![]() And looking outside of IBM was much easier for me than exploring within the company. And it was interesting that, after four and a half years, I wanted to see what would be my next career step. ![]() I was looking to see what will be in my next career step within the company. And the second compelling event was when I joined the start-up that got acquired by IBM, I saw how it is like for a small employee in a large company like IBM. Any chance that in 10 percent of your time, you can help us with a part-time project that will sharpen the algorithm that will find people to that specific unit?” And I saw how much I’m passionate about using data in order to solve these challenges and helping people to find their next career step. So the first one was in the army, when my manager tapped me on my shoulder and told me, “Ben, you have a bit more EQ than others here. I had actually two compelling events, like life-changing events for me, that really led me to where we are today and to start Gloat. And after that, I joined a start-up in the storage space. So I was in the intelligence force in Israel. So actually it’s quite interesting, because I actually didn’t come with an HR background, because my background, I’m actually an engineer. A little bit of your story and then what led to the founding of Gloat? What were you seeking to accomplish? Ben, let’s shift over to you for a second. Kerr: Well, it certainly sounds like there was, like a two-sided platform might have, two-sided benefits-both on employee desires and engagement, but then also on the business needs. And we basically were able to match, manually at that point, the skills, the interest, and the capacity that people had to these projects that were linked to working with communities, with governments, digital transformation, contactless, anything that you can imagine within the payments ecosystem, we wanted people to be able to put their hands up and say, “Would you like to contribute?” And with that, that was really the starting point to say, there’s something magical here. And the response was more than we expected. So please submit your request to Michael.” And we had a manual internal talent marketplace. And there are five projects, and I’m looking for volunteers. And I remember very vividly our CEO at the time, on one of our all-hands talks that we had for all the employees, basically said at the end of his talk, “Hey, we have to support our business in a different way. How do you identify what skills reside in the organization beyond what’s on Workday or some other tool that you have? And what really was the catalyst for this change was actually Covid. So the internal talent marketplace, we had been discussing it at the leadership team for quite some time. Kerr: So let’s dwell a little bit on what led Mastercard to identify this as a need and to want to invest and build it up.įraccaro: Yes. So, how do you tie the connection between businesses that are changing globally, as well as the cultural change and the employees that you need to attract and retain to fulfill that mission. And the other critical part was really to help transform the culture, as well, which needed to support the change that was happening from a business perspective. ![]() One was to be part of a transformation as we begin to grow our core business to diversify, build new businesses, as well to support the growing needs of the customer base. What brought me to Mastercard was really a couple of things. I’ve had a number of global roles in human resources, essentially working in financial services for the majority of my career. So I joined Mastercard in November of 2012. Kerr: Michael, let’s begin with you, a bit of your background, and what brought you to Mastercard.įraccaro: Okay. We’ll look into the implications of artificial intelligence and machine learning and how post-Covid return-to-work scenarios are influencing talent management. We’ll also consider the return on investment, as well as barriers to implementation. ![]() We’ll talk about how Mastercard’s internal talent marketplace took shape and look at the technology landscape. In a first-of-its-kind format for the podcast, I’m joined on both sides of the engagement-Mastercard Chief People Officer, Michael Fraccaro, and Gloat Co-Founder and CEO, Ben Reuveni. Welcome to Managing the Future of Work podcast from Harvard Business School. The firm turned to the start-up Gloat for its talent management platform. In the case of Mastercard, it was the need to coordinate special projects and volunteer efforts to help customers navigate the crisis. The pandemic added impetus, whether by accelerating existing trends like automation or presenting unique challenges. Bill Kerr:Ĝompanies were taking a closer stock of their internal talent before Covid-19 upended the world of work. ![]()
0 Comments
Leave a Reply.AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |