Organizations Need a Dynamic Approach to Teaching People New Skills

The dynamic approach embraces ambiguity, makes peace with imperfection, and frees up HR, managers, and employees to move fast in responding to the things they know and can anticipate.

To find the skills gaps as they arise, regularly bring together input from employees, leaders, and customers who can report on the specific skills needs. The skills-sensing network can monitor changing needs and help employees to close the skills gaps.

Many organisations respond to rapidly changing skills needs by supporting formal training. While formal training has its place, it is too slow for many in-demand skills. By the time the training is delivered, the need has changed. A faster solution is needed. For example,

• Identifying skills adjacencies that can be used as a stepping-stone.
• Upskill selected influential and motivated employees, who can then coach their peers on new skills.
• Delivering learning to employees when the need arises.

The key to developing skills dynamically is to ensure both the organisation and employees are moving in the same direction. However, over 60% of employees don't believe their organisation is effective at helping them understand how information about skills needs applies to them.

• Leaders need to share with employees how skills evolve and how these changes might impact specific roles. It can help employees make informed decisions about their development.
• Connector managers can connect employees to the right people and resources when it is needed.

A few leading organisations have started to ask employees to document skills as part of a portfolio throughout their careers.

Employees make use of an HR-supplied portal that tracks current skills, knowledge and experience, alongside career goals and development aspirations. Leaders can use this information to fill critical roles and help employees develop opportunities based on their profiles.