Over one billion people will require some kind of reskilling by 2030 to rival the growing demands of the economy and society. And those needs won’t materialize overnight. Companies already struggle to keep a pulse on today’s changing skills landscape, evaluating how to close skills gaps in their workforces while pursuing business goals and serving employee needs. And savvy organizations know they must also anticipate and plan for future skills needs as technology evolves.
These intersecting challenges — the exponential rate of technological change and employees’ overwhelming desire to learn and develop in their roles — mean it’s vital that learning and development opportunities effectively map to real-world outcomes.
Human skills are most in-demand by employers and employees
So, what skills do employees need to drive the world’s economy and people’s careers today and tomorrow? To grasp global talent management challenges and trends, Pearson compiled and analyzed census workforce and census data — including over 20 million job listings — in four major economies. The findings tell the story of employers’ most sought-after skills as technological change prompts evolving job requirements. At the same time, Pearson gathered insights from employees worldwide to understand their views on the changing labor landscape and how they view skills alongside their career aspirations. The results were illuminating — and complimentary.
While employers and employees agree that technical skills are table stakes for the modern workforce, they also know they need routine updating as technology advances. The skills that are top of mind for workers and organizations highlight the value of people.
Pearson’s “Skills Outlook: Power Skills” identified these skills employers value most highly:
- Communication
- Customer service
- Leadership
- Attention to detail
- Collaboration
Human skills — timeless, adaptable and irreplaceable — are the power skills most in demand for today’s workforce.
Employees want to develop these same skills, according to Pearson’s “Skills Outlook: Employee View.” The report reflects 4,000 worldwide workers’ views on the skills most essential to their success today and in the future.
Employees understand they must revisit and update technical skills as tech stacks innovate. But overwhelmingly, they want to hone their human skills. Problem-solving and decision-making top the skills U.S. workers want to cultivate today. And in the future, employees want to develop their leadership, entrepreneurial and project management capabilities.
Employer-led learning is an expectation
According to Pearson’s data, more than three in four employed workers expect to continue learning and development opportunities throughout their entire career. And 81 percent consider retraining and continuous learning essential to keeping their career up-to-date. Employers are critical to these efforts — most employees want to learn at work, and nearly all (92 percent) expect steady and increasing L&D opportunities from their employers.
Along with training is the need for employees to understand what their newly acquired skills mean for their career prospects. If they earn a specific certification or complete an upskilling module, how does that enhance their ability to contribute or move within the organization? Learning for learning’s sake isn’t enough — employees and employers need to know what impact specific learning experiences can have on both the individual and organization.
Robust L&D opportunities require relevant people data
Learning leaders face challenges in identifying appropriate learning opportunities and designing skills development plans due to a lack of accurate and reliable data on employee skills, experiences and career goals. Fewer than half (46 percent) of employers currently use data to pinpoint organizational skills gaps. But data-driven workforce planning provides real-time insights into skills development and career progression, which leads to more effective talent management.
Leveraging verified skills credentials can provide leaders with a more holistic view of their workforce through performance tracking, career progression and skills learned over time. Utilizing data about employees’ verified skills allows employers to identify individuals who possess specific knowledge or abilities that may provide previously untapped value to the organization. These insights can be used to create development plans that align employee objectives with organizational goals.
Data-driven workforce planning enables employers to better understand employee skills gaps and broader workforce needs. Equipped with those insights, organizations can create more relevant L&D opportunities, which drive employee retention and align their workforce for greater innovation and flexibility — no matter what the future holds.
