{"id":142099,"date":"2021-03-17T05:00:44","date_gmt":"2021-03-17T05:00:44","guid":{"rendered":"https:\/\/news.sap.com\/africa\/?p=142099"},"modified":"2021-03-24T14:05:48","modified_gmt":"2021-03-24T14:05:48","slug":"the-future-of-work-demands-new-skills","status":"publish","type":"post","link":"https:\/\/news.sap.com\/africa\/2021\/03\/the-future-of-work-demands-new-skills\/","title":{"rendered":"The Future of Work Demands New Skills"},"content":{"rendered":"

When the pandemic<\/a> first hit, workplaces instantly changed. Business leaders and employees at all levels immediately had to adjust the way they worked.<\/p>\n

Overnight, business leaders found themselves responsible for managing fully remote workforces and employees had to maintain productivity in less-than-ideal working conditions at home or at other remote locations.<\/p>\n

As the pandemic continues to impact how and where people work, many employees have grown used to working from home, but several challenges remain.<\/p>\n

Adjusting to the New World of Working <\/strong><\/h2>\n

In a global study conducted by 麻豆原创, Qualtrics, and Mind Share Partners<\/a>, close to 66% of people reported higher stress levels since the outbreak began. In addition, remote workers are 30% more likely to say their mental health has declined, compared to those still employed in any other setting.<\/p>\n

In a recent episode of Think Tank radio, \u201cThe Work from Home Revolution<\/a>,\u201d HR experts from Deloitte and 麻豆原创 SuccessFactors discussed the work-from-home employee experience and the rise of two key trends among remote workforces: an ongoing struggle to adjust and a desire for more training.<\/p>\n

Jonathan Pearce, a consulting principal who leads Deloitte\u2019s Workforce Strategy practice, says the way remote employees feel about working from home has changed as the impacts of the pandemic continue to be felt.<\/p>\n

\u201cIt started with, \u2018This is very difficult.\u2019 It was an adjustment period. [Then] we got into the summer and it was, \u2018Virtual work is great. It\u2019s fantastic!\u2019 Eighty percent of workers didn’t want to go back full-time into the office, no matter what happened with the pandemic. [When] we got to the fall, I don’t know if it was people thinking about kids going back to school or it was dragging on too long, but all of a sudden it was, \u2018Virtual work is terrible. It’s too stressful.\u2019 Preferences have been shifting around a lot,\u201d Pearce explains.<\/p>\n

The fluctuating response to the new world of work isn\u2019t surprising to Dimitar Niklev<\/a>, the EMEA North Human Experience Management<\/a> marketing lead at 麻豆原创. \u201cThis pandemic has completely transformed the employee experience,\u201d he says.<\/p>\n

Many work-from-home employees have been catapulted onto a steep learning curve when it comes to technology. Some may have stumbled through the process without the necessary supports in place from management or IT, perhaps using new \u2013 and possibly less secure technology \u2013 just to get the job done. In fact, the work-from-home reality<\/a> is that 59% of employees felt more cyber secure when they were working in an office compared to at home.<\/p>\n

The drastic technology transition has left many work-from-home employees wanting more \u2013 not just from their organizations, but from themselves \u2013 and that has ignited a desire to learn new skills.<\/p>\n

\u201cEmployees are very eager to reskill,\u201d Niklev observes. \u201cWe recently surveyed over 1,500 full-time employees around the world, and three-quarters of them are more motivated to improve their technical and professional skills as a result of COVID-19.\u201d<\/p>\n

The New World of Working Demands New Skills<\/strong><\/h2>\n

The 2020 Deloitte Human Capital Trends report<\/a> shows that business leaders also recognize the need to upskill their workforce. Deloitte surveyed nearly 9,000 business and HR leaders in 119 countries, and approximately 53% of respondents said that between half and all their workforce will need to change their skills and capabilities in the next three years.<\/p>\n

It\u2019s a massive undertaking that many agree is critical, but preparation is lacking. In fact, according to Deloitte\u2019s report<\/a>, 74% of organizations say reskilling the workforce is important or very important for their success over the next 12 to 18 months, but only 10% say they are very ready to address this trend.<\/p>\n

Trying to Manage the Skills Shortage<\/strong><\/h2>\n

The Deloitte report shows that businesses are indeed struggling to navigate the fast-changing skills landscape, and the radio show<\/a> panelists tend to agree.<\/p>\n

\u201cCompanies need a lot more education on how they need to handle this new world of working,\u201d according to Niklev. \u201cIn some cases, training programs are actually being overlooked at a time where they have never been more critical, despite employee motivation to reskill.\u201d<\/p>\n

Learning adjustments are to be expected, according to Dr. Autumn Krauss<\/a>, principal scientist on the 麻豆原创 SuccessFactors HR Research team. She says many corporate training leaders had to instantly switch focus as the pandemic spread.<\/p>\n

