For most leaders , addressing skills shortages has become a priority to ensure today ’ s challenges are met as well as future-proofing the organisation – and its people – for tomorrow ’ s disruption . But upskilling and reskilling can also be central to achieving inclusion agendas , when managed correctly . How can you ensure your upskilling efforts influence your inclusion goals in a positive way ?
Agile workforces of today and tomorrow require a breadth of skills , some of which may not even be realised or known about for years to come . At Future Talent Learning ’ s Future Talent Conference in June , AMS delivered a virtual masterclass for an audience of HR directors and heads of talent and learning from around the globe . In conversation with Hamish Nisbet , Global Head of Resourcing at banking giant HSBC , Janine Chidlow , Sector Managing Director at AMS , discussed how organisations can build or transform their culture around a concept of future skills .
Chidlow highlighted the difficulty of equipping employees with skills that they may not currently hold but may need in the future : “ One challenge is that 85 % of jobs that today ’ s college students will be doing in 11 years ’ time do not exist today . So , when we sit back and think about that we don ’ t know what we are upskilling people for . There are a lot of unknowns .”
It ’ s an evolving challenge and one in which pace plays a crucial part in navigating business disruption . She added : “ The speed of change : the skills being hired for in 2017 only equate to 62 % of the same skills asked for in 2020 . We are seeing this at AMS already .”
85 % of jobs that today ’ s college students will be doing in 11 years ’ time do not exist today
Recruiting for soft skills
To combat this challenge , recruiters now need to hire for cognitive ability – or an individual ’ s aptitude to learn , to be agile , resilient and to upskill and reskill themselves for the future .
Nisbet explained that HSBC ’ s strategy is to break down the barriers represented by hierarchy and ensure that their staff bring together “ a wealth of experiences , attributes and a mindset that is willing to try new things ”.
The banking giant has identified four pillars to deliver on this ideal , ranging from cultural initiatives , including a dedicated volunteer network of 2,000 people to embed change , to employing tools and resources with personalised learning paths and a ‘ talent marketplace ’ to help realise opportunities . These initiatives work together with strategies to use data and market intelligence to inform decisions and the development of communities , including the World Economic Forum , government , business and non-profit organisations to build financial capabilities . Together these four ideals underpin the values of hiring for future skills .
Seeking skills over experience
Chidlow and Nisbet were also joined by Tim Campbell , diversity specialist and Future Talent Conference host , who outlined the importance of starting at the grassroots of education and imparting the message to students that forward-thinking organisations are opening their doors to them .
Recruiters now need to hire for cognitive ability – or an individual ’ s aptitude to learn , to be agile , resilient and to upskill and reskill themselves for the future
Reaching out to women from lower socio-economic groups and those who don ’ t have access to social capital in the financial markets is one way of ensuring that talent isn ’ t missed . This is about unearthing the real skills that candidates may have when they haven ’ t been afforded the opportunity to demonstrate this via experience .
“ When we look at emerging talent , it ’ s hard for someone to demonstrate leadership skills ,” said Campbell . “ However , if we look at their background and see they have overcome adversity and displayed resilience ( captained sports teams , for example ) then it comes down to interpreting that information and asking them supplementary questions . It entails an entrepreneurial mindset or a place where you are allowed to make mistakes .” In this way , organisations can start to democratise opportunities and alter current mindsets , he argued .
Collaboration around purposeful upskilling is also key . Giving both the existing workforce and students at school a voice in this is part of an evolving strategy to impact the diversity and inclusion agenda , in order that more businesses hire for skills rather than experience .