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In the coming decades, as the pace of technological change continues to increase, millions of workers may need to be not just upskilled but reskilled—a profoundly complex societal challenge that will sometimes require workers to both acquire new skills and change occupations entirely. Companies have a critical role to play in addressing this challenge, but to date few have taken it seriously. To learn more about what their role will entail, the authors—members of a collaboration between the Digital Data Design Institute at Harvard’s Digital Reskilling Lab and the Boston Consulting Group’s Henderson Institute—interviewed leaders at some 40 organizations around the world that are investing in large-scale reskilling programs. In synthesizing what they learned, they became aware of five paradigm shifts that are emerging in reskilling: (1) Reskilling is a strategic imperative. (2) It is the responsibility of every leader and manager. (3) It is a change-management initiative. (4) Employees want to reskill—when it makes sense. (5) It takes a village. The authors argue that companies will need to understand and embrace these shifts if they hope to succeed in adapting dynamically to the rapidly evolving new era of automation and AI.
The twin transition – which describes the move towards a more digitalised and at the same time more environmentally sustainable economy – is changing how we work, where we work and what we work on. In the medium to long term, it has the potential to lead to more inclusive growth by fostering innovation, increasing productivity, and creating quality jobs. In the short term, however, the twin transition threatens to disrupt our labour markets. As these disruptions affect regions, sectors, and population groups differently, there is a risk of widening divides between people, firms, and regions. Upskilling and reskilling are key to managing these disruptions. The publication delves into the role of social partners in equipping workers with the necessary skills so that they can adapt to a rapidly changing environment and, ultimately, pave the way for inclusive and sustainable growth.
When cloud storage heavyweight Dropbox recently announced it was laying off 500 workers, the main culprit was a technology that is dominating news headlines around the world: AI, particularly the new pressures from generative AI that are speeding up tasks and bringing the potential to change the way people work. “The AI era of computing has finally arrived,” wrote Dropbox CEO Drew Houston in a memo to employees. Given the head-spinning pace of change from new AI technologies, the Dropbox CEO said, the company wasn’t set up with the right mix of talent. “Our next stage of growth requires a different mix of skill sets, particularly in AI and early-stage product development,” he wrote.
Dropbox is by no means alone: IBM recently announced it would replace nearly 8,000 mostly back-office jobs with AI and eliminate hiring on many thousands more, within the next five years. Companies are seeing AI’s impact on jobs.
Every advance in technology results in a call for new skills. And while many experts agree generative AI will eliminate some jobs, particularly for knowledge workers, it will also create new opportunities for businesses. In the era of AI, companies will need to prepare and train existing workers for different roles in order to stay competitive.
Juan Domingo Farnós Los espacios de trabajo y aprendizaje ya no son tan diferentes como lo era en el pasado. Hoy día hablamos contextos similares, porque aprendemos más trabajando y trabajamos mejor aprendiendo... "El cuidado de los negocios y empleos significa cuidar del aprendizaje. Si el aprendizaje está en todas partes , debe definitivamente estar donde está el…
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The Great Resignation is real! Nearly 70% of organizations expect employee turnover to increase over the next 12 months, with only 1% expecting it to decrease. This is despite widespread support for a hybrid work model wherein some employees work on-site and others, remotely. Focusing on upskilling and reskilling the workforce helps address this challenge. By linking skills to business outcomes, it is no longer just Learning & Development pushing for learning programs. These links will drive leadership buy-in that gets the concept of skills pushed throughout the company to support business goals.
Automation will leave few roles untouched—and not everyone will be reskilled or redeployed successfully. Here’s what leaders can do now to give their talent, and their organizations, the best opportunity to thrive in an uncertain future.
It estimates the magnitude of the low-skilled adult population according to a broader conceptualisation which goes beyond educational attainment levels, and considers digital skills, literacy and numeracy, as well as skill loss and skill obsolescence. The study also identifies different subgroups of adults most at risk of being low-skilled, by skill dimension. Better understanding the magnitude of the low-skilled adult population and recognising different and specific target groups within the heterogeneous group of adults with potential for upskilling and reskilling, is crucial to better design and implementation of effective upskilling pathways for those most in need.
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By now, it’s probably clear to most of us that the Age of AI has arrived. Artificial intelligence applications promise to transform nearly every aspect of business, from analytics to product development to customer experience to pretty much everything else. What’s less clear is how we can best manage this potential. In particular, how do we organize and reskill our workforces to take advantage of both the automated and human skills that will be necessary to drive future success. To try to answer these questions, we invited Raffaella Sadun, a professor at Harvard Business School, to be our guest on “The New World of Work”. Raffaella’s research focuses on the managerial and organizational drivers of productivity and growth, and she is the co-author of the cover story in the latest issue of Harvard Business Review: “Reskilling in the Age of AI.” The conversation mainly focused on the reskilling challenge. Her underlying message is that companies need to adapt properly to the technology at hand. Do it right, and you can unlock opportunities for innovation and growth. Do it wrong, and you might stagnate.
Over one billion people will require some kind of reskilling by 2030 to rival the growing demands of the economy and society. And those needs won’t materialize overnight. Companies already struggle to keep a pulse on today’s changing skills landscape, evaluating how to close skills gaps in their workforces while pursuing business goals and serving employee needs. And savvy organizations know they must also anticipate and plan for future skills needs as technology evolves.
These intersecting challenges — the exponential rate of technological change and employees’ overwhelming desire to learn and develop in their roles — mean it’s vital that learning and development opportunities effectively map to real-world outcomes.
Solve your worker shortage by reskilling your current employees! Learn more about reskilling your workforce with Chronus mentoring software! Around 40 percent of workers will require reskilling of up to six months by 2024, the WEF says. This article offers insights into why reskilling is so critical today, the benefits it brings, and how mentoring can help your company realize your reskilling goals.
Canada faces a serious shortage in employees with digital and science, technology, engineering and mathematics (STEM) skills amid a tight labour market and rising demand for digital-oriented jobs.
To address this, Canada needs to increase its supply of people with digital skills by developing and attracting talent as well as investing in reskilling and upskilling its workforce
The Great Resignation is real! Nearly 70% of organizations expect employee turnover to increase over the next 12 months, with only 1% expecting it to decrease. This is despite widespread support for a hybrid work model wherein some employees work on-site and others, remotely. Focusing on upskilling and reskilling the workforce helps address this challenge. By linking skills to business outcomes, it is no longer just Learning & Development pushing for learning programs. These links will drive leadership buy-in that gets the concept of skills pushed throughout the company to support business goals.
Explore these concepts further in our newest eBook, "Reskilling and Upskilling to Stop The Great Resignation"
The long-anticipated “#futureofwork” arrived unexpectedly in early 2020. Employers completed years of anticipated digital transformation in just a few short weeks. Many employees worked fully remote for the first time, and we saw firsthand the importance of skills of the future.
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