If reskilling is one of the biggest opportunities for business to ready their workforce for the future, it is also one of the biggest challenges. Without accelerating our progress on the skills agenda, we won’t have the talent to take advantage of the new jobs we are creating. This is both a business and an HR challenge, and it, therefore, demands organization-wide interventions to deliver results. Companies that unlock reskilling at speed and scale will transform at a pace that leave their competitors behind.
Google Health announced that its AI system was just as good, if not better than human radiologists at detecting breast cancer. The implications for radiologists—for example, around selection requirements and on-the-job clinical training— and for those in downstream jobs, such as radiology technicians, are uncertain. This is just the first trickle of such watershed moments to come. Meanwhile, an event like COVID-19 gives us the impetus to think about how the workforce can be reskilled from one sector to another.
Mercer’s 2020 Global Talent Trends Study reveals that current realities and unresolved debates weigh us down, even as we see a future full of opportunities in this new decade. An opportunity which, for now, seems halted by COVID-19. The changes we are witnessing, brought about by uncertain times, are not only disrupting our present but will set a new normal in how we live, work, operate, and do business.
Rushing to reskill
Diese Geschichte stammt aus der July 2020-Ausgabe von People Matters.
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Diese Geschichte stammt aus der July 2020-Ausgabe von People Matters.
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