Accenture - Ashoka Talent C

onsortium

Opportunity Overview, June 15, 2013

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Consortium Design and Purpose

Ashoka and Accenture are seeking visionary...• Employers• Technology enablers• Social entrepreneurs

Who will...• Reach millions• Share new ideas• Build valuable skills

All to create a better workforce

Share employer best practices to: • Attract, screen, train and retain talent • Employ a diverse and international team

Find innovations to: • Bridge skills gap • Reach thousands in

target populations• Change systems

affecting millions of workers

Provide Consortium members with:• Market knowledge• Job-ready talent• Millennial worker

insights

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The proposed “Consortium” encompasses a group of corporations, social innovators, and enabling partners that will work together to create a better workforce.

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Value to Member Employers

Through Consortium involvement, member employers will be able to:

Help steward and scale innovative and promising programs to up-skill young workers

Provide a) direct input on skill gaps to be targeted and b) support to social innovators to address talent gap challenges

Get favorable access to new and screened pipeline of talent, including those from underserved communities

Learn how best to vet, hire, develop, deploy and retain 21st century talent

Leveragethevisibility,wide-ranginginfluenceand“network effects” of a prominent and like-minded group

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Member Composition

We are looking for employers willing to partner with Ashoka and Accenture and are:

Willing to contribute knowledge and capital to build and drive the Talent Consortium

Eager to collaborate with other leading employers to create nationwide systemic improvements in developing 21st century workforce skills

Open and willing to leverage the talent that emerges from selectedinnovationstomeetidentifiedtalentneeds

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Consortium Timeline

We will build the Consortium and then build the talent pipeline over the next three years, with an aim to up-skill 50,000 workers by the end of year 3.

Consortium in place

- LOIs signed

- First innovations vetted

• Innovations selected for scale up

• Talent marketplace built for Consortium

• Consulting to innovators

• National scale up of innovations

• Pipeline of diverse talentfilled

• Sharing of best practices among employers on 21st

Century talent

• Consortiuminfluenceon workplace development systems nationally

Summer 2013 Years 2-3Year 1

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Contact

About Us:

Accenture is a global leader in addressing human capital management needs of clients across all sectors and industries in the economy, and in developing and deploying top talent.

Ashokapioneeredthefieldsofsocialentrepreneurshipandsocialinvesting.Ashokahasa30-yearhistoryoffindingthehighestpotentialsocial innovations poised to create change at the global scale in multiple domains, including up-skilling the workforce.

@Accenture:

• Chris Hodges (Managing Director, Corporate Practice)• James Ray (Analyst)• Bryan Moore (Senior Manager, Accenture Federal Services) – bryan.c.moore@accenture.com

@ Ashoka:

• Gretchen Zucker (Executive Director, Ashoka’s Youth Venture®)• Michael Zakaras (US Social Innovator Selection)• Stephanie Potter (University & Corporate Partnerships Director) – spotter@ashoka.org

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Appendix A: Consortium OverviewIn Concept: Skills to Succeed Employer Consortium

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Cash + Staff for:• Employerrecruiting• Capacity-building• Framing

Social Innovation• Employerrecruiting• Framing• Innovatorselection• Capacity-building

Enabling Capabilities:

• EducationPlatforms(e.g.AccentureCont.Education,MyPath)

• TrainingPrograms

• Certifications

• InternshipProgramsUniversity:• Employerrecruiting• Publicizing• Framing

Job Placement:• Employerrecruiting• Framingfromemp.andworkerperspective(surveys)

Media:• Visibilityofproject• Spreadinginnovations• Employerrecruiting

$3M+

Employers

Self-Sustaining

Social Innovators

Use of Funds:

•SocialInnov.Fund

•Ashokafundmgmt.&capacity-buildingsupport

EmployersinvestinConsortiumtostrategicallyup-skillworkers

SupportedbyConsortium,Ashokaidentifies5-9socialinnovators

Consortiumcontractswithinnovators(fee-for-service),

andcanreinvestinpoolfornewdealflow

Socialinnovatorsleverageenablingcapabilitiesfrom

Consortium

• Capacity-buildingconsulting• Investmenttopositionforscaling

Cash + Staff forImplementation

Outcomes• 50,000reskilledorup-skilledtogetasuitablejobor

buildabusiness

• Thousandsmoreimpactedthroughsystems-levelchange

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Appendix B: Consortium ContextChanging the Talent Landscape

Talent Needs:

• Marketplace shifts are yielding a re- prioritization of skills needed (see

graphic at left)

Talent Shortage & Mismatch:

• 8.1% national unemployment rate (Bureau of Labor)

• 50%employersunabletofillopenpositions (Manpower)

• 3.4 million available jobs remain unfilled

• Job dissatisfaction among new hires

steadily increasing

Changemaker Talent:

• Companies will need changemakers – problem solvers who have the innovation, initiative, leadership, team and tech skills to make positive change–inaneradefinedbychange

• In order to attract and retain changemaker talent, employers will need to provide an enabling environment for changemakers thatfulfillstheirpurpose

Digital skills

Digital business skills

Ability to work virtually

Understanding of corporate IT software and

systems

Digital Design Skills

Ability to use social media

and “Web 2.0”

50.6% 44.9% 40.1% 35.2% 29.3%

Agile thinking skills

Ability to consider

and prepare for multiple scenarios

InnovationDealing with

complexity and ambiguity

Managing paradoxes, balancing

opposing views

Ability to see the “big

picture”

54.8% 46.0% 42.9% 40.9% 15.3%

Interpersonal and communication skills

Co-creativity and

brainstorming

Relationship building (with

customers)

Teaming (including

virtual teaming)Collaboration

Oral and written

communication

48.3% 47.4% 44.9% 30.4% 29.0%

Global operating skills

Ability to manage diverse

employees

Understanding of international

markets

Ability to work in multiple overseas locations

Foreign language skills

Cultural sensitivity

49.1% 45.7% 37.5% 36.1% 51.5%

Source: Oxford Economics

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Appendix C: Example InnovationsAshoka’s Social Entrepreneurs

Rafael Alvarez, Genesys WorksGenesysWorksfacilitatesfirst-timeprofessionalexperiencesfordisadvantagedyouthduring their high school years in order to both facilitate the development of the skills andself-confidencetheywillneedtothriveintheeconomicmainstream.Studentsspecialize in IT, engineering and accounting. 700 annual participants and growing.

Gerald Chertavian, Year UPYear UP provides year-long professional development programs to young adults comprising six months of experiential and job-skills training and six month paid apprenticeshipswithinmajorcompaniesinordertofillemploymentgapsandre-engage disconnected youth in the workforce. 2,500 annual participants and growing.

Jane Leu, Upwardly GlobalUpwardly Global aims to increase employment opportunities for skilled immigrants while building the demand for foreign-born professionals, breaking down stereotypes, and encouraging employers to adopt non-discriminatory, diverse hiring practices. 600 annual job placements.

Dana Mortenson, World SavvyWorld Savvy works to mainstream global competencies in K-12 schools by cost-effectively integrating such themes into core subjects, thus ensuring that students are able to relate to the outside world in meaningful ways from an early age. 250,000 reached to date through programs/ curriculum.

David Castro, Institute for Leadership Education, Advancement & Development (I-LEAD)I-LEAD brings post-secondary educational degree programs to untapped learners in impoverished neighborhoods in order to develop leaders equipped with the knowledge and skills necessary to thrive in a variety of careers. Annual enrollment of 500 and growing.