![]() "We grounded Future Ready in the idea that each employee is the CEO of their own career." – Dean Kontul EVP & Chief Information Officer Every individual can own their career growth journey and access the right tools to prepare themselves for the future work landscape. KeyBank’s people can now, for the first time, connect to the learning and development opportunities they need to increase their skills and grow into new or expanding positions across the enterprise. With Fuel50, KeyBank has been able to pivot their talent practices for an improved employee experience. "'Future Ready' means we’re an organization that embraces technology and change, so that we can become more digital, productive, agile,and really have that growth mentality, and so that we can focus on our clients and maintain our strong culture here at KeyBank." – Carole Torres, SVP & Chief Learning Officer Ultimately, the goal is for all people at KeyBank to be aware of the competencies, technical, business and people skills they need to be future ready, so that KeyBank can remain competitive not just for their employees, but for their clients too. It serves as a capstone product in the Future Ready initiative and has created a common framework to align all the pieces of their efforts, resulting in increased employee engagement, talent retention, and internal talent mobility. Fuel50 gives employees insight into their personal values, skillsets, and the opportunities available to them within the organization. Grow at Key utilizes Fuel50’s AI opportunity marketplace to revolutionize career development at KeyBank. They decided that Fuel50 best met their needs, and so the Future Ready initiative launched Grow at Key (Fuel50). They were looking for a simple onboarding and implementation process and a platform that could seamlessly integrate with their other HR and Learning Management Systems. Knowing that in-house development was not the path forward, KeyBank assessed HR Tech vendors to find a time and resource efficient solution. The initial steps of the Future Ready initiative encouraged employees to participate in training sessions, online courses, and job shadowing. "We really wanted it to be employee-led and manager- supported because employees have to own this." – Dean Kontul, EVP & Chief Information Officer This initiative has been designed to drive workforce change in a way that is accessible for all people across all levels of the enterprise. KeyBank’s Chief Learning Officer, Carole Torres, and Chief Information Officer, Dean Kontul, have worked together to develop a business-led initiative called Future Ready at KeyBank. They wanted to deploy an enterprise-wide upskilling program so that dedicated employees who already know their culture can be reskilled, upskilled, and enabled to take on future job opportunities. KeyBank was looking for a talent marketplace solution that would increase internal talent mobility, boost retention of their current talent, and aid the attraction of new talent. "Our original intent was always about increasing internal mobility, driving employee engagement, increasing retention, and to really help position KeyBank to continue to deliver for our clients." – Carole Torres, SVP & Chief Learning Officer They needed a more modern way to align all employees across the organization, help them stay connected, feel included, and give everyone across the enterprise insight into their skills and capabilities. What they needed was a thoughtful and proactive approach to upskilling and reskilling, one that would help better equip both management and employees for the future. They wanted to prepare their people for the job disruptions they knew were imminent while making sure that they were retaining talent. According to Carole Torres, SVP & Chief Learning Officer at KeyBank, it became clear that they were “no longer competing with other banks for talent.”Ĭarole Torres and her team recognized that they had to pivot their talent practices and invest in their employees to outperform competitors. ![]() KeyBank has been on a journey since 2017, tracking the nature of changing workforce dynamics, job disruption, and ‘the war for talent’.
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