Strategies to Mitigate Future Skills Gaps

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

A Fortune 100 exec asked my colleague a simple but powerful question: “Who’s truly solving the workforce challenge — and what are they doing differently?” Her answer was spot‑on: 👉 Organizations making real progress aren’t treating this as a recruiting problem. They treat it as business continuity, risk mitigation, and long‑term capability strategy. The real differentiator? They’ve stopped talking about the problem — and started building operational, measurable programs. 🚨 Industry Reality: The Talent Challenge Is Solvable 📈 Demand is rising: 91% of organizations plan to hire new mainframe talent in the next 1–2 years. 🎓 Universities are producing more talent: 65% of university leaders say availability has improved over the past five years. 💡 Employers are investing heavily: Two‑thirds already leverage external learning programs to accelerate talent development. This isn’t a pipeline problem — it’s an execution problem. 🔥 What Leading Employers Are Doing Right Now ✔ They treat skills as a strategic investment, not an HR activity. ✔ They build structured, multi‑year pipelines with measurable outcomes. ✔ They fully integrate early talent into cloud, security, automation, and modernization work. ✔ They leverage industry programs instead of reinventing the wheel. ✔ They move with urgency — long before retirements or outages trigger a crisis. This shift from “awareness” to action is what separates the organizations closing the skills gap from those widening it. ⭐ High‑performing employers consistently embrace: 🔹 Role‑based, ability‑aligned pathways Clear progression from entry → practitioner → specialist, aligned with industry competency frameworks. 🔹 Learning integrated with real work Not sequential — concurrent. Accelerates time‑to‑productivity. 🔹 Coaching + mentorship + AI assistants Structured support reduces the experience gap and strengthens retention. 🔹 Broaden talent funnels Apprenticeships, universities, mid‑career cross‑skilling — diversify and stabilize workforce pipelines. 🔹 Program governance + measurement Track competency attainment, contribution milestones, and retention with the same rigor applied to operational risk. 📘 IBM Z: A Lifecycle Approach at Scale IBM has operationalized this at full lifecycle, global scale: 🎓 University & early‑career pipelines via Z Career Connection events 🔗 Mainframe Career Depot — a global talent marketplace connecting employers with job‑ready candidates 🚀 IBM Z Global Skills Accelerator (GSAP) — role‑based mainframe training, coaching, & on the job doing 👥 New‑to‑Z Communities for post‑ramp retention 🎯 Why This Matters Organizations implