Training Industry Magazine - May/June 2021 - 40

How to Build A
Continuously Build
Resilient Organization Skills in the Flow
As each organization transitions to a of Work
post-pandemic workforce, the need to
anticipate, strategize, plan and execute
at speed increases significantly. Chief
human resources officers (CHROs) need
to build resilient, flexible and responsive
organizations in which resources,
operations and processes can sense
and respond to change.

According to a Gartner report, CHROs
are currently faced with three urgent
priorities: How do we get the right skills in
the right place at the right time? How can
we redesign processes and structures to
adapt better to disruption? How can we
respond to demands from our customers,
as well as leadership, managers and
workers? The main actions to build a
more resilient organization are:
♦	 A dynamic approach to reskilling.
♦	 Rethinking work, workforces and
workplaces.
♦	 Adopting agile practices to reboot
human resources and people
operations.
♦	 Developing new types of leaders.

Since the future of work is unknown and
the pace of change is so fast, the skills
strategy that organizations adopt must
be dynamic and drive quick results.
The strategies outlined in a 2018 IBM
Institute for Business Value (IBV) study
still apply today:
Leverage digital tools to create
personalized learning experiences for
every employee. Organizations need
to understand the current skills of every
employee, know where the company
needs to progress and personalize
learning paths. Companies should
take time to understand the needs
of the market, the business and their
workforce, creating deeply personalized
skilling experiences in the flow of work.
Aim for deep visibility into the skills you
have today. Signal to employees the roles
and skills that are growing in demand,
and provide employees with engaging,
meaningful ways to cultivate their skills in
the areas that matter most. This approach
assesses and measures the skills of
the workforce on a regular basis. The
outcome is an objective, reliable skills

Expanded data
collection

Rapid
decision
making

Reworking
" work "
Flatter, faster
organizations

More
remote work

Emergence of
top-tier employees

Supply chain
and stakeholder
robustness

FUTURE BUSINESS
ENVIRONMENT
Separation of
critical skills and
critical roles

Leadership and
talent readiness

| 40

More
technology

Shifting from
designing for
efficiency to
resilience
Increased organizational
complexity

baseline to monitor a company's skills
position over time and provide necessary
details for targeted workforce planning.
Curate content and a marketplace
for skills-driven learning. To remain
competitive, companies must adopt
an open technology architecture, and
select partners able to take advantage
of the latest advancements. Within the
organization, build agile teams, and create
a culture where learning becomes viral.
Creating a talent marketplace provides
opportunities for job sharing and internal
mobility that focus on skills development.
Continually identifying the key skills
needed for success and aligning future
skilling strategies throughout the entire
employee lifecycle - from recruiting to
compensation - is essential to keeping
employees and learners relevant.

Redesign Work to
Enable Employees to
Be More Responsive
Organizations can use their new work
priorities to rethink and reconfigure
their workforces with evolving business
needs. The future of work involves
considering the work, workforce and
workplace comprehensively.
Hybrid workplace will be the norm.
The work environment must adapt
to support the new hybrid workforce
and work culture. The environment
itself must be intelligent and dynamic,
connected and secure, and independent
of time and place. The workspace must
enable access to corporate resources
and support collaboration to allow all
workers to effectively contribute.
The composition of the workforce will
change. The workforce composition
will transition to a blended model made
up of both full- and part-time employees
and another dynamic group made
up of strategic partners, consultants,
contractors, interns and gig workers.
This approach allows for organizations
to be agile and draw upon a skilled
talent pool. The future of work is about
rethinking the way work gets done.
https://www.gartner.com/en/human-resources/trends/build-a-resilient-responsive-organization
Training Industry Magazine - May/June 2021

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