The rapid pace of technological evolution has shrunk the life of learned skills and increased the skills gap. With the uprise of the digital world encompassing virtual reality, robotics, software development the internal employee skills expire within short/no duration. The importance to remain relevant to the present work profile is an immediate and top requirement for executives, managers, and employees in 2018. It is a considerable move to invest in the talent management to re-skill or up-skill the present diverse & multi-generation workforce.
Talent developers, here, play a crucial role in bridging the internal skills gap and hence accomplished a place on top management board. They are the architect of an organization’s growth as they recognize the skills gap, create learning content, and hone relevant industry skills.
According to 2018 Workplace Learning Report by LinkedIn that interviewed 1,200 talent developers, 200 executives, 400 people managers and 2,200 employees, 94% of staff members agreed to continue with the present company if it devotes finance, time and efforts in their career development. Overall, 68 percent of surveyed employees favor learning at work. Additionally, 58% of employees prefer opportunities to learn at their own pace and 49% prefer to learn when necessitate. This is an important insight into the current workforce’s attitude.
“As the rate of skills, change accelerates across both old and new roles in all industries, proactive and innovative skill-building and talent management is an urgent issue. What this requires is a [talent development] function that is rapidly becoming more strategic and has a seat at the table—one that employs new kinds of analytical tools to spot talent trends and skills gaps, and provides insights that can help organizations align their business, innovation and talent management strategies to maximize available opportunities to capitalize on transformational trends.” – World Economic Forum
“Laddering up, the age-old pattern of career development is replaced by multi-directional career approach in the lattice world”, advised Cathy Benko, Deloitte Consulting LLP‘s talent game-changer. The employee can go for sideways or diagonal moves in order to put on competencies, experiences, and relationships.
It is reasonable to cater skills gap of the present pool of workers who are already aligned with the company culture and working style. This saves time and money compared to the new recruitment process. Moreover, in the automation world, the new employees’ skills will also get obsolete in near time. This calls for another training session with the new bunch of employees. Therefore, the vicious circle of learning & development is the core of a continuous ‘hot skills’ supply and holistic expansion of a company.
Bridging Skills Gap
The LinkedIn report highlights a critical issue in the talent development priorities. The talent professionals put a focus on filling internal skill gap according to the present needs of an organization whereas the company executives expect much more. The top management demands talent managers to identify future industry trends too and design skills curriculum. To unlock modern employee’s potential, it is important for both parties executive & talent manager, to reach a consensus here.
Nevertheless, getting out time for learning is a challenging task for employees, as stated by talent managers. One of the ways to overcome this issue is encouraging digital learning solutions to update the skills. The industry terms like “microlearning” and “just-in-time learning” for the present workforce are in-trend. Talent managers can meet learners on the platforms where employees are available such as emails and messages. The continuous interaction between the teams and managers to recognize skill requirement will fasten the process.