讓員工為未來(lái)的新技能需求做好準(zhǔn)備

1、2The year 2021 looks significantly different from what was anticipated a year ago. Most of the short-termdevelopment plans that were carefully crafted are no longer relevant. In fact, almost nine out of ten managers recently surveyed said they believed employee development plans needed to change to

2、reflect the skills gaps that organizations now face.Its not just that organizations need different skills from those required in the past; the speed in which organizations need them is more urgent than ever before. Employees need upskilling, cross-skilling and reskilling to support business growth a

3、nd transition. But organization leaders struggle to determine what skills their employees lack.3SAS SURVEY:Employers challenged to identify and meet the employee skills gapWith all the workforce changes last year, it is not surprising that employees lack the skills tomeet new demands. HR Dives studi

4、o ID and SAS conducted a survey in October 2020 and nearly 400 HR leaders found that 88% of managers said they believed their employee development plans needed to change in 2021.As you look at next years goals for your company or team, do those goals require changes to your employees current develop

5、ment plans? If so, how? (select all that apply)Employees need more soft skillsEmployees need more upskilling, reskilling or cross trainingManagers need more technical skills Managers need more soft skillsManagers need more upskilling, reskilling or cross trainingNo changes in development plans neede

6、dOther0%10%20%30%40%50% 60%4In the fast-changing work world, managers surveyed recognized the need for continued learning. Fifty percent of managers said employees needed more upskilling, reskilling and cross-skilling,and 41% said they themselves needed those same opportunities.When considering the

7、types of skills employees should focus on increasing, managers surveyed said that employees needed more technical skills and soft skills (32% each) and that managers could use more technical skills (20%).Even though managers recognize that employees need new skills, more than a third of managers eit

8、her struggle to identify what specific skills are required, or are not trying to determine those skills at all. This challenge exists even though surveyed managers said they have internal assessments, such as performance reviews and surveys, to find those skills gaps.How are you identifying skills g

9、aps in your organization? (select all the apply)Employee-ledFormal assessment by 3rd partyHaving difficulty identifying skills gapsNot currently trying to identify skills gapsInternal assessment (i.e. performance reviews, surveys)Other0%10%20%30%40%50% 60% 70%Workplace L&D TrendsFOR 2021The HR Dives

10、 studio ID and SAS survey on skills gaps provides a useful perspective when thinking about workplace learning trends for this year. Skills gaps have existed for years, and companies have tried to address them. But the pandemic highlighted the urgency of addressing this deficiency. The focus on filli

11、ng skills gaps will play a significant role in influencing learning and development (L&D) trends moving forward.5Top L&D TrendsFOR 2021TREND #1:Companies are expected to take on greaterresponsibility for employees and in society.Today, employees look to their employers to support their education, me

12、ntal health and well-being, said Dan Schawbel, managing partner, Workplace Intelligence.From the flexibility of remote working to providing safety and security and taking a stand on political and social issues, employees expect companies to support them while making a positive impact on their commun

13、ity, he added.6When companies invest in digital transformation, they may overlook the investment thats needed in their workforce, said Wlad Perdomo, director of commercial services, SAS Software Education & Training. “Employees end up spending a lot of time doing manual processes and reports to make

14、 up for the gaps in their technology investments,” he said.In years past, hourly positions may not have received the same development opportunities as salaried ones, but nowemployers are looking to offer them the same or similar benefits, including flexibility and education, in order to be competiti

15、ve, Schawbel explained.While organizations recover from the pandemic, compensation will be flat, Schawbel said. “Companies are going to have to do something to engage and support workers and transition themfrom certain jobs that are becoming less in demand to jobs that are becoming more valuable,” h

16、e said.With unemployment declining and five million jobs being created in the next five years, employees need skills in artificial intelligence, UI design and cloud computing, Schawbel said. “These are the areas that are going to push society forward.”TREND #2Companies need to match their technologi

17、cal investment with investing in the L&D of their people.TREND #3Learning and development are much more universal.TREND #4The companys commitment to L&D is increasingly a recruiting and retention tool.TREND #5Specific hard skills are in demand.7Strategies to Prepare Your Workforce for Each Step in t

