This effect has been exacerbated as many companies have relied on buying talent and pressuring talent to fill gaps in skill rather than upskilling their own workforce. The investment in skills and workforce training has continually fallen since the 1970s. Learning leaders must implement programs that address clearly defined gaps to gain and maintain relevant skills to reach this future. In the future of work, organizations and learning and development leaders can maximize their full potential by finding harmony between technology and human talent. Successful organizations will move to a more flexible approach with workers and adapt to new technologies as they change the workplace. While many leaders are betting on technology and automation for future growth - 67 percent of CEOs believe technology will be their primary value generator - they must not discount the importance of human talent. The future workplace landscape necessitates an entirely new way of working as technologies advance and talent pipelines dwindle. This long-reported global talent crunch is driven by a shortage of skills, not people - plenty are willing to learn whatever is needed. could miss out on $1.748 trillion in revenue due to labor shortages - about 6 percent of the entire U.S. => a:2:Īccording to Korn Ferry’s “Future of Work Findings,” we can expect to see an estimated total talent deficit of 85 million workers in 2030, resulting in $8.452 trillion in unrealized revenue globally - more than the yearly GDP of the U.K. => The largely reported 85-million-person talent deficit by 2030 highlights the role that future human talent will play alongside technology that replaces bad jobs and helps upskill and reskill workers in the future of work. The $8.5 trillion dollar skills gap: How learning leaders must address it through talent and tech Array
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