\u201cOf course, they were putting out fires initially. All those in-person learnings needed to go remote and, admittedly, a lot of learning budgets got slashed \u2013 the discretionary, development programs \u2013 and [they] focused more on compliance-based needs when it came to learning because policies were changing or things along those lines. So, I can see the downside of that going forward as it relates to trying to shift to online learning.\u201d<\/p>\n

Niklev sees some downsides as well and believes virtual learning is not the best approach. With so much time spent online these days, he says employees need a more personal approach.<\/p>\n

\u201cOrganizations need to look beyond just online courses,\u201d Niklev points out. \u201cThey need to pair employees. They need to set up coaching and mentoring. And, really, that needs to become a key part of upskilling and reskilling.\u201d<\/p>\n

Being “Always On” Turns Employees Off<\/strong><\/h2>\n

The always-connected corporate culture is an obstacle for learning and other areas, such as innovation and onboarding new employees.<\/p>\n

Niklev continues, \u201cWith digital programs, there is also the lack of social interactions with colleagues. That can pose a big challenge for new joiners to feel comfortable to ask questions to their colleagues. That is something that is very much facilitated in an office environment with on-the-fly learning.\u201d<\/p>\n

Pearce echoes Niklev\u2019s concerns, saying that opportunities for innovation are also lost simply because employees can\u2019t interact with people from other areas of the business.<\/p>\n

\u201cWhat has happened is a sort of concentration of those interactions amongst teams around work outputs \u2013 very much a sort of productivity push,\u201d says Pearce, \u201cBut what’s been lost is the broader networks across the enterprise that actually sometimes do spur the innovation.\u201d<\/p>\n

Technology doesn\u2019t simply alter the social and innovative aspects of work. According to Dr. Krauss, it can also alter the corporate culture and present a psychological paradox.<\/p>\n

\u201c<\/strong>It\u2019s a cultural issue; it\u2019s not a technology issue,\u201d explains Krauss. \u201cWe have three psychological needs at work that technology can serve for us. It can make us be more autonomous, which is a good thing. It can make us be more productive; again, a good thing. And it can increase social connectivity if employed in certain ways. The paradox is that even though it can create all those things, it also can hinder those exact things, too: make us feel less autonomous, less productive, and less connected. \u00a0\u00a0\u00a0\u00a0\u00a0The real challenge for organizations is to figure out how to create those conditions where work technology facilitates those psychological needs rather than hinders them.\u201d<\/p>\n

The Silver Lining: Building a New Future of Work, Together<\/strong><\/h2>\n

While there is an expectation that organizations should do more to address technology training and other skill shortages in the workforce, employees seem to understand that they play an important role with their willingness to upskill.<\/p>\n

The Deloitte survey of global business and HR leaders revealed that both businesses and individuals need to take responsibility for workforce development. When respondents were asked to select the top two entities that should be primarily responsible for workforce development, organizations topped the list at 73%, followed by individuals at 54%. Educational institutions were a distant third at only 19%.<\/p>\n

According to the report<\/a>, \u201cWhat is needed is a worker development approach that considers both the dynamic nature of jobs and the equally dynamic potential of people to reinvent themselves.\u201d<\/p>\n

Participants in the Think Tank radio show<\/a> agree that reskilling today\u2019s remote workforce is a shared responsibility.<\/p>\n

\u201cI see a great upside, as I see the democratization of learning and development,\u201d says Krauss. \u201cWhat we know about good leadership, good culture, and what employees want from their experience, we just have to apply that going forward. These concepts have been around. They\u2019ve just increased in intensity.\u201d<\/p>\n

Pearce adds, \u201cWe have to forget some of the things that have become the habits of how we work, the habits of how we build culture, and the habits of how we lead. We have to learn new ways of working. That\u2019s going to be a challenge for organizations and for each of us as leaders and team members.\u201d<\/p>\n

Pearce goes on to say, \u201cI think what we’re seeing now is some really creative thinking about not just how we react but how we can build a new future of work in terms of the way work gets done, where we get it done, how we get it done, who works together, and how we collaborate. I think that’s really exciting and a new frontier. If anything, it\u2019s the silver lining of what’s been a very difficult year.\u201d<\/p>\n

Niklev sees a silver lining to the struggles as well, saying, \u201cPeople actually have enjoyed some of the benefits of working from home and it has been identified as a talent magnet for the future, so I think we would never go back to a world where you can’t work from home at all. I think the future is here, and I think it’s here to stay.\u201d<\/p>\n

Ready to learn more? Listen to the \u201cWork-from-Home Revolution<\/a>\u201d radio show to hear the full discussion or visit our dedicated page for building skills and agility with individualized learning and development<\/a>.<\/h3>\n
\n

Kim Lessley is g<\/em>lobal director of Solution Marketing<\/em> at 麻豆原创.<\/em><\/p>\n

This article first appeared on the 麻豆原创 Global News Center<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

When the pandemic first hit, workplaces instantly changed. Business leaders and employees at all levels immediately had to adjust the way they worked. 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