In collaborating with numerous organisations across the globe, we frequently encounter questions such as, “What are the skills of the future?”, “What skills will my people need?”, and “How will the work they do change?”
Predicting the Future
While these questions may seem straightforward, when we delve beyond stock answers, such as the need for better digital skills, their profound nature is revealed. Essentially, they seek to predict the future. Not quite as simple as one might think. Numerous variables come into play when attempting to answer these questions. These include technological advancements, their likely pace of progress and global adoption, the dynamics of hype cycles for each technology, the barrage of predictions from the media and specialists, and a technology environment that now enables an individual at home to develop groundbreaking innovations. Additionally, emerging business models, shifting consumer demands, and global challenges like climate change are all crucial factors to consider.
The Cost of Instant Insight
Understandably, individuals are in search of answers to these intricate questions, and fast, so they can make informed decisions for their businesses or personal progression. Staying ahead of the competition, whether it be vying for the same job position or a company striving to lead the market, often necessitates rapid decision-making. This urgency often leads to a common scenario for many, where solutions are sought through the simple act of pressing three keys: G, P, and T, followed by a moment of relief as one is greeted by the query, “How can I help you today?” from the world’s most used AI assistant.
If major decisions were not being made off the back of this information, this would be fine. But a reliance on “instant gratification” research such as this raises a problem. The issue arises when significant decisions, such as investment choices, selection of learning and development programmes, and the determination of cultural and workforce operational models, are based on this level of research.
In a way, this dilemma is not new but has manifested in various forms over time. Whether it’s conducting a quick Google search, perusing a polished consultant report, or delving into a think tank study, each of these artefacts promises to transform you into a “5-minute master” of any subject. However, these seemingly authoritative sources frequently depend on external data, and not just any data, but data of questionable quality.
Applying General Solutions to Specific Problems
The big problem with such an approach, of course, is the lack of context. If you hold the position of Chief People Officer within a company, whether it’s a burgeoning startup or an established giant with a 500,000-strong workforce, you will be acutely aware that your organisation is unique. A generic answer ultimately will fall short of addressing your specific needs. It’s only with a deep comprehension of your current workforce, including the individuals and their roles, the skills gaps and areas of strain, your approach to technology, and, crucially, your organisational culture, that you can even begin to contemplate forecasting the future.
It’s also crucial to recognise a fact that we all know, but find much harder to utilise. People aren’t just about skills. While the prevailing message sold to organisations worldwide today by leading companies and experts focuses predominantly on skills, this perspective is overly simplistic. Individuals are not merely repositories of skills; they have capabilities and the capacity to engage in activities that drive objectives forward. Some tasks may be routine and uninspiring, others creative and stimulating, and certain activities might not even be considered work in the traditional sense, yet significantly impact culture. Informal interactions, such as watercooler conversations, office kitchen chats, or virtual coffee calls, assisting colleagues, and building rapport, are invaluable for fostering team morale and unity. People have goals, aspirations, and unique personalities, highlighting the human aspect of the workplace and the importance of human discretionary effort.
Indeed, numerous organisations have embraced the skills-centric approach, deploying HR tools that allow employees to update their skill sets. Platforms such as LinkedIn further popularise this trend with skills tags, ostensibly simplifying the process of showcasing and discovering professional capabilities. While this tells us something, it is far from a complete or comprehensive view of capability. The reliance on self-reporting introduces a layer of subjectivity; people are busy and so won’t update their skills regularly. The tagging system, while helpful in theory, raises questions about its effectiveness and accuracy. Do people really fill out their skills on these platforms? Are these measures accurate reflections of an individual’s true abilities and contributions?
Decoding the DNA of Your Workforce
So, what’s the solution? The key is to leverage the strengths that already exist within your organisation: the relationships you have with others both inside and outside. This can and should be done in addition to traditional skills and competency based data on the workforce. The goal is to comprehend the workforce more holistically, gaining insight into daily tasks, preferences, and sources of frustration – individualistic and social qualities that go beyond skills. This approach still draws onexternal data and market trends. But it also encourages a nuanced strategy where such information is considered within the specific context of your own organisation. By combining a better understanding of your workforce’s unique position with broader industry insights, it will be possible to develop a more informed and effective workforce strategy for navigating the future. Recent advances in generative AI now offer new insights and ways of understanding the world of work.