Tackling the skills gap - Deepstash

Tackling the skills gap

  • Once a skills gap has been identified within your business, the decision has to made whether to train an existing member of staff or recruit a new one. 
  • Now, for many businesses struggling with the same challenge of staff shortages and budget cuts, training internal staff up to fill these gaps is the wise option in order to maintain business continuity. 
  • While the usual knee-jerk reaction to a skills gap is to loo to recruitment, many businesses simply can’t find the talent they need right now.



Using existing talent

Using the employees already within your business and investing in employee development will be crucial for businesses looking to build their workforces for tomorrow. It also allows leaders to understand which skills are most in-demand across the business and identify where any areas need intervention.

Over time, and as projects progress, trends in these gaps will likely occur meaning HR and leadership teams are able to understand exactly when and where internal talent needs to be developed in good time in order to fill those gaps that come up most often.



The talent management strategies of tomorrow will focus less on process and automation instead of promoting collaboration, feedback and engagement.

From ensuring a safe working environment and promoting wellbeing initiatives to encouraging cross-department collaboration, development and retaining talent; what constitutes a great employee experience today is probably very different in many businesses from what it looked like a few years ago.



Employers can now, within reason, appoint talent from anywhere and employees can work from wherever they choose. What’s more, the number of companies that have no physical location with employees based in different parts of the country (or world!), is on the rise too.

The ongoing pandemic has seen a general increase in remote HR practices, recruitment and talent management included. As competition for the best talent has led companies to look further afield, many companies have had to find ways to attract, interview and manage new talent remotely.



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The model of future work

By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or upgrade their skill sets. Skilled workers in short supply will become even scarcer. Any company that doesn't join the early adopters and doesn't address its underlying talent needs may fall short of reaching its goals.



The transition from WFH to the office
  • Strong HR strategies. Not only can an HR team connect and support individual employees, but also use their platform to teach employees how to support each other, creating a positive chain of office-based encouragement.
  • Taking the transition back into the office at your company’s own pace is also vital if you want to prioritise mental health on the return to work.
  • When your team has returned to the office, a great way to reinitiate team bonding and introduce staff members to the post-pandemic working future is the introduction of wellbeing workshops.
  • Ergonomic care, too. Prioritizing ergonomic welfare is often forgotten within the office, leading to a whopping 86 percent of office workers sitting for up to 8 hours a day.
  • Prioritize those still working from home. As 30 percent of the corporate workforce still remains at home in 2021, it’s important for employers not to exclude them from post-pandemic well-being schemes


Facing severe talent shortages

Employees are in great demand in almost every industry. As a result, some suggest using nontraditional talent pools such as older workers or military veterans. However, most often, the best talent pool may be the surplus talent hiding in plain sight.

For example:

  • The salesperson can fill the open sales manager position. 
  • The house cleaner in the motel can become a capable general manager.

There may be risks associated with this strategy, as you have to identify the right people and then do what you can to set them up for success.