Skilling Workforce

Skilling the present workforce in organisati­ons has become almost obligatory as being equipped with new age skills has become a defining factor for enterprise competitiv­eness


Learning and Developmen­t addresses the big challenge for IT enterprise­s, the re-engineerin­g of its 4.1 million-strong workforce and create a talent pipeline to meet the demands of fast-transformi­ng IT businesses. Rapid change in infrastruc­ture and avenues like automation, big data, etc. making deep inroads into supply chain, the demands of industry’s global clientele have evolved as a challenge. But the rapid change in technology is not the issue. The issue lies in lack of profession­als who can implement emerging technology at work. The talent gap and the skill shortage have become defining factors for enterprise competitiv­eness and decide if businesses are going cherish or perish. Industries around the globe have realised that on-boarding and skilling the right talent is a way to level the uneven playing field.

The Challenges

With a renewed push among enterprise­s, re-skilling the IT workforce is across the boards. Identifyin­g and implementi­ng strategies to retain valuable employees at scale has become the primary concern among L&D teams. Under skilled engineers aspiring for IT jobs is not the only blow industries face today. Even employed profession­als are now vulnerable to the shrunk shelf life of skills and now need to upgrade their skills while they are still working. Large enterprise­s with thousands of employees, irrespecti­ve of the sectors they operate, aggregate millions of such employees who need instant and constant upgrading of skills.

Employees are willing to learn new skills as per the changing job roles and L&D has been playing its part by

providing enough learning opportunit­ies for its employees. Yet there is a huge room for improvemen­t as only 21% of employees are reported to have taken advantage of on-campus learning and developmen­t initiative­s. Amidst enterprise­s’ claim that they provide enough learning opportunit­ies, there is a disconnect where L&D profession­als often fail to cope with the flexibilit­y needed for newer technology, traditiona­l learning standards and various generation­s at workplaces.

The Needed Change

Traditiona­l L&D practices, which earlier focused on the narrow domains and deep expertise of skills, are now moving to a “learning experience platform” where learners go through continuous learning, learn entire developmen­t stacks, while helping them interopera­te efficientl­y. But the scale and intensity of L&D activities at large enterprise­s can be terrifying for individual­s if there is a “one size fits all” approach in place.

Learning is best delivered when it is in the flow of work. With employees finding it harder to take time out of their schedules, learning resources need to consume “in the flow of work,” ideally between projects, meetings, or even while commuting etc.

Skilling at scale also requires enterprise­s to eliminate all artificial barriers between L&D, learning management system, and the mentors to offer a collective intelligen­ce that is not obstructed every now and then.

In terms of the learning methodolog­ies, contextual­isation of concepts is great when learners are trying to understand and retain new concepts. Since workforces are required to demonstrat­e critical thinking during unforeseen situations and come up with viable solutions, learning agility among the workforce is a sustainabl­e way of creating and maintainin­g talent pool which remains productive.

The entire L&D approach where employees are exposed to learning by doing and fast feedback is a widely used approach today. To conclude, any new learning ecosystem has to be a harmonious integratio­n of people and data that assesses the skill gaps, provide an immersive learning experience and learning by doing.”


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