Reskilling workforces to emerge from COVID-19 crisis

COVID-19 has forced many workers to review ways of collaborating with their companies, and managers are finding that, after an adaptation period, this could be confirmed in the long run.

Although this evolution of the way of working was in place even before the current crisis, thanks to the possibilities dictated by technological innovations, the pandemic has accelerated the process. Leaders are now called upon to understand how to reposition the workforce for these changes.

According to an analysis by McKinsey, there are six steps that companies can follow to retrain their staff:

1) quickly identify the skills that are missing and that will serve to re-emerge: it is crucial to map the necessary value drivers and the key roles that need to be retrained, what changes in activities, behaviour and skills are required.

2) develop the skills of the employees for the new business model: the first step is to build a set of skills and a tool kit that will be useful regardless of the specific role of an employee, focusing more on the digital, cognitive, social and adaptability areas.

3) start tailor-made learning paths: with the evolution of the operating model, it is essential to iterate the strategic planning of the workforce to determine the right skills to be developed quickly and on time.

4) initiate, test and correct the aim: the mere fact of starting learning paths makes companies more aware of needs, allows them to test the effectiveness of courses and new skills to mature and improve the quality of training.

5) act as a small company: research shows that small companies (with less than a thousand employees) have greater ease of introducing training innovations and retraining their staff, thanks to their flexibility and a clearer vision of the needs, which allows him to reason faster on priorities.

6) protect the learning budget: use the training budget to enhance skills a key strategic lever to adapt to the next normal. Make training more digital and more accessible to your employees. If necessary, it also uses external training partners.

As evident most of the issues raised by McKinsey apply very well to the activity the NewMetro Consortium is carrying out. The implementation of the Project, which includes as fundamental input the cooperation with all Stakeholders, industries and relevant associations in particular, will be of tremendous impact to solve many of the matters analysed there.

You can read the entire McKinsey study here.



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