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Not long ago, the approach to building a team was straightforward: if you had a specific need, you hired an employee with that exact skill. This hiring model was effective and made perfect sense for years.
It was a reliable strategy in an era of predictable technology cycles, where major disruptions to a job function were few and far between.
A classic illustration is the Tech Infrastructure Administrator. An administrator could be proficient in Windows Server 2012, and when Windows Server 2016 was released, a simple training course every four years or so would be sufficient to bridge the knowledge gap. The problem was solved.
Today, however, that reality has fundamentally changed.
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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 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.
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.
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.
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.
Book a Free Strategy Session with Readynez Consultants to learn more
"Proof is in the pudding" as they say. Let us show you, how we will make your Digital Skills work. It will most likely be the best spent 30 minutes of your entire project.
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