Filling high volumes job orders is difficult when all the resumes you parse are a high volume of unqualified candidates that don’t possess the required skills and competencies for the role. You don’t have to be an economist to notice there is a skills gap in the workforce across industries.
With the emergence of new productivity software, content management systems, learning management systems, time keeping systems, etc, most candidates (both newcomers and veterans in the field) are struggling to keep up. If companies are to attract candidates with the necessary skills and competence for the job, they must acknowledge that the learning environment has changed. The traditional, industrialized, and generic curricula does not address the needs of each individual workforce. Recent research on Gen Z and Gen X reveal we are entering a new millennium of active learning that’s centered around group work and peer teaching. The kind of company we are, will determine the talent we attract.
It’s important to debunk the myth that giving your employees the same set of tools will guarantee success. That is fairness, not equity. Your direct reports have different learning styles that require customized programs and intentional development. Be proactive about skill development among your current employees.
In Matthew J. Daniel’s article, “No, Employees Can’t Just Own Their Own Development” he argues a similar point as he writes,“The thesis goes like this: If everyone is given access to the same tools, they can all become high-performing employees — or at least have the opportunity to do so. Organizations might achieve nominal parity thinking this way, but it’s deceptive: This approach can’t ensure equity, isn’t curated to drive career mobility, and relies on many, many variables” (Daniel Forbes). Leaving employee development up to chance, is not a strategy. And for new employees, they especially need structure as they are focused on learning their new role, getting familiar with the digital tools, the productivity software, handling administrative tasks, and managing inter-personal relationships–it’s a lot. Refuse to prioritize employee skills growth, and expect to funnel in more unqualified candidates.
If you want to attract candidates with a strong skill set, you must become a company that prioritizes skill development. If you, your director or human resources department need ideas on how to accomplish this, check out our article, Mastering the New Normal: Your Strategy for Managing a Hybrid Workforce. The kind of company you are, will determine the talent you attract.