In the midst of the so-called Great Resignation, the message has been conveyed loud and clear: things need to be replaced to make sure our organizations attract, recruit, and retain the skills they want to thrive. Things like wages, conditions, and things like remote paintings have gone from fun to indispensable in the space of a year.
In Open Talent, Harvard’s John Winsor and Jin Paik define five trends that underlie the desire to replace our belief in the ability to thrive in the years to come.
The Talent Gap
The first trend deserves to be apparent to most of us, as it has long been difficult to attract the skill we need. This is especially true in spaces like tech, where reports point to a global skill hole in the sector, which represents In fact, Microsoft goes so far as to recommend that 149 million new tech employees will be needed by 2025.
Remote Paintings Is To Stay
As the world has returned to some semblance of normalcy post-Covid, the debate continues over whether or not to impose a return to the office. For Winsor and Paik, the debate is irrelevant, and they are firmly convinced that remote work is something that will. It will be here to stay. This includes the 30% of staff who need to work remotely full-time and a significant number who would like a more hybrid type of arrangement. Either way, the days when everyone works full-time on the site are definitely over.
He wants to be virtual first.
While it has long been understood that high-tech industries would adopt a virtual technique, this trend has increasingly spread to more classic sectors, such as food and beverage, which have begun to implement a diversity of virtual equipment and programs for consumers in a time interface and in the back office. As is the case, while some organizations are digitizing their existing processes, others are adopting a more holistic technique to rethink their entire business with the features provided through newer virtual teams in mind.
A Transition to Variable Costs
A salaried workforce is the embodiment of constant cost, in the sense that there is a tendency to pay the same amount regardless of the productivity of the workforce. Winsor and Paik argue that the dual drivers of automation and outsourcing replace this narrative and open up the option of outsourcing training capacity to make staff working outside the company more flexible. In fact, they claim that there is a growing willingness to do so, even for core functions, such as innovation, which would normally have been considered a competitive merit and maintained internally.
“Most companies are quite reluctant to raise constant prices of any kind, especially when it comes to recruiting talent,” they write. “Variable pricing comes with task posting, marketing, and other logistical aspects similar to talent localization, which are part of the hiring procedure that companies can outsource to hiring firms. “
New technologies will allow us to identify talent
To implement the skill more flexibly, we first want to perceive what we have and then be able to combine them well to get the most out of the business. Winsor and Paik say that new technologies, such as predictive AI, will play a huge role in helping us achieve this.
“Talent mapping leaders to visualize their skills in real-time, identify key strengths and weaknesses, and highlight potential areas for improvement,” they write.
Only when we have a deeper understanding of the skills and roles of the entire workforce will we be able to make smarter, more informed decisions about how to allocate those resources well, while also making a smart investment in skills progression to meet the desires of the workforce. moment. and the future.
Here are five trends that have shaped the world of painting since the millennium and are fundamentally changing the way we deserve to think about skill. Many managers are already experiencing those adjustments and are taking advantage of the more than 800 virtual skill platforms operating around the world. to access the 500 million freelancers who work there.
Winsor and Paik, however, say that many of those efforts are being ignored lately and that now is the time to soften them and fundamentally replace the way our organizations use skills management. If we don’t, we’re putting our organizations at risk. , because the most productive skill will inevitably be passed on to our rivals.