The pace and scale that technology disrupts is a social, political and business challenge.
Employers are best placed to make a positive societal impact, for example, by upgrading the abilities of their employees and equipping them with new skills. Employers will also reap the grea...

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 ne...

Companies will need to measure the return on their investment in employee skilling. 

For instance, the cost of giving employees new skills compared to the cost they would have spent on hiring. The expense should include the opportunity cost of waiting to hire.

Workplace transition demands enormous sensitivity. Some employees may fall short of acquiring the skills needed to make the transition to new areas of work, while others may prefer to seek new employment.

Many companies are forming partnerships with new, tech-savvy outplacement firms to he...

Talent is the largest barrier to the successful implementation of new strategies.

Many leading businesses realize that it is quicker and more financially prudent to look internally and develop the talent they already have. Yet only a third of global executives report that ...

The company needs to asses if they are capturing the full potential of new technologies to generate new revenues and not just trying to cut costs.

Many small individual initiatives within organizations don't see the urgency and end up falling behind, never realizing the magnitude of the op...

Successful and continuous transformation of the workforce involves 3 broad phases that at first might seem common.

• Scouting: Looking at the future needs, the company needs to identify the most important skill gaps. Then assess the organization's readiness to deliver....