As work changes, so do expectations
Evolution is rapid, but not illogical. With the rise of automation, generative AI and digital tools, certain tasks are disappearing or being transformed. The skills that made it possible to do a job well yesterday are not necessarily enough today. And even less so tomorrow.
In companies, this situation is already leading to real tensions:
- Positions vacant for months on end for lack of qualified candidates.
- Teams struggling to adapt to new tools.
- Competent employees who are overwhelmed by the speed of change.
The evidence is clear: the most valuable skill is the ability to evolve. And to help others evolve with us.
What the WEF report tells us
The World Economic Forum surveyed more than 800 companies around the world (including several in North America) to gain a better understanding of changing workforce needs. Two key trends emerged:
Skills, attitudes and knowledge on the rise
- Analytical and critical thinking to sort, interpret and judge a growing mass of information.
- Complex problem-solving, particularly in constantly changing environments.
- Creativity and innovation to design new solutions, products and services.
- Emotional intelligence and collaborative leadership, because machines cannot replace human bonds.
- Digital knowledge (some call it literacy), of course, to be able to understand, use and adapt to digital tools.
Those who drop out
- Simple data entry or verification.
- Coordination or supervision of routine tasks.
- Highly specialized roles with little adaptability.
Canada is following the same major trends as other industrialized countries, with a particular acceleration in the technology, healthcare and professional services sectors.
The challenge for companies: train now
Most of the employers surveyed agree: they are going to have to invest in skills upgrading. And quickly. But in reality, many are still groping. Where to start? How to avoid training for training's sake? How can we ensure that the skills and know-how developed are truly useful to the organization and motivating for employees?
Several avenues are emerging:
- Identify the critical skills for each role - those that will make the difference tomorrow.
- Map the gaps between current and future knowledge, know-how and interpersonal skills.
- Draw up a clear development plan for each individual or group of roles.
- Focus on continuous learning, combining formal training, coaching, mentoring, co-development groups, reflective practices and access to self-learning resources.
Some Canadian organizations are getting ahead of the game: instead of looking to recruit rare (and expensive) profiles, they are investing in developing their existing teams. The result: more committed employees, lower medium-term costs and a culture of adaptation that becomes a competitive advantage.
Adapting to the future of work: a learning challenge
This report reminds us that the future of work is not a distant abstraction. It is already transforming our roles, our organizations and our ways of working together. This evolution is also a tremendous opportunity to rethink the way we support people at work.
For managers and talent development specialists, it's a responsibility - but also a strategic opportunity. By structuring a clear approach to the development of knowledge, skills and attitudes, uncertainty can be transformed into a lever for growth.
You don't have to change everything overnight. But you do have to start somewhere: define the key needs for the years ahead, map the gaps and put in place a structured learning plan to help everyone evolve.
And if you're wondering how to structure that plan, where to start, what tools to use, that's exactly what we cover in our skills development training. (We can even help you build a customized plan).
Because in such a fast-changing world, only one thing will remain essential: learning and making people learn.
Source: World Economic Forum, Future of Jobs Surveys 2024.
[1] For more details on what a skill is, read this article.