18、he JourneyTo be ready for the challenges that lie ahead, companies need sound methods to assess and equip employees with the skills they need to do their jobs and succeed.8IDENTIFY THE NEEDSThe first step is understanding the business goals and direction. “Get a thorough understanding of what the no

19、w and tomorrow look like,” Perdomo said. Then look at the current talent to identify strengths, assess skills and determine gaps. “That helps you understand how the talent is going to rally around this new mission.”Next, identify the skills and skills gaps of current employees, he suggested. This ca

20、n involve a Learning- Needs Assessment and can even be an employee survey to find out their perspective, Perdomo advised. He added that companies struggling to identify needs might seek help from an external consultant who can offer an objective perspective.Sometimes, the need for specific skills is

21、 obvious. If a company introduces new technology, managers know that employees have to learn it. Sometimes, however,“A lot of HR leaders and recruiters havent updated job descriptions in forever. You almost have to change them every year to identify gaps.”Dan Schawbel, managing partner, Workplace In

22、telligencethe signs of a skills gap can be subtle. If a company has difficulty filling certain positions or cant get the right people in the right roles, a skills gap can exist,Schawbel said. “A lot of HR leaders and recruiters havent updated job descriptions in forever. You almost have to change th

23、em every year to identify gaps and do a cost analysis and exploration of what steps are necessary to fill the need.”9EXPLORE OPTIONS FOR FILLING THE GAPMaking sure the most capable people are in the right positions requires several approaches: recruiting for the right talent and training current emp

24、loyees, Perdomo said.The traditional job posting may not be the most effective way to find the best people for the job, he said. “Employers list desired skills, and the candidate does their best to meet those required skills, but its a one-sided approach to employment,” Perdomo said. SAS uses the Ha

25、ndshake recruiting platform todevelop robust interaction between college candidates and employers. “When we partner with universities, it provides a level of transparency that benefits both the potential employer and employee,” he said.10RETHINK RECRUITING TACTICSorganization. According to the Socie

26、ty of Human Resources Management, 69% of employees are more likely to stay with a company for three years if they have a good onboarding experience.1 This onboarding process should include a structured program to evaluate, coach, and mentor new hires.“69% of employees are more likely to stay with a

27、company for three years if they have a good onboarding experience.”Society of Human Resources ManagementFinding new ways to recruit is critical. One of the biggest mistakes employers make is overlooking candidates who did not major in the field of work, Perdomo said. “We have several very technicall

28、y talented statisticians on our staff who specialized in nontechnical fields or psychology, for example, and theyre some of the best people we have on our team.”Employers should consider looking for factors such as competence, curiosity and diversity and then train employees for the technical skills

29、 they need, he advised. This is particularly important when hiring for hard-to-fill positions.Once employees are hired, the process isnt over. Onboarding programs are vital to ensuring that employees feel capable and embedded in the11“My team needs to improve their knowledge, skills and abilities to

30、 be able to administer and support the new platform and system across our CRM and analytics.”Michelle Hicks, IT manager of marketing, Ulta Beauty12PLAN HOW TO RESKILL/UPSKILL CURRENT EMPLOYEESAs the business environment continues to evolve, employees will need new skills. That requirement may be the

31、 result of changes from the pandemic or due to planned business improvements.For example, Ulta Beauty has been moving to the Google cloud platform, replacing several legacy systems as part of a long-term plan, explained MichelleHicks, IT manager of marketing, Ulta Beauty. “My team needs to improve t

32、heir knowledge, skills and abilities to be able to administer and support the new platform and system across our CRM and analytics,” she said. Todo that, the company is using a SAS e-learning programthat allows employees to take the classes on demand, as needed.Many front-line retail employees jobs

33、changed because of COVID-19, with sales associates in physical stores retrained to work in contact centers. But the pandemic affected office employees as well. With stores closed or fewer customers coming to shop, some retailers, such as Ulta Beauty, shifted their marketing focus from direct mail to

34、 email marketing, said Kelly Holmes, manager, CRM technology, Ulta Beauty. “Weve had to cross-train our marketing employees. Were making sure that our direct mail person is also picking up different skills because were not marketing the same way we were.”“Weve had to cross-train our marketing employ

