Organizations spend billions of dollars each year on reskilling and upskilling for their employees to ensure corporate relevance and cultivate a competitive edge in a time of accelerated change. In turn, they want to serve their customers and partners with products, offerings, and skills that create value in revenues and loyal relationships.
Does your organization’s workforce have the skills and capabilities needed now and for the future?
How would you know?
- How are you currently preparing for future skills?
- How do you get buy-in from your management and colleagues for your skilling programs?
- Where do you start when identifying skills gaps?
- How do you currently conduct a skills audit in your organization?
- Is L&D involved in agile transformation initiatives at your business?
- Are other parts of your organization considering or in the digital or agile transformation process?
Careers have traditionally been viewed in discrete units called jobs. Many jobs involve a person performing one or more roles in the organization. Jobs and roles involve activity, the performance of tasks. Some are physical, some are mental, most are mix of both. Tasks require capabilities or competencies, which involve both knowledge and finer grained skills, which can be gained by experiences or training, and improved through practice. Some skills have relationships with each other, such as prerequisite or adjacency.
ELE produces this Learning Circle: Retooling Talent Development for the New Normal.
ELE's Idea Exchange: Creating and Leveraging a Skills Database is a 2022 emerging trend. Let's get fresh ideas together. Collaborate online with your peers.