Organizations can have an outsized impact on the communities they serve. Skilling people for new roles, even externally, is one of the smartest things a business can do in lieu of simply reducing headcount as jobs decline.
Where the data meet determination
While the pilot proved the importance of data in preparing people for the future of work, there’s still the human element to consider: Employers need to understand what people actually want to do, what is their purpose and passion, and then support them to embark on unexpected pathways. That’s the art of upskilling efforts that can’t be overlooked.
That’s why both Walmart and Unilever are aware that there are much broader implications and considerations ahead.
Leaders across the company need to be informed and educated about people’s ability to close achievable skill gaps. HR, recruiters and workers looking to change jobs all have to believe that the paths are real.