More than 83% of organizations with a skilled labor workforce state that it’s difficult to find employees capable of addressing their organizations’ hiring needs. By 2020, global workforce shortages are predicted for critical skilled roles in healthcare, high-tech, and manufacturing.
Yet unemployment in 2012 increased by more than 4.2 million people, according to the International Labour Organization (ILO), jumping to 197 million people globally. “Many of the new jobs require skills that jobseekers do not have,” said ILO Director-General Guy Ryder. That is especially true for 74 million next-generation workers between the ages of 15- to 24-years-old who are currently unemployed.
Businesses and governments alike are quickly realizing that long-term strategies for performance improvement, growth, innovation, and market share must include a workforce strategy focused on developing critical skills inside their organizations.
On Oct. 23, at NetDimensions NextSteps 2013 in London, I’m looking forward to addressing these topics and sharing global data from Brandon Hall Group on:
- Managing global talent scarcity
- Embracing our changing world: getting on board
- Creating strategic connections between performance and learning
- Developing a learning environment to build the workforce of tomorrow
The Skills Gap concerns may very well be global issues – with real business impact:
- More than 55% of manufacturing organizations say a lack of skilled labor impacts their ability to grow the business.
- More than 35% of high-tech organizations say a lack of skilled labor impacts their ability manage costs and grow the business.
- 33% of healthcare organizations say that a lack of skilled labor impacts their ability to comply with external quality standards and regulations.
But the answer to these challenges is more likely a local answer. Those organizations that ranked themselves as first-rate in managing community and educational relationships were 50% more likely to have all of their Key Performance Indicators moving in a positive direction.
Organizations that hired employees expecting to provide continuous development were correlated with the highest levels of ongoing business performance compared to those that hired people with the expectation of providing just onboarding development.
We’ll be holding several discussions throughout the day Oct. 23 about the role of learning, talent, and HR leaders in preparing their organizations to compete in a new world where performance and talent are tightly connected.