Reskilling for Flexibility
ChapmanCG recently partnered with Mercer to host a “Future of Work” Thought Lab and panel discussion on Reinventing for Flexibility: how skills-based talent practices are defining the new shape of work.
Kate Bravery, Global Advisory Solutions and Insight Leader at Mercer presented data from research they had recently conducted, we were then joined by our panel for a discussion on the points raised.
You can watch the video of our Thought Lab here
Some of the key points from the research and our panel:
From the presentation given by Kate:
- 56% say reinventing for flexibility is a core part of their 2021 transformation plans
- 51% are focused on identifying future critical skills and plan to take a targeted approach
- Collaboration, prioritisation and a growth mindset are top new skills being looked at by businesses
- 46% are seeking to expand their talent and learning ecosystem
- From our Audience Poll: No. 1 reason why companies are not making as much progress as they’d like is a lack of data and technology
Travis Barton reflected that the pandemic has served as a “magnifying glass” for leaders. It has meant that they have looked closely at individuals, how their capabilities are measured and the skills they need not just for their roles but for their teams and the future of the company and the employees. Reflecting on GE, she was impressed with the way they had “stepped up” in terms of their innovation and progressive thinking. Most recently an employee found a way to 3D print a mask in 15 minutes using only nine cents worth of plastic!
Markus Graf explains that Novartis, as a company, is already in the process of transformation to a skill-based talent management system. There are three key elements:
1. Associates first – they are at the centre of it all
2. Working as one team
By using this, together with tapping into the data acquired means that they are able to create skill pathways that are of benefit to the associate and the business. As a result, the business is requesting that HR as a department “steps in and steps up” to deliver the business requirements. “If we don’t have the necessary business skills, we won’t be able to innovate new therapies.”
Retail has been deeply impacted agreed Michelle Wilkinson from Pandora but as an organisation they have been embracing transformation that started before the pandemic – this has now been accelerated particularly in the push towards digital growth and e-commerce. The focus is on how they create stability for the organisation whilst still looking at growth for the future. As a result, they have been looking at critical capabilities and roles within the organisation that will drive the business forward. More strategically, they are also looking at redefining what leadership looks like for the company and identifying the skills required in this more prominent digitally enabled world.
Click here to download the presentation by Kate Bravery from Mercer.
ChapmanCG and Mercer Thought Lab video in full
More articles from ChapmanCG
Global HR Update Q1 2021
As we start 2021, it is clear that HR will remain ‘front and centre’ for…Read
Strategic Global Rewards: A ChapmanCG HR Exchange
Earlier this month we facilitated the first European ChapmanCG Rewards HR Leaders Exchange of 2021…Read
Throughout 2020 we ran various Virtual Gatherings and People and Culture Labs. We have had…Watch
What 2020 has meant to ChapmanCG
Matthew Chapman, Founder We always believed HR was “at the centre” but this year has…Read