While the skills gap coexists with the talent crisis, leaders struggle through the two in order to find the right fit. Indraneel Das, Global Head Learning & Development, Kohler feels that skills gap always existed but as a hammering effect of the pandemic on the economy, the gap has broadened.
Having been a mentor for more than eight years, Das feels that skills gap always existed but as a hammering effect of the pandemic on the economy, the gap has broadened. As a leader, he has been instrumental in creating and driving leadership development and change management through an organisation-wide ‘beliefs & behaviours’ framework across 35000+ associates of Kohler around the world. His vision for his own function is to propagate a self-motivated learning culture which he fondly calls #loveforlearning.
The skills gap is widening and becoming a larger and more serious drag on business efficiency globally. What's your take on this?
Let me start by saying something - skills gap is not a new thing. It has always existed. At a very fundamental level, I look at it as a very healthy sign of change rather than a challenge. Having said that, the COVID19 economic shock has made the skills gap broader and the need to close it more urgent. Four things are driving the skills gap, as pointed out by the World Economic Forum: evolving nature of work and work environment, technology (and its pace) and changing demographics of the workforce and ever-evolving challenges in the labour markets. However, I would like to add that there would be a lack of predictive research and subsequent efforts to skill, reskill and upskill efforts for everyone in the employment chain.
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Denne historien er fra October 2021-utgaven av People Matters.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
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How Digital Transformation Can Power The Great Reset
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The Crypto Meltdown Of 2022
FTX implosion: A setback, but not the end for the crypto market
Govern Pre-IPO Unicorns to Create Value; Not Valuation
Billion-dollar startups always make the headlines. But is there true value behind those eye-catching valuations? How can proper governance be implemented for these much-hyped companies?
On change and change management
The best way to end the year, especially such a disrupted one as 2022, is by laying the groundwork for the year to come. Michelle Yong, Head of Resourcing at Shell, offers some insights on change management to bring us forward into 2023
The Great Reconnection: A paradigmatic moment for employers and employees
This year has not been a good one for employee retention. The Great Resignation, originally thought to be a US phenomenon, has emerged in Asia now. But is there a way to turn it into the Great Reconnection?
Lessons Managing in leadership: a global hybrid team
What takeaways can we draw from the pandemic? Fatima Koning, Chief Commercial Officer at IWG, shares what the last five years have taught her about managing a global sales team across 120 markets in the hybrid model
Eight HR trends that we saw throughout 2022
As companies manage their workforces in a dynamic era, HR departments have continually adapted and adjusted, and never more than this year as digital acceleration and workplace evolutions came together
One way to turn the tide of employee retention
There's a surprising link between skill development opportunities and job satisfaction. Here are some ways of boosting skilling and thereby talent retention
A key focus for L&D going into 2023 should be business alignment
Venkat Subramaniam of Degreed believes that learning is core to business success and organisations need to invest in the right processes and technologies to adapt to continuous change
WOMEN IN LEADERSHIP CAN BE GAME GHANGER FOR INCLUSIVE FUTURE OF WORK
BREAKING FREE FROM THE STEREOTYPES IN THE INSURANCE SECTOR, PAMELA THOMSON-HALL SHARES HER JOURNEY OF BEING A CHAMPION FOR WOMEN AND BRINGING ABOUT A CHANGE IN A MALE-DOMINATED INDUSTRY
