Blog Post

Future skill: perché la formazione continua è chiave nellera delle competenze

Franco Gementi

Regional Sales Manager

Con l’avvento dell’intelligenza artificiale e dell’automazione, la richiesta di lavoratori altamente qualificati dedicati alla formazione continua è decisamente aumentata. Grazie a queste nuove tecnologie si aprono tante, inesplorate possibilità ma per potervi accedere in modo efficace è necessario che le persone acquisiscano competenze specifiche di cui ora il mondo del lavoro è carente. Infatti, secondo un nuovo report di Deloitte Insights potrebbero presto non esserci laureati sufficienti per occupare gli oltre sei milioni di posti attualmente disponibili, dato confermato da ben il 52% delle imprese che dichiara di non riuscire a coprire tutte le posizioni aperte. La carenza di competenze è quindi reale e, anzi, continua ad aggravarsi.

Sempre più, le organizzazioni necessitano di individui in grado di apprendere rapidamente e capaci di adattarsi a fattori esterni come, appunto, le tecnologie emergenti. Del resto, nell’epoca della “skill economy” le conoscenze attuali dei lavoratori e la loro capacità di acquisirne sempre di nuove sono l’asset più importante e prerequisito irrinunciabile diventa lo sforzo permanente di apprendimento di nuove competenze tecnologiche, sociali e manageriali.

In collaborazione con Cornerstone OnDemand, l’Institute for the Future ha presentato una Future Skills Map che evidenzia 15 capacità che un lavoratore di oggi deve padroneggiare per sopravvivere in un ambiente di lavoro in continuo cambiamento in cui la tecnologia riveste un peso sempre maggiore. Quali sono queste nuove imprescindibili abilità? Vediamone insieme alcune delle più importanti da sviluppare sin d’ora per avere successo nell’era delle competenze!

1) Non smettere mai di ampliare le proprie competenze

Per assicurarsi una crescita professionale costante, i dipendenti non possono fare affidamento solo sulle competenze acquisite in passato. Formazione continua significa non smettere mai di crescere e continuare a sviluppare sempre nuove skill, ottenendo ulteriori “crediti” per ogni nuova competenza che possono essere ovviamente sfruttati per avanzare nel proprio percorso di carriera.

I responsabili della selezione possono identificare le persone che hanno seguito determinati corsi, ottenuto certificazioni pertinenti o che si sono impegnate nell’apprendimento di nuove competenze e premiarle. Così, prima di rivolgersi all’esterno per occupare una posizione aperta, è buona norma prendere in considerazione i candidati interni che hanno lavorato per ampliare le proprie conoscenze. Inoltre, vedere i colleghi crescere può anche servire da sprone per l’intero team di lavoro, specie per quei collaboratori che hanno finito col tempo per adagiarsi sugli allori e che saranno, in questo modo, motivati a intraprendere nuovi percorsi formativi.

2) Accrescere le digital skill

Ancora per qualche tempo i robot non soppianteranno gli esseri umani, ma è fuor di dubbio che l’automazione trasformerà drasticamente (e ha già cominciato a farlo) il ruolo dei lavoratori. Entro il 2020, le aziende spenderanno 150 miliardi di dollari in intelligenza artificiale, 82 miliardi in robot e 70 miliardi in sistemi basati sull’AI. Gli “studenti a vita” non avranno di che preoccuparsi, per loro sarà un’ulteriore opportunità per sviluppare altre nuove, stimolanti competenze.

I manager dovranno aiutare, invece, le persone più diffidenti nei confronti della tecnologia a focalizzarsi sui modi in cui il digitale potrà semplificare la loro vita, dimostrando proprio come l’intelligenza artificiale potrà supportarli nel lavoro di tutti i giorni. In campo sanitario, ad esempio, l’AI giocherà un ruolo sempre più importante nella verifica digitale delle informazioni, riducendo la necessità di telefonate e liberando tempo agli office manager che potranno perciò dedicarsi a progetti a maggior valore aggiunto, come la ricerca di nuove tecnologie.

3) Avere una visione d’insieme: un modo per cambiare le cose

Grazie alla crescente mobilità e connettività, la moderna forza lavoro è geograficamente dispersa. Per questo motivo avere informazioni accurate sulle attività e i progetti in cui ciascuno è impegnato può essere complicato. Chi è orientato alla formazione continua si sforzerà sempre, in modo del tutto naturale, per capire su cosa stanno lavorando i propri colleghi – che rappresenta l’unico modo per farsi un’immagine precisa degli obiettivi dell’organizzazione e per colmare ogni possibile futura lacuna di competenze.

È pertanto necessario aiutare le persone, soprattutto i leader, a capire meglio come i propri e gli altri team funzionano, adottando, laddove necessario, nuove tecnologie. Per fare ciò, l’azienda produttrice di materiali idraulici Kohler ha, ad esempio, implementato un nuovo sistema per la gestione dei talenti in tutte le sue business unit. La soluzione ha permesso ai manager di ricavare informazioni approfondite sui ruoli dei vari dipendenti, le loro competenze e la struttura dei team.

4) Allenarsi alle interazioni multiculturali

Oggi il concetto di diversità è molto ampio e quando se ne parla non ci si riferisce solo a razze, religioni o generi diversi. Quel che conta davvero è l’unicità delle esperienze e il modo in cui esse plasmano gli individui e le loro interazioni sul luogo di lavoro. Chi è impegnato in un processo di formazione continua non teme di affrontare situazioni non familiari o di lavorare con persone nuove e, anzi, è abituato a mutare rapidamente - e correttamente - atteggiamenti e approcci in funzione dell’ambiente in cui si ritrova a operare.

La predisposizione alla diversità non è una competenza facile da sviluppare per tutti. Ecco perché occorre lavorare molto per far emergere le abilità multiculturali delle persone sfidandole con ambienti sempre nuovi. La vostra organizzazione ha diversi uffici? Incoraggiate ad esempio i vostri dipendenti a visitarli e a interagire con colleghi che non vedono tutti i giorni.

5) Comprendere se stessi

Anche nell’era dell’automazione e dell’intelligenza artificiale, il ruolo dell’uomo resta essenziale nel luogo di lavoro. È, infatti, l’uomo a stabilire come le macchine devono essere programmate e come le informazioni da esse raccolte devono essere applicate nel lavoro. Essendo basilare per la crescita professionale, l’empatia è una caratteristica intrinseca di chi svolge una formazione continua. Per gli altri, invece, si tratta di una competenza acquisita.

Lo sforzo per creare empatia dovrebbe divenire una pratica continua in ogni organizzazione. Discussioni franche e confronti rispettosi su opinioni e pregiudizi sono un buon punto di partenza. Programmi per una maggiore comprensione del sé che aiutino gli individui a inquadrare la propria personalità e i propri bisogni psicologici possono aiutare le persone ad acquisire migliore consapevolezza di se stesse prima di provare a capire gli altri.

Creare e impegnarsi a diffondere una cultura che favorisca la formazione continua e incoraggi le persone a pretendere e a ottenere di più da se stesse è un modello che funziona solo se il top management ne fa una propria priorità. Nello sviluppo di una strategia di apprendimento, le organizzazioni dovrebbero ricordare che esattamente come i consumatori hanno delle aspettative nei confronti dei brand con cui interagiscono, così i dipendenti si aspettano molto dalle aziende che li assumono. Spetta, dunque, all’azienda offrire il tipo di esperienza formativa che le persone desiderano, un’esperienza che sia personalizzata, on-demand e olistica.

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