Top priorities for Human Resources (HR) leaders in 2020 changed drastically as COVID-19 drives unparalleled health and economical alteration. In the face of this crisis, the standard process definition changed categorially. It is no longer about filling crucial roles for the company but focusing on acquiring the essential skills needed to cope with the emergency and push economic advantage in the short and long run.
The need for a speed-digital transformation made things worse, bringing to light the broad-talent gap in businesses; for instance, the implementation of immediate remote work and education approaches mainly done at home urged for new responsibilities necessary to respond efficiently.
All industries require urgently a reengineering-workforce plan to carry on this transformation. The purpose has to be the creation of an unstrained workforce to fast-track potential skilled talent.
Role-based planning puts strategy execution at risk.
A recent Gartner survey revealed the significant number of managers and senior leaders who are aware of how poorly prepared they are for the future. It showed that about 80% of the workforce are frequently carrying out duties beyond their role.
The call for resetting old-established business models and goals is now. The skills needed to keep an organisation going on would modify processes even more thoroughly and in a hurry. The current workforce will no longer fit such purposes, neither the workflows that drive that advantage. During business disruptions, roles become less and less useful as an alternative for essential-fitting skills for the future.
Several best-in-class organisations like Amazon, Facebook or Google are using an alternative for leading performers to rethinking their hiring strategies, focusing more on underlying skill-sets. For them, it is vital to single out competitive advantage skills that offer a picture of the rapidly-transforming-skills landscape specified for open IT roles.
These companies are building workforces different than average companies, and their re-engineering developed other profiles for the same positions.
Five musts to develop a skills-based plan
To outline a skill-based workforce strategy that warrants the workforce of the future, Gartner suggests five steps to follow:
· Evaluate skills and job placements from current industry heads, the competition, and from non-long-established competitors, identify the developing skills environment and decide which of these skills are not the same when contrasted with what you traditionally required are even now pursuing.
· Go over these positions, separate crucial roles into practical skills, and level them in contrast with evolving trends.
· Design a business-wide-ranging-outlook of talent channels for practical skills. Start a skill-based-workforce-future strategy to decide what skills you must develop, use and acquire to bring your business into the future.
Determine which skills give you a viable advantage now and further.
· Share and put in context data for business associates to be familiar with skills trends' outcomes, as they develop the proficiencies indispensable for the future workforce. Ask what short and long-term business approach, talent and cost are the primary concern to take into consideration.
· Build a convincing-aspiring-talent improvement and procurement plan operated by data on the supply-demand profile, location and critical skills. Ask what adjacent skill-sets you can develop and hire for competitive advantage.
Cut down your talent gap by merging it with upgraded-adjacent skills.
“Roles are essentially a bag of skill” according to Lindsey Walsh, VP in Gartner. Specific skills are connected to others even if they might not be that evident, but you could magnify groups of skills with skills close at hand. Consider talent with the right skills adjacent to what you require; the colleague who quickly can multiply his skills to the ones needed for the role you are trying to fulfil.
Consider that people with the skills required to perform certain-specific duties might never carry on such a specific role or position.
From NLP in IT to Social Listening in Marketing
There are different programmes like Python, directly adjacent to Neuro-Linguistic Programming (NLP) within the IT field. It is also a matching skill-set in Marketing through Sentiment Analysis, linking two groups of skills. A marketing employee with Social Listening skills is more likely to suit developing skills into Sentiment Analysis, and a more straightforward advancement to NLP skills.
NLP is also much correlated to the necessary skills to do well in topic modelling or Machine Learning. Individuals can quickly learn to upskill them even if they have no-prior NPL role expertise.
Further comments: these direct adjacencies offer some new opportunities to fill skills gaps inside a single area. The challenge lies in identifying and leveraging a method of obtaining such skills.
Have you considered to take advantage of these ‘adjacencies’ links to fill open positions in other areas?