"The guiding principles and the four workforce management imperatives outlined in this document are a preliminary response to the unfolding crisis. They are intended to serve as a tool for Chief Human Resources Officers (CHROs) and other business leaders."
There is little doubt that we are seeing a dramatic shift in the way we work. The 2020 Global Talent Trends Study examines how leading companies balance cost and care to win in an evolving and unpredictable world.
"We need more sophisticated ways to envision possible scenarios in preparing for the skills of tomorrow. We know less about technologies than we think."
So, what is to be done?
"There are efforts underway to reimagine education, training, and hiring in ways that will put career skills front and center… This shift could open jobs to a wider range of workers, but opportunity seekers will have to be able to develop, demonstrate, and clearly articulate skills."
Organisations are facing a complex mix of talent management challenges in a world marked by talent shortage and digital transformation. The following research and analysis presents a set of key skills development tactics to help close the skills gaps.
While there is a lot of focus in the recruitment world on the "war for talent," it is also critical to give current employees the skills and knowledge they need to be successful and drive their employers' businesses forward.
Overcoming the current talent gap in the Canadian Power Utility sector has become a priority for every board of directors.
TRANSEARCH International Toronto partner The Bedford Consulting Group highlights the tremendous challenges ahead as the sector works to keep pace with digital change and adopt new technologies in the name of efficiency, environmental responsibility and innovation.
Leaders are re-imagining their workforce models to explore how technology, expanded work settings, and talent can be used to address disruptive forces that are shaping the future of work. Many are re-evaluating their talent profiles, including how they measure the skill sets required for success in the future.
"As a current CFO or emerging financial executive, how profound is your understanding of digital and AI technologies specific to the finance function? How will you glean a deeper understanding of which AI tools your organization can adopt for a competitive advantage?"
"Companies need to understand the underlying trends in technology and talent and capitalize on them - instead of resisting them - to emerge stronger, more agile, and better able to respond to an ever-changing environment."