Tech Leaders: Avoid the Training Robbery Trap

Does it feel like your team’s technical skills have a shorter shelf life than ever before? For many Canadian tech leaders, the pace of change has become a significant challenge, turning yesterday’s best practices into today’s liabilities.

There was a time when building a tech team was a more straightforward process. You identified a need and hired an employee who possessed that specific skill set. It was a simple, transactional approach to talent.

This method of hiring for a fixed capability was effective for a long time, primarily because the underlying technology evolved at a manageable pace. Major disruptions to a role’s core functions were infrequent and predictable.

A classic case was the Administrator of Tech Infrastructure. An expert in Windows Server 2012 could remain effective for years, eventually taking a course to bridge their knowledge to the 2016 version. That single update every four years or so was enough.

Problem solved.

However, that era of predictability has decisively ended.

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Continuous Upgrades

Now is the time of the Skills-First Economy. Technology upgrades happen in continuous builds, and we are seeing seismic shifts in the mix of skills that are required to be productive in the Skills Economy. The demand for skills has shifted towards cognitive skills such as the ability to learn fast, and behavioural skills such as managing and excelling at teamwork.

In fact, The Worldbank’s Development report states that technological developments since 2001 has increased the share of employment with 24% ( from 33% to 41%) for occupations heavy in nonroutine and socio-behavioural skills.

Unfortunately, skill strategies have struggled to keep up and research from Forbes.com indicates that just 5% of executives now believe, that their business strategy and their technological resources are in sync.

The data

41% unemployment

The Worldbank’s Development report states that technological developments since 2001 has increased the share of employment with 24% ( from 33% to 41%) for occupations heavy in nonroutine and socio-behavioural skills.

5% in Sync

Research from Forbes.com indicates that just 5% of executives now believe, that their business strategy and their technological resources are in sync. Considering the vast investments in training, that is a shockingly low number.

The Reasons

HBR.org refers to the mechanism as the “Great Training Robbery”. What happens is, that businesses spend vast amounts of money on training that their people feel they need. But the training is not planned from the top, and time and money is wasted.

What happens?

Online Learning is made available, but your people can´t find their way around in the vast supply.
Training is conducted, but the new skills don´t connect with strategy
Courses are booked, but you are not sure if certifications are obtained
New skills are obtained, but you struggle to create real change

You´re stuck in the Great Training Robbery.

Do it right
Many of us are reluctant to start the much-needed top-down approach to skills Development. The idea of bottom-up or grassroots change feel right. It´s intuitive and feels inclusive and respectful to our people.

But it is not going to create change. In fact, change is much more likely to happen if you drive it from the top.

It does not mean that you need to embrace a hierarchical organizational structure, or that you need a culture of fear. It is a simple matter of leadership.

When it comes to digital transformation, McKinsey research shows that the single most important determining factor is the leadership.

Industry, culture, and actual tech all matter, but these things tend to be similar across competitors. Whereas the mindset, value and competence of your leadership will be the main differentiators and the determining enablers of Top-down planned Skills Development.

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