Editor’s note: How straightforward is it for workers to develop their careers, move sideways or move into a completely different role? I’ve been told I have transferable skills but throughout my career I have found it impossible to move sideways into roles outside of the sectors or disciplines I have previously experienced. This research reflects my experience. There is a challenge here for employers. How do you enable more workforce mobility?
Editor’s note: Why is skills development such a big challenge for L&D? Isn’t it the core role of L&D? It would seem not and in this article, international learning and organisational development director Simon Gibson reflects on the risks of not aligning current and future skills requirements with business strategy.
Editor’s note: Research from Degreed shows workers’ feelings about their own skills and how they have been impacted by the Covid-19 pandemic. The findings show just how important skills have become over the past few months.
Major expansion of post-18 education and training to level up and prepare workers for post-COVID economy
Editor’s note: This week, the UK prime minister Boris Johnson set out plans to transform post-education training and skills. It looks as if there will be flexible funding for adults to develop skills throughout their career.
Editor’s note: The Open University has just launched it’s annual Business Barometer research into the UK skills landscape. The report shows the – in some cases catastrophic – impact of the pandemic on skills development in organisations. The paradox here is that many organisations are looking to reduce headcount to save money whilst at the same time looking to fill skills gaps.
Editor’s note: The UK’s National Careers Service has started to curate courses to help people develop their digital and numeracy skills. There are some interesting ones from Futurelearn listed here.
Editor’s note: This research looks at reskilling and how companies are looking to reskilling programmes to help provide the capabilities needed for the future.
Editor’s note: Research of 5,000 workers by City & Guilds shows that only 9% use their full skillset at work. There are a range of reasons for this which are highlighted in the report.
Editor’s note: I really don’t like the term ‘power skills’ used in this article. That said, analyst Josh Bersin makes some good points (supported by research) about organisations’ need to be able to think differently about developing ‘soft skills’. Interestingly, he suggests that simply shovelling digital soft skills resources into a learning management system won’t cut it for employees.
Editor’s note: This latest research report from Towards Maturity takes a look at how organisations are reskilling and upskilling their employees. It also looks at the types of skills that organisations believe are ‘essential’ for learning practitioners.
Infosys Talent Radar 2019: How the Best Companies get the Skills They Need to Thrive in the Digital Era
Editor’s note: According to this research of 1,000 executives, the skills in greatest demand, but hardest to find, are adaptability, communication and analytics. Can the same be said of your organisation?
Editor’s note: The Learning and Performance Institute has shared some insights from its Capability Map, a tool L&D teams and professionals use to identify skills gaps. It’s fascinating to see the top and bottom five skills . . .
Editor’s note: If a third of UK graduates are overeducated for the role they are in then what does this say about degree-level education? And what is the impact of overeducation, or underemployment, on organisations? Overeducation is a persistent problem for UK employers.
Editor’s note: This is an interesting resource from the Organisation for Economic Co-operation and Development. It features, amongst other things, a skills diagnostic to show what types of skills are in short supply across a number of regions in the UK.
Editor’s note: This research provides some examples of how organisations are enhancing the employee experience in order to retain employees. For example, Deutsche Telekom in the UK allows employees to use 20% of their time to work on projects that sit outside of their core role.