35、ees. Were making sure that our direct mail person is also picking up different skills because were not marketing the same way we were.”Kelly Holmes, manager, CRM technology, Ulta Beauty13DEVELOP A CULTURE OF LEARNINGManagers can no longer afford to think of training as a once-a-year activity. Instea

36、d, it must be considered an ongoing event and a critical aspect of employee development. Although employees need both soft and hard skills, the emphasis of many upskilling/ cross-skilling efforts is on hard skills. “Most soft skillshave remained the same, while hard skills are the ones changing,” Sc

37、hawbel said.“Most soft skills have remained the same, while hard skills are the ones changing.”Dan Schawbel, managing partner, Workplace IntelligenceFortunately, employees want to learn and develop. Employees who feel they are progressing in their careers are 20% more likely to stay after one year.

38、In addition, the survey found that 49% of managers were motivated by learning for their own benefit.Organizations that expect employees to develop knowledge and skills create a culture of learning. This is useful, not only for the job at hand but also as the position develops new responsibilities.14

39、“Our data science teams work is constantly evolving. There will be problems whose solutions you cant Google. There will always be the need for team members to challenge themselves to learn,to continuously improve.”Sam Coyne, director of artificial intelligence, Georgia Pacific15Companies like Georgi

40、a Pacific find that a culture oflearning is necessary, especially when the answersteams are working to solve may not currently exist.“Our data science teams work is constantly evolving,”said Sam Coyne, director of artificial intelligencefor Georgia Pacific. “There will be problems whosesolutions you

41、 cant Google. There will always be theneed for team members to challenge themselves tolearn, to continuously improve.” Team members mustalso learn from one another to ensure their knowledgebase is consistent and sustainable. If an employee goesto training, theyre not just trying to absorb knowledge,

42、 theyre expected to share that knowledge with colleagues. “Make the next day better forthe organization.”For this type of learning environment to thrive, the organization must have the mindset that training is part of how you operate, Coyne said. “Organizations need to think that training will have

43、a payoff, maybe faster time to deployment or a new method of learning that gets you greater accuracy. Its not something you check off at the end of the day. Its daily work.”TAILOR LEARNING TO INDIVIDUAL NEEDS16People learn differently. The survey found that managers prefer to absorb information thro

44、ugh e-learning, online instruction and in-person instruction. That may not be the same throughout the workforce, and the current remote work environment heavily influences the training delivery options.“Before COVID hit, we mapped out a very extensive training plan that included in-person classes,”

45、Hicks said. “We had to shift and pivot to something that looks completely different. It was all online and had to be accessible,” she said.Besides accessibility, training programs need to be tailored to match the different requirements and demographics throughout the workforce. For example, deskless

46、 employees will need additional options to access information than employees who sit behinda desk with a laptop. While some employees want to learn for personal growth, others may need just-in-time instructions to help them do todays project.Companies will need to adjust their training to best meet

47、the reality of their employees world of work.“Before COVID hit, we mapped out a very extensive training plan that included in-person classes. We hadto shift and pivot to something that looks completely different. It was all online and had to be accessible.”Michelle Hicks, IT manager of marketing, Ul

48、ta BeautyURGENTLY FILL SKILLS GAPS TO REDUCE RISK“If you dont have the right people, youre risking your outreach to customers.”Kelly Holmes, manager, CRM technology, Ulta BeautyThe speed of work means organizations must move fast to address skills gaps, Schawbel said. “Those who dont will end up bei

49、ng less innovative and slower. The gaps will widen, and it will be difficult for companies to compete,” he added.Not having the right people in mind puts your company at risk. Its a domino effect, Holmes said. “If you donthave the right people, youre risking your outreach tocustomers. Your marketing

50、 campaigns are going to thewrong people. Its a domino effect that goes throughoutthe organization.”17In 2020, most organizations had to completely rewrite their training plans by March. Hopefully, this year will be different. But the lessons from last year as well as the lessons from previous years

51、highlight thenecessity of ensuring that companies have the agility to reskill, upskill or cross-skill for whatever 2021 brings. As companies anticipate this years needs, they must assess their talent and strategize to ensure that the workforce has the skills needed to last throughout the employee life cycle.“Those companies that invest in upsk