Cornerstone, the relationship between skills and business »inno3

De Mangel u Skills and talents threatens the ability of organizations to grow and innovate. Businesses are aware of this and put the training programs and the development of human capital at the heart of their priorities. This is especially true for the most productive companies that demonstrate the close correlation between business performance and attention to skills. A combination even more evident since the pandemic, with its global experiment of smart jobs and hybrid jobs, has changed many dynamics in the world of work.

To outline these trends is research “Blooming in Global Lack of Competence” – led by Cornerstone People Research about the 2021 scenario through interview 1,800 workers and 800 business people in North America, EMEA and Asia Pacific –, which confirms how strategic the question of skills is. The lack of skill actually results among the three most pressing problems in the next three years for approaching half of the employers and a strong correlation emerges between the performance of the company and the quality of the support for the development of skills.

Employer-dependent perception gap

Judgment on the development of new skills is significantly different when analyzed from the point of view of the employee or employer, emphasizes the cornerstone study. That is, there is a significant Split of trust of the respective two categories placed on the ability of the firm to develop internal competencies.

A widened gap compared to the past. In the previous edition of the study (2020), the gap between trust and Curricula based on the skills of the employers and those of the employees and the ability of the company to support them in the development of their training path war 30%.

Confidence between employer and employee (Source: Cornerstone – Flowers in Global Skills Lack)

In relation to the growing confidence of employers and their ability to understand and maintain the needs of employees, employee confidence is falling by 5 percentage points and only 55% of them believe that their organization is capable in the future. ass. Opportunities for the development of new skills.

The gap then also changes as a function of Strength of the organization. The best performing companies that define the study high performing organizationweisen a much narrower gap, equal to 11%, and are in fact the ones that give the greatest importance to the development of skills. Conversely, underperforming companies place low priority on skills development and only about 20% of their employees consider their development as a key objective, with a gap of 42%.

It is also noted that what you low and medium yield firms believe that it is important not to confuse the experience of employees of the same companies. In fact, these companies put staff training and growth in second place on the priority list, while they are seventh for their employees.

Himanshu Palsule, CEO of Cornerstone

“Organizations and their people continue to see skills development as an increasingly important component of building their future – The comments Himanshu Palsule, CEO of Cornerstone -. Unfortunately, there is still a strong difference between how organizations view their ability to promote this development and how it is perceived by employees. For this reason, Cornerstone focuses on innovation in training and talent management, combining technology with data and experience in the field. Our goal is to help clients build their training and skills programs based on the real needs of the people to generate business results.

Skills, leverage for business

It arises as high yielding companies make of Predecessors in skill development and are more inclined to invest in initiatives in this direction, through innovative technologies for training and professional growth, content in skilling, upkilling and schooling. These realities understand the value of building skills both to create talent and to balance the expectations of employees by providing relevant skills, and to improve overall business performance.

Going into the details of the results, for 72% of the most productive realities, investing and developing skills are a priority strategy from next year. Here, employers and employees alike are highly critical of companies’ ability to put the core principles of competency development into practice. Companies place much more emphasis on skills development and their employees agree that this investment is effective, with a 0% difference between employers and employees. In contrast, not only do poorly performing companies prioritize skill development much lower, but less than 13% of their employees recognize skill development as a key goal, with a 24% gap.

The differences are also related to the Leadership developmentthe internal mobilitythe Commitment of employees, the Loyalty, the quality of attitude, diversity and inclusion. The best-performing employees, for example, rely heavily on the company’s platform for skills development and professional growth, on internal mentors and on their immediate managers. 91% of employees are satisfied or completely satisfied with the solutions for the development of skills offered by their firm, compared to 52% of low-performing firms. 97% of high-yielding businesses around the world prioritize Training Technologies and professional growth, training content, school and university education, Mentoring and Coaching Programmer.

High-performance companies stand out for employee training and satisfaction (Source: Cornerstone – Thriving in the Global Skills Shortage)

A few numbers summarize the Split of opinion between high- and low-yield firms on the role of talent and on development activities to: promote Employee growth (97% vs 69%); contribute to it Achieving company goals (97% vs 69%); propose to employees a guided and personalized career path (95% vs 60%); Offer employees the opportunity to Get skills of interest (96% vs 61%).

Cornerstone, as direct investment

What are those correct approach with which organizations need to develop the skills of their employees. Cornserstone outlines some guidelines for taking a modern approach in line with the needs of this historic moment.

The first is from looks at perspective identify the skills that the company needs in the future, as well as identify potential gaps in terms of internal skills. Useful in this direction is the collaboration with other talent management teams to review where the demand is concentrated, identify gaps and fill them.

It is also essential integrate intelligent technologies for the acquisition of skills and other professional growth tools that the organization has already used or should use. In this regard, the analysis finds that 74% of employees worldwide would like to have more complete and targeted information for their careers. Integrating leadership development skills into career paths makes it easier for employees to define a career path by having a vision of the required skills and how they can internal mobility.

Companies must then create a culture of skills development to grow people. Their leader, integrating skills into the talent debate e create a special resource for the acquisition of skills are key activities for the increase of internal know-how.

Provide more relevant content, modern, relevant and personalized, of high quality in different ways, in different languages ​​and on different topics, for those who are looking for skills, it is another essential step to be strategically defined. You need to think of your company as a “Skills Incubator”, emphasizes Cornerstone, because the first step for 40% of employees looking for information on skills development and professional growth within the company is Business platform of skills an update.

Adopt a Select model that internal staff privileges finally, the company is another significant step to encourage the development of new skills and professional growth. In fact, cultivating talents internally helps fill in the skills gaps as it encourages employees to develop new skills in the awareness that the organization rewards this proactivity.

Ajay Awatramani, Chief Product Officer of Cornerstone

“In order to prepare the workforce for the future, organizations must increasingly take an approach to training and talent management that favors the development of new skills. To do this, it is necessary to analyze the needs of the company and in terms of skills and competencies needed in the future to identify a relevant and engaging way that enables people to build these competencies effectively – The comments Ajay Awatramani, Cornerstone Chief Product Officer –. This is what we do at Cornerstone. We build our solutions with technology for competence management at the center. In this way, we help our clients create a unique experience, in that Skills are the common language for career development of people and for the progress of the company “.

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