Organizations Need a Dynamic Approach to Teaching People New Skills - Deepstash
Managing Remotely

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Managing Remotely

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The work environment is shifting rapidly

The work environment is shifting rapidly

The skills needed to succeed in today's work environment are constantly changing. A Gartner analysis revealed that in 2018, U.S. job postings in IT, finance, and sales roles needed an average of 17 skills. The same types of roles now require an average of 21 skills, including eight new skills. At the same time, 29% of the skills may be obsolete the following year.

Organisations are struggling to keep up with changing skills and must find or develop the skills they need.

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How organisations manage their shifting skills need

Most organisations use one of two approaches to ensure employees have the necessary skills:

  • Reactive: Organisations often scramble to build new skills as needs arise. By the time HR can put together a learning solution, the business has moved on.
  • Predictive: Over 50% of HR leaders attempt to predict the business' future skills need, but it may lead to misplaced investments in wasted training or outdated skills.

A third approach is a dynamic approach. Organisations that use a dynamic skills approach can apply 75% of the new skills they learn, as opposed to only 37% of the predictive system.

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How to adopt a dynamic approach to reskilling

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.

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Jumpstart skills development

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.

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Foster transparency between employees and the business

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.

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Rethinking the boundaries to skills gaps

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.

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CURATED BY

lucy_d

Investing and saving is not the same thing.

CURATOR'S NOTE

The skills needed for today's working environment are changing rapidly. The current strategy to reskill and upskill is too slow. It requires organizations to rethink the boundaries of solutions to skills gaps.

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