovation.
Upskilling is a complex journey that
requires a significant shift in mindset
for any organization. It is not easy to
solve this alone; however, by building
a movement focused on upskilling, it
helps ensure that no one is left behind
in a new digital world.
CHRR
"It's amazing to think that, in four
months, we've completed over 60
automations, with a runway of more
ideas to tackle."
mated executive financial reporting and
streamlined learning and development
tracking. The sprints saw success across
a multitude of business units and use
cases, including finance, HR, procure-
ment, network, regulatory affairs, IT
and operations.
The organization is now entering the
second phase of its upskilling journey.
Building on the momentum, three
more business units have signed up for
sprints and anticipate upskilling 150 to
200 more staff, with a particular focus
on customer-facing teams (such as
marketing, call centre and sales). The
C-suite has also committed to partici-
pating in its own sprint, focused on how
to lead through digital transformation.
Finally, 60 of the original 200 sprint
participants have been selected to
continue their upskilling journey
in a 16-week "accelerator" program
focused on further developing skills,
Jean McClellan is a
national consulting people
and organization leader at
PwC Canada in Calgary.
For more information, visit
www.pwc.com/ca/en/
contacts/j/jean-a-mcclellan.html.
are supported for four weeks as they
begin to apply their new skills and
build an innovation community. PwC
Canada provides one-to-one office
hours for participants to get help with
their automations and runs additional
hands-on learning through "learning
burst" sessions and training on soft
skill topics such as problem solving and
process mapping.
Within four months, the telecom had
successfully upskilled more than 200
staff through four separate sprints.
