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 the search. According to 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 resource-based economy, an industry with relatively low skill levels, is turning into a service-based economy that requires a broader set of skills. There are currently too few "highly qualified" workers. This constrains South Africa's development and has led to relentless competition for talent. Highly qualified employees have the choice there - if the job does not suit them, they can leave an employer at any time with the assurance that they will quickly find accommodation with a competitor.
"Treat employees so that they only want to work for you."
So how can companies complete the squaring of the district and fill vacancies with employees of whom there is not enough? To put it in the words of Richard Branson, Virgin's CEO: "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.
Employees rarely give up a job where they feel appreciation for their work. Both pay and non-financial benefits such as working here and there from home or even a sponsored gym membership play a role here. 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 to 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 reasons for this is that the opportunities for further education are rated as "too low" or "irrelevant". That then with "the feet is tuned" is in a knowledge economy no wonder, but self-protection.
Training programs and courses should be personalized and career-related. Especially at lower levels of the hierarchy, employees feel that training and education is unrelated to their development plan - in other words, they are meaningless for a step "upwards". 60 percent of executives and executives see it 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 facing the pressure to retain highly skilled employees in the face of growing talent shortages. The level of salary and career opportunities play a crucial role here - especially when recruiting new employees. Money can be mobilized quickly via budget. A career-relevant, modern lifelong learning system for retaining and promoting talent is not even implemented quickly. Shifting the focus of HR to modern and task-based training and learning is essential to circumvent the talent-lacking problem from the inside out.
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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