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Editorial article published by: Dirigentes Digital
By: Iván López, VP Corporate Global Sales at ODILO
In the new business landscape, labor models, worker prospects, and technological influence have changed the paradigm regarding what to expect in corporations. In this environment, the skills gap has become a critical concern for employees and employers.
Regardless of the sector we focus on, suitably qualified talent is essential to driving innovation and maintaining competitiveness. However, where should companies focus their efforts to achieve the competitive advantage that allows their team and the organization to grow in such a changing environment?
The solution lies in implementing unlimited learning ecosystems that allow customization and adaptation to each company’s case. In addition, the company will obtain relevant and quality data regarding what and how their teams learn to adjust the content and learning experiences constantly to maintain relevance in the training strategy. The significance of this strategy lies in an approach that connects directly with business competitiveness and employees’ personal growth as a crucial axis to close the aforementioned skills gap.
Companies are well aware of the need to invest in creating specific talent that responds to the organization’s needs. In fact, according to Pluxee’s HR Trends and Challenges Study 2024, two out of three companies in Spain will offer training programs during 2024.
This situation, accentuated by the shortage of qualified talent, highlights the urgent need to update skills and roles within companies constantly. Creating a liquid and up-to-date training strategy is essential to respond to the dynamic needs of each company. A strategy that addresses current gaps and anticipates and prepares for future challenges.
Integrating emerging technologies in these training programs is not just an option; it’s a necessity. Digitalization facilitates access and the desired personalization of learning, adapting it to the specific needs of each employee. Tools such as AI are not just helpful; they are transformative, allowing the maintenance of employees’ interests in their learning environments by recommending content related to particular needs or interests and ensuring that each individual receives the most relevant training.
Another essential pillar in avoiding the current skills gap is measurement. What is not measured cannot be improved. The importance of this point in strategy formulation cannot be overstated. By measuring more holistically, more effective training programs can be designed and aligned with each company’s specific needs, thus optimizing development and ensuring a more significant return. This is not just a suggestion; it’s a necessity for progress.
Getting talent that responds perfectly to a company’s day-to-day demands and requirements is the most valuable part of building the best possible team. The skills gap is a challenge that requires strategic action that all company levels must consider. Only through a holistic and proactive approach to talent management will it be possible to close this gap and ensure an ambitious future for companies and their teams.