创建数字人才管道

ByRajeev Ranjan,Ramesh Amancharla,Thirumala Arohi,Nikki Seifert February 2021 | Article | 15 min read |本文的电子邮件|Download

Reskilling是缩小技能差距的众所周知的解决方案，即技能组织需求与工人所拥有的技能之间的不匹配。但是，由于投资回报率尚不清楚，因此外部技术公司通常没有采用这条路线。¹Now, all companies are digital companies.²Skills are becoming obsolete faster than ever before. The best long-term strategy for all companies is to invest in reskilling now.

Aside from its benefits to organizations in closing skills gaps, reskilling is also valuable to employees. It gives them the chance to grow and learn in their careers, satisfying a need for learning and career progression. More fundamentally, reskilling provides job security — people can evolve their skills to keep up with the changing job market.

The demand for reskilling

Digitalization, automation, artificial intelligence, and robotics are changing the labor market and the supply and demand of skills. By 2025, automation is expected to displace 85 million jobs and create 97 million new jobs.³重新攻击避免了公司的需求，使得拥有数百万没有这些技能的人并雇用了数百万。因此，重新熟练的工人可以填补这9700万个新工作中的许多工作，从而使他们的互补技能，组织知识和人类网络满足这些新的工作需求。

在Infosys，随着数字服务的增加，我们已经看到了技能中断。像所有企业一样，我们越来越需要更多具有新技术数字技能的工人。但是，由于该技术是如此新，因此市场上通常没有足够的工人。我们已决定使用重新策划作为填补这一空白的途径，通过Reskilling添加了超过一半的数字服务人才（见图1）。

图1.我们将近三分之二的数字服务人才通过重新策划填补。

Source: Infosys

Many companies are following suit. As of October 2020, the World Economic Forum found that about one third of large global companies said they have accelerated reskilling or upskilling programs. This is in sharp contrast to the previous year, when a similar survey showed few companies were investing in this.

Although the momentum is shifting toward reskilling, organizations are finding it’s not as simple as flipping a switch. A November 2020 KPMG survey found that 72% of human resources (HR) professionals rate reskilling as highly important to shaping the workforce — but only 33% rated it as easy to implement.

Case study: Digital reskilling at Infosys

At Infosys, our training has evolved — alongside our operating model — for the digital age. We have applied the lessons of more than three decades of training new employees, from physical classrooms in India to our online digital reskilling program.

大约在2016年,我们改变了我们的运营模式being organized around industries to a horizontal model. This new model is based on creating capabilities that are both tailored to individual customers and part of integrated offerings. Our holistic reskilling programs were born of these changes: We needed talent that supported new digital offerings.

These programs bring new opportunities to workers in a variety of ways. Working counterclockwise in Figure 2, programs include continuous, self-paced learning for employees; collaboration with academic institutions; specialized programs for local hiring; and the focus of this article, digital reskilling for new and current employees.

Figure 2. Digital reskilling is one part of Infosys’s holistic reskilling program.

Source: Infosys

Developing the digital reskilling program

We developed our holistic reskilling program incrementally, in four phases (see Figure 3), evolving it alongside changes to our operating model. We are currently in Phase 4, scaling the program across the company.

In Phase 1,Foundation, each unit created a three-year business growth projection for the top five digital skills; these were called new service offerings (NSOs). The units also created talent plans to meet the anticipated business growth projections for each NSO. This resulted in 36 new offerings, with the top five skills needed for each.

This new plan widened skills gaps, so we built a more robust system and workflow for continuously capturing skills and mapping employees to skills. As employees work on projects, their skills get updated automatically. The employee-skill data is used in recruiting, maintaining the training curriculum, talent enablement, demand fulfillment, project creation and labor systems, performance reviews, responding to requests for proposals, and client presentations, and for planning skills needed.

In the next phase,Skills Forecasting，我们计划长期（五年）和短期（季度）技能需求。我们为该预测模型使用了各种外部和内部投入，包括收入，员工技能数据，过去的分配和市场趋势。

Implementationof digital reskilling program was next, in Phase 3. This enabled reskilling as an alternative talent pipeline. More than 90% of these reskilled employees have been deployed to projects using their new skills.

Today, we are in Phase 4,Scaling. We are encouraging people to take up learning and to create awareness of the reskilling program. Employees are motivated to do the program in part for concrete financial and career incentives. For instance, they receive financial incentives based on certain eligibility criteria.

职业激励措施包括技能标签。这些技能标签以在市场上认可的方式量化了他们所学到的知识。例如，“云专业人士”是员工可以赚取的标签，以表明他们拥有那些高需求的技能，并且可以在内部和我们的客户内部与我们的客户一起工作。

In the Scaling phase, we have also focused on communicating the many benefits of reskilling. This communication happens at several levels — with leaders, with managers, and with employees. We also send out a series of weekly emails on reskilling to all employees, which increases awareness of reskilling opportunities.

Figure 3. Phased timeline for planning and implementing the holistic reskilling program.

Source: Infosys

Digital reskilling framework

Figure 4 provides an overview of the framework we have developed. This framework covers the two pathways for digital reskilling programs — a full-time and a part-time program — and is based on continually refreshed content. The reskilling framework was designed by cross-functional teams from training, business, talent planning and deployment, HR, and organizational development.

我们在内部开发大多数内容，将其与我们的产品和策略联系在一起。例如，对于与五个策略类别保持一致的数字产品（加速，创新，洞察力，经验，保证），我们通过强制性课程和认证创建了学习路径。

In either case, the first step is to identify recent hires and internal employees for the program. They then go through a defined learning path, completing about 150 hours, followed by assessments and earning internal or external certifications.

The program also includes hands-on, real-life experience before employees can earn a certification. Employees are then mapped to new opportunities and become part of our digital services talent pool.

重新攻击的好处

Fundamentally, reskilling is a win-win: It is good for both organizations and workers. We have found that it is about half the cost of hiring from the market.⁴Reskilling has also lowered our attrition rate by about 100 to 150 basis points.

Reskilling has wider benefits, too. Indirectly, it is a micro-change that can equip employees with an Agile mindset and transform organizations.

Reskilling可以帮助员工在工作时学习和改变职业；亚博双赢棋牌例如，从成为Java程序员到大数据专业人员。具有编程和数据库技能的软件专业人员可能会在大数据和NOSQL中对技术和框架进行培训。然后，该重新熟练的员工将能够实施数据生命周期的各个阶段，并对涉及结构化，半结构化和非结构化数据的非常大的数据集进行详细分析。此角色需要对NOSQL数据库，Hadoop（分布式批处理框架）和Spark（高速群集计算框架）有深入的了解。

As another example, a software developer with experience in developing web applications might be trained in digital commerce or digital marketing concepts. Thus, a web developer learns a host of new skills: content management solutions, portals, mobile apps, how to improve the customer experience, digital transformation. Reskilling thus requires some domain knowledge, some product knowledge, and some experience, and the training under expert guidance enables employees to become more like digital natives.

Reskilling inculcates a culture of lifelong learning into an organization. Businesses retain talent while employees continually evolve their skills to match what the company needs. This is a strong value proposition for both the employee and the organization — it improves recruitment, retention, and internal rotation and deployment.

It can also be part of a localization strategy that benefits the company, provides opportunities to work in a digital role for those who might not otherwise have had them, and ultimately increases diversity. For instance, reskilling is a core part of our effort to hire 25,000 U.S. workers by 2022. This initiative includes partnerships with community colleges outside Silicon Valley, such as in the Midwest.⁵

尽管传统的智慧是人均本地化成本较高，但如果您的本地化策略的核心部分重新制作，我们发现情况并非如此。⁶In addition to reskilling driving down hiring costs, proximity to clients saves costs, too. We believe that localization will be an even more important strategy in the period of deglobalization many expect in the wake of COVID-19.

Figure 4. Framework for digital reskilling.

Source: Infosys

Challenges to reskilling

Effective reskilling programs connect the skills the workforce has to what will be needed, provide training, and then deploy employees to work where they will use these new skills. Thus, organizations’ reskilling challenges have to do with implementing infrastructure and operational changes necessary to drive return on investment of reskilling.

The first challenge is accurately forecasting what skills will be required. To do this, organizations need to understand trends in business, technology, and society. Organizations also need to plan their own direction to anticipate the skills needed for their future.

另一个挑战是时机和dep技能映射loyment: After identifying what skills will be required, workers need to be trained at the right time. If too early, their skills won’t be used and may be forgotten; if too late, the opportunity may have passed. When people aren’t quickly able to use their new skills at work, reskilling is demotivating for both the organization and the employee.

Many forecasted skills use technology that is so new that training materials don’t yet exist — let alone opportunities for hands-on experience. Where there are training materials, they need to be personalized, geared to an employee’s current skill level. Employees may also need encouragement and a safety net to feel comfortable moving out of their comfort zone and into a new area where they are not confident.

过去，人们在教室里接受过培训。现在，这种负担更加直接承担公司。为重新运输创建数字基础架构是一个挑战，因此许多公司正在采用自己的内部平台，以便人们可以在自己的时间，自己的步伐和任何环境中学习。

Recommendations

Reskilling should be one of the primary strategies that companies use to add the skills they need. We have four broad approaches to reskilling. These draw on our cumulative experience from training employees in Infosys’s early days in the 1980s to our more recent digital reskilling program.

Make reskilling a core pillar of the operating model.Without infrastructure and operational changes, employee reskilling programs are destined to fail. They need to be tied to strategy, direction, and other investments.

Assemble cross-functional teams.A successful reskilling program requires participation across the organization. Focused, weekly efforts on reskilling with the leadership of many units is essential to continuously plan and assess reskilling progress.

Don’t go it alone.For greatest impact, collaborate with academic institutions, nonprofits, other companies, and governments. Infosys, for example, has a learning platform that we use for our digital reskilling program and other employee learning initiatives. We formed a consortium with other companies in which we will use this platform to reskill pandemic-impacted job seekers and connect them with companies looking for workers.⁷

使员工成为该过程的一部分。Create enough incentives, necessary infrastructure, and support — especially during the transition phase.

结论

投资人是最好的投资公司可以制造的，而Reskilling是缩小不断扩大技能差距的最佳策略之一。但是，Reskilling具有进一步扩展的好处 - 向组织更广泛地向员工以及可能对社会进行社会。

Employee learning programs like reskilling are cost-saving measures that help organizations themselves learn, adapt, and evolve.⁸同时，Reskilling有助于实现员工的基本人类学习。它还加强了雇主与雇员的关系，因为员工感到有价值和照顾。因此，更一般而言，重新策划有助于更健康的组织文化。

Finally, reskilling brings opportunities to people who might not otherwise have them. Our reskilling initiatives with community colleges, for instance, enable us to employ people at a lower cost — while at the same time giving a wider swath of people the opportunity for upward social mobility.

References

1. Towards a reskilling revolution: Industry-led action for the future of work, World Economic Forum with Boston Consulting Group, January 2019.
2. 数字商：lodestar for Future准备就绪的人才, Nandini S., January 2021, Infosys Insights.
3. Future of jobs report, 2020, World Economic Forum, October 20, 2020.
4. It’s time for a reskilling revolution: Here’s why，Ben Eubanks，人力资源主管，八月。22，2019。
5. 数字时代的劳动力发展, Infosys, 2019.
6. Infosys正在雇用12,000人，而不是来自常春藤联盟, Shakeel Hashim, September 8, 2020, Protocol.
7. Infosys launches Reskill and Restart: An innovative solution to reskill the American workforce and fulfill employment needs following COVID-19, July 22, 2020, PRNewswire.
8. The live enterprise: Create a continuously evolving and learning organization, Jeff Kavanaugh and Rafee Tarafdar, January 2021, McGraw-Hill.

Contributors

Arindam Ghosh
副副总裁
Human Resource Development, Infosys

Deepak Gupta
Vice President and Delivery Head, Infosys

Ravi Kiran Kuchibhotla
Vice President and Senior Group Manager,
Unit Strategy, Planning, and Operations, Infosys

Anupama Kumar
Practice Lead,
Organizational Development, Infosys

Sarma K.V.R.S.
高级首席校长教育，
培训和评估，Infosys

Jyoti Nayak
小组经理，人才计划和
Deployment, Infosys

Santosh Panpaliya
Vice President and Head,
Human Resource Development, Infosys

Saraswathi C.
Senior Principal,
Organizational Development, Infosys