gartner hr skills workforce [shutterstock: 1027449346, PopTika]
[shutterstock: 1027449346, PopTika]
Human Resources Press Release

Gartner: 58 Percent Of Workers Will Need New Skill Sets

HR leaders are finding it increasingly difficult to quickly find and develop talent with the most in demand skills, yet 58 percent of the workforce needs new skills to get their jobs done, according to Gartner.

Gartner TalentNeuron data shows the total number of skills required for a single job has been increasing by 10 percent year-over-year since 2017. Furthermore, one in three skills in an average 2017 job posting in IT, finance or sales are already obsolete. Emerging skills gaps due to ongoing business disruption and rapidly evolving needs have accelerated as a result of the COVID-19 pandemic.

When considering skills adjacencies, to address skills needs, HR leaders should do the following:

  • Increase transparency of current employee skill sets. The first step to leveraging skills adjacencies is for HR leaders to collect information on current employee skill sets, which enables them to map out secondary and tertiary skills. Rather than creating a complete picture of current employee skill sets, many leading organizations focus on collecting key skills data that is just comprehensive enough to allow them to easily keep it current. Employees and their managers must be empowered and encouraged to maintain a portfolio of skills that are visible to HR, which will then enable HR to maintain a current view of skills for the organization.
  • Increase transparency of current employee skill sets. To address critical skills needs through leveraging skills adjacencies, HR must determine which secondary or tertiary skills to begin building upon. Leading organizations are using machine learning and large data to identify and unlock the power of skills adjacencies at scale. Some progressive HR leaders have partnered with their own internal data science teams to ground upskilling efforts in current knowledge of employee capabilities and prioritize immediate skills application.
  • Adjust career pathing strategies to encourage flexible career progression. Traditional career frameworks rely on the assumption that roles will remain relatively unchanged for years and move in a ladder-like trajectory. As skills adjacencies begin to uncover new connections and career options, career paths will need to be more fluid and unrestricted by traditional roles and skills requirements.

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E-3 Magazine

Articles published through E-3 Magazine International. This includes press releases by our partners as well as articles and reports from the E-3 team of journalists.

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