Addressing the digital skills gap directly requires more than just a growth mindset and agile thinking if companies are to transform their workforce.
The digital skills crisis and the “big resignation” are forcing [شهدت أميركا وبريطانيا موجة كبيرة من استقالات العاملين مع تقلص انتشار جائحة كورونا] Employment on development in the post-pandemic era. The race for digital transformation in all sectors also shows that the demand for digitally skilled labor has never been higher than it is today. And by 2030, 75% of jobs are expected to require advanced digital skills. In addition, the “Great Quitting” wave has taken 4.5 million people out of the UK labor market since November 2021. Now companies face the challenge of attracting and retaining In employees against this turbulent backdrop. One thing is for sure, the competition for the right talent has never been so fierce.
But amid this growing instability, it is becoming increasingly clear that the accelerated digital transformation is ushering in a new era of resilient, adaptable talent dedicated to its own development. Companies need to prioritize the development and nurturing of these individuals, as well as the professional skills needed for companies to thrive in this emerging post-pandemic digital landscape.
So how do business leaders identify those specific competencies and characteristics within their organizations? How do they nurture this kind of ability in their employees?
Digital transformation and the fight for new talent
To say that the pandemic has affected the labor market is a gross underestimation of the complexity of matters. The pandemic has brought about the rise of a digital first world that tends to be driven by the generation of the digital age. As such, employers should not ignore the link between digital skills and talent retention.
With expansion, digital transformation has created a vast new world of opportunities that require specific skills in several areas, including, for example, cloud computing, data, cyber security, software, and hardware. We are now in a position where these new digital roles are not filling up as fast as they appear, thus causing the digital skills crisis we are facing today. In addition, business and IT leaders are increasingly diverse on understanding digital priorities within organizations.
In addition, successful digital transformation requires a change in business attitude, which in turn requires a variety of ideas. We are now in an era when other issues such as the environment, society and governance, improving social mobility in industries, and diversity and inclusion are still high on the corporate agenda, and rightly so. These issues are guided by young and ambitious talents who are passionate about making the world a better place by pursuing their careers, and transformation on a scale.
Now more than ever, employers must strive to drive impactful change by attracting and retaining talent. More needs to be done to nurture this new era of talent.
Combination of professional and personal skills
As the gap in digital skills widens, this attitude towards learning has never been so important. With the current half-life of technical skills at two and a half years, employees should strive to improve their skills to remain employable. An important feature of this new era of talent is a drive and desire to continually learn, whether through webinars or paid professional courses. Talents have a growth mindset and understand the value of staying nimble to maintain a competitive edge in today’s job market.
The precarious labor market is increasingly causing business leaders to wake up from their slumber, acknowledging that vocational skills are not the complete solution to the skills gap. A balance must be found between the development of the technical skills of young professionals together with the increase of the personal skills and competencies needed to make innovation and bring it to the workplace, so that skills such as communication, empathy, curiosity and cooperation become important qualities that must be cherished. along with professional technical skills.
Those who show a desire for continuous learning and self-development increase their chances of getting a job. Most importantly, they will help organizations create innovation and solutions at the forefront of the digital transformation race. Any robust recruitment process should consider appointment for competencies and qualities that show flexibility and adaptability.
Cherish the new era of talent
It is important that organizations now build themselves around the cognitive abilities of their employees, including recognizing that innovation, collaboration, and interaction all improve workplace conditions to improve cognitive flow. With the added tension associated with the pandemic contributing to the “Big Resignation”, it is not surprising that business leaders are seeking to invest in better care for their employees to help retain existing employees and attract new talent.
So, because continuous learning is a key feature of staying serviceable in the field of digital skills, companies need to offer a model of continuous and flexible learning. Training should become an integral part of employee roles by advocating small, iterative learning interventions, called micro-learning, that is, learning processes that take place in assimilable parts. [من قبل الساعين إلى التعلم]. Not only can this small size information be processed quickly, it also increases memory retention rates by more than 90 percent.
Micro-learning promotes diversity and well-being within organizations because it includes more all employees. It also removes from the added stress associated with learning in a classroom-style environment, as it has a more interactive approach. In addition, it is easier to deliver in a hybrid or virtual work environment, making it ideal for the new era of business.
Redefine talent management for the future
Talent management has experienced more transformations over the past 12 months than in the past decade. The rise of individuality-driven generations has determined the pattern of millennials [البالغون مطلع الألفية] Generation Z [البالغون اليوم] In the workplace, unprecedented pressure is placed on business leaders to reduce their perception of their employees as gears in a machine, so that they have to unleash their employees’ individual skills and abilities.
Learning how to create a fertile ground within your workplace that nurtures this new era of talent in human resource management provides a unique opportunity to look ahead and hire employees based on their true potential or abilities rather than the skills they can display when they have a job.
As digital services and technology continue to evolve, companies need to hire smart young minds who are willing to adapt their skills but are also ready to advance. Utilizing this diverse talent will be critical if we are to maintain the robust pace of digital change and maintain our position as a leading technology country.
Grace is a talent management consulting firm. Since 2012, I have worked with several companies to recruit thousands of skilled graduate professionals into them as the demand for professionals skilled in change, data and technology continues to grow. Grace’s advisory services support companies to rethink their talent strategy, build long-term skills capabilities, and bring about digital transformation and change.
Grace programs are designed to promote change +, data + and technology +, with the goal of providing graduates with the skills they need now and in the future, as well as giving companies access to the very best talent diverse in their mission.
This year, in the Financial Times 1000’s list of the fastest growing companies in Europe, Grace ranked 855, making it the eighth fastest growing management consulting firm in the UK.
* CEO of Grace, an emerging talent management consulting firm
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Originally Posted in Business Reporter
Posted in The Independent on June 16, 2022