RADIO PANAMA Editorial Office
In a world where technology sets the tone not only on a personal level but also
and although all companies need to take advantage of the full power of
innovation to remain competitive, companies could count on better
tools to address the digital skills gap.
In fact, recent research from MGI and the Practice of Organizational Performance
and People from McKinsey shows that 87% of global senior executives surveyed
said their companies were not prepared to address the gap in
digital skills, and that was before the pandemic caused dramatic changes
towards remote work and electronic commerce.
Companies that are not digital natives are often outnumbered in talent deals
technological or surpassed by candidates with a lot of experience. that’s an indication
that they need a fundamentally different approach to recruiting, retaining and enabling the talent they need, one that moves away from insisting on narrow specialization and takes a broader view of the potential within people.
Faced with this reality, recent research from MGI and McKinsey’s People and Organizational Performance Practice reveals a number of key strategies that could help companies cultivate technology talent.
Among the key strategies is not to overlook the people within one’s own
organization that could make a change, since the tendency to pigeonhole women
people based on the work they do in their current roles is particularly
entrenched when it comes to current employees.
Internal opportunities do not have to involve promotions as they can be
lateral movements with greater technological specialization. The most element
important is to help people get a more varied experience; Creating internal mobility that allows employees to add new skills and change direction can keep them energized and stop burnout.
bold hires
Added to that, it’s important to have the confidence to make bold hiring decisions, because while data shows that tech talent can come from a wide range of backgrounds, some employers remain conservative when it comes to hiring.
Heavy against the speed of advances
tech workers and the fact that tech workers have a higher
mobility, caution can backfire.
Since it’s common for first-timers to expand their skill set by more than 50%, employers could benefit from a new perspective that allows them to select candidates based on their potential and background.
This means evaluating candidates not only on their current responsibilities, but
also in their transferable skills, intrinsic capabilities and potential to succeed in new roles. Since technical skills can be taught, it has
It makes sense to look for the kind of mindset and relevant soft skills that the job demands.
Market Stall.
Also, given the mobility of tech workers, employers may want to evaluate the totality of what they offer to employees, and one of the most important components is the opportunity to learn. It may seem counterintuitive to invest in training someone who might leave, but the biggest risk is not training and developing the people who stay. Deepening and expanding the digital skills of the entire workforce pays off in the form of productivity, innovation, and retention.
Learning can take the form of structured face-to-face courses tailored to specific employee groups or digital content modules that employees can access on their own. However, nothing can replace learning by doing and training delivered on the spot. Every organization would benefit from middle and front line managers with the ability to teach as well as
workers with the ability to learn.
Companies that still have a long way to go in their transformations
digital can feel at a disadvantage when it comes to instilling skills
technological. But they can tap into an entire ecosystem of training resources
technological.
They can, for example, pay for people to attend external classes
or boot camps or make use of the universe of online courses that
proliferates rapidly.
Ultimately, closing digital skills gaps is not a one-time effort but an ongoing process.
The ever-changing nature of technology means that even high-level experts are constantly learning and improvising on the job, and opening the field to all employees, especially people who want to reinvent themselves, is a smart tactic to activate talent and stay ahead of the curve. the vanguard.
