How To Get And Keep Smart, Skilled Workers
North American Precis Syndicate
Closing your company’s skills gap can go a long way toward improving the bottom line. (NAPS)
(NAPSI)—If you’re among America’s nearly 28 million
business owners—or would like to be someday—here’s some
business math it may prove profitable to know: Five will get you 20.
That is to say, investing just 5 percent of your employees’ time in
learning new skills can deliver significantly improved employee retention—up
to a 20 percent reduction in turnover—and a higher-performing, more
According to a 2018 study from Deloitte and the Manufacturing Institute, a
lack of qualified talent threatens to decrease U.S. manufacturing GDP by as
much as $454 billion by 2028. And it’s not just high-skill jobs that
are at issue. The National Skills Coalition reports middle-skill jobs
comprise 53 percent of the U.S. job market but just 43 percent of U.S.
workers have the skills required in those jobs. The bottom line: There simply
aren’t enough properly skilled candidates to fill the jobs of tomorrow.
Fortunately, one company has come up with ways to help. “To prepare
for a future in which the right skills are in short supply, companies need to
take matters into their own hands and invest in up-skilling
their employees,” explained Adam Miller, CEO of Cornerstone, a global
human capital management leader with a core belief that companies thrive when
they help their employees to realize their potential.
“In an ideal world,” he added, “the problem would be
solved by a combination of efforts by governments, universities, companies
and employees. However, the problem is so urgent that companies can’t
wait for someone else to solve it.”
Making a financial investment in learning is just the first step for
companies that want to bridge the skills divide. For the investment to pay
off, companies need to make learning an ongoing practice that’s part of
their company culture. They need to provide learning programs that let all
their people develop the skills they need to take advantage of changes in the
business and technology landscape.
“Just offering training options isn’t enough,” Miller
went on. “You’ve got to give people the time and space to learn
in the ways that make sense for them.” Because people have different
learning preferences, companies should provide a variety of learning options,
including in-person training sessions, microlearning
digital content, and access to continued education reimbursement.
Creating a learning program isn’t easy. It’s only as strong as
the firm’s ability to build excitement around it—employees need
to see it as an opportunity to develop, not a mandatory check box. You have
to define the employer’s and the employee’s goals, discover
everyone’s optimum learning style and determine how to measure success.
To help, Cornerstone developed a complete package of program assets. It
includes a guide to implementing an expanded commitment to learning, ways to
measure the results of their investment, and marketing and communications
For further facts and tips, go to https://hr.cornerstoneondemand.com/5for20.
““To prepare for a future
in which the right skills are in short supply, companies need to invest in
up-skilling their employees,” explained Adam
Miller, CEO of Cornerstone, a global human capital management leader. http://bit.ly/2Li9o2V”
On the Net:North American Precis Syndicate, Inc.(NAPSI)