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Revealed: The top skills driving TA transformation

Skills have become the new currency of workforce and talent strategies, as organisations target workforce upskilling to drive transformation, new research reveals.

 

Mercer’s 2021 Global Talent Trends Study shows that more than 50% of organisations embarking on transformation are targeting workforce upskilling and reskilling of critical talent pools.

Almost a third (30%) of UK HR leaders believe lack of workforce capability and future skills is one of the biggest challenges to their organisation after the global pandemic caused a seismic shift in the nature of work for many businesses.

 

New skills needed post-Covid

To better adapt to evolving business needs, 58% of UK organisations have already started to identify new skills and capabilities needed for post-pandemic operations, with 21% of HR leaders implementing skills-based strategies such as pay-for-skills.


The report suggests that until recently, job descriptions and titles have defined how companies viewed work, how they set salaries and made critical decisions around talent and workforce transformation, but that has now evolved.

 

“It became clear during the pandemic that skills fuel business transformation and organisational resilience,” said Kate Bravery, Global Advisory Insights and Solutions Leader at Mercer. “Companies that took inventory of their workforce or talent ecosystem have been able to find talent quickly, move talent to where it’s needed most, and make critical talent decisions to keep the business running during uncertain times.”

 

A more agile way of working
The report also suggests that due to a shift to more remote working, collaboration skills (60%), inclusive empathetic management (58%), and adaptability/growth mindset (open to change) (44%) were critical for future resiliency.

 

“How we work is changing at pace and how organisations were set up a year ago is likely to be out of date now,” said Lisa Lyons, UK Workforce Transformation Leader at Mercer. “A more agile way of working is needed to meet this changing business environment. Savvy leaders who want to stay ahead of competition will value skills as their new currency.

 

“Now is the time to build organisations that can flex to market changes and align talent to where demand is. This requires us to challenge the idea that a job has fixed responsibilities and skills. Instead employers should deconstruct jobs into tasks and required skills and democratise work opportunities for all. Focusing on skills gives companies greater precision for workforce planning, talent management and building the workforce for the future.”

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