Employer Branding through Continuing Education & Lifelong Learning: Promoting and tying talent

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In today's world of work, tasks are constantly being automated and processes optimized. Success is more than ever based on a qualified workforce. But all employees need access to relevant teaching materials and training.

Employer Branding through Continuing Education & Lifelong Learning: Promoting and Retaining Talent Employer Branding through Continuing Education & Lifelong Learning: Promoting and Retaining Talent

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Expert deficit despite automation


What is the risk of losing the job, driven by automation and digitization? 47 percent of all employees in the financial services sector believe their workplace is threatened by technological progress. Panic? In reality, however, the situation is more complex. Certain jobs will certainly disappear through automation technologies, and at the same time new ones will emerge. In addition, by eliminating simple administrative tasks, employees can focus much more on more innovative value-adding activities.

The bigger challenge for Company However, the search for suitable employees and the retention of these talents represents. According to the ManpowerGroup's Talent Shortage Survey, 40 percent of employers confirm that they already have a shortage of qualified employees today. So the question remains, how big the "net effect" will be from increased efficiency, elimination and systematic shortage of talent.

For example, South Africa's commodity-based economy, an industry with a low level of qualification, is becoming a service-based economy that needs a larger qualification spectrum. At present, there are too few "highly qualified" employees. This circumstance restricts the development of South Africa and has led to a relentless competition for talent. Highly qualified employees have the choice - if the job does not suit them, they can leave an employer at any time in the certainty that they will quickly get to a competitor.

"Treat employees so that they only want to work for you."


So how can companies accomplish the squaring of the circle and fill vacancies with employees of whom there is not enough? To put it in the words of Virgin CEO Richard Branson: "Make employees so good that they can work anywhere, and then treat them so that they only want to work for you." It crystallizes to me The following: Employees should receive the best possible support in career development.

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Employees rarely give a place where they feel an appreciation of their work. Both the payment and the non-financial benefits of working at home, as well as a sponsored membership in the gym, play a role. However, companies must feel more committed to their employees. "Mens sana in corpore sano", today "Low Carb Engaged Work-Life-Balance with Virtual Empowerment", also makes it clear that lifelong learning is of great importance for the entire workforce.

Promote - do not neglect


Companies are hiring young technology-loving talents in the hope that they will become the leaders of the future. However, research from Oracle has shown that the bill does not work out. Only 21 percent of lower-level employees see opportunities for career development with their current employer, and only 39 percent look forward to long-term employment in their company.

One of the biggest causes of this is that the opportunities to train themselves are considered "too small" or "irrelevant". The fact that "with the feet is tuned" is nevertheless in a Knowledge Economy no miracle, but self-protection.

Training programs and courses should be personalized and career-related. In particular at lower hierarchical levels, employees feel that training and training are unrelated to their development plan - in other words meaningless are "step up" for a step. 60 percent of executives and managing directors see this quite differently - this level recognizes the context for itself.

Exciting results generated by the Oracle study "From Theory to Action". Employees want tools for online collaboration, such as webinars, whiteboards, and social networking - so they're eager to learn. However, we also found that only 22 percent of lower-level employees have access to such resources, while nearly two-thirds of higher-level employees can use it.

Tying and promoting talent


HR managers are increasingly faced with the pressure to retain highly qualified employees due to the growing lack of talent. The level of salary and career opportunities play a decisive role - especially when recruiting new employees. Money can be mobilized quickly via budget. A career-oriented modern system for lifelong learning, in order to bind and promote talent, is not even implemented quickly. A shift in the emphasis of HR on modern and task-related training and learning offers is indispensable to circumvent the talent deficit problem from the inside out.

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At the same time, companies are confronted with several challenges at the same time: on the one hand, the speed at which the corporate environment is changing and, on the other hand, talent is becoming scarcer. In these circumstances, traditional human resource processes are no longer effective and HR teams must take initiatives to ensure a stable workforce and the future success of the business.

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