Bridging the skills gap calls for new HR think
In an era where knowledge and skills play a significant role in organisational success, the widening gulf between the skills workers have and the skills they need are having a direct impact on recruitment, productivity and morale. Global businesses are not only struggling to fill positions that require technical expertise, but are also unable to fulfil their requirement of employees with basic communication, leadership and organisational skills needed for entry level white collar jobs. The highest on the list of needed skills though are those associated with management and leadership.
One reason for the skill gap could be plain demographics. There are fewer candidates entering the workforce, and not nearly enough X and Y gen workers to fill the huge void left behind by retiring baby boomers. Also, companies complain that many of the fresh entrants in the job market fall short of the communication and leadership qualities, making it tougher for them to find the right fit for their requirements. Yet another reason could be the rapid changes in technology. This is creating an almost permanent backlog of skillsets that need to be updated. The sky-rocketing turnover rates are only adding to the long list of woes plaguing organisations worldwide.
Skill shortage lengthens the time taken to fill positions. At a practical level, it affects productivity and morale as departments scramble to get the work done without enough staff on board. In the long run, it can also affect strategic planning and growth outlook of organisations. By understanding these breaches in demand and supply of skills, and by identifying their causes, companies can take steps to avoid and eliminate them.
Top drawer talent is available in the market (for a price of course!) while others consider short term recruitment or outsourcing - a cost effective, but potentially risky process. But despite the alternatives available to companies in a crunch, nothing beats long term planning and strategy when it comes to closing the skill gap and staying on top. A roadmap is the crucial first step toward bridging the skills gap. It should ideally be made part of HR training and recruitment strategy, or an external consultant can be hired for the job. A comprehensive study of the workforce make up and skill-sets will help the organisation determine the gaps between current and desired competencies. These gaps have to be segregated by location, type and severity, to allow accurate interpretation of data.
Once the gaps have been identified, there are several ways in which an organisation can choose to close these gaps. Apart from recruitment or outsourcing, an organisation can explore other options. While some companies work in collaboration with colleges and universities to gain access to a pool of fresh talent that already has acquired the skills they require, other corporations are committing to education and in-house training programmes after making the hire. With training programmes tightly bound to strategic business goals, businesses have better chances of grooming employees in core competencies necessary to adapt to continually changing environments.
Job enrichment and succession planning are also crucial in helping organisations groom inhouse talent for the long haul. A succession plan specifically focuses on ascertaining the availability of a supply of capable staff that is ready to assume key or critical roles in the emerging future, rather than looking to fill immediate requirements.
Most companies use a mix and match of staffing strategies to cope with skill shortages.
These can include outsourcing and hiring contract employees, temporaries and consultants combined with grooming in-house talent through effective training and succession planning programmes.
Considering that trained, work-ready talent comes at a premium these days, it also pays to have in place, a good retention programme to ensure that once they have the requisite skills, employees stay put. After all, sustaining rapid growth and development can well be an elusive goal without the support of a loyal and committed workforce whose goals and ambitions are aligned to the success of the organisation.
BINDU SRIDHAR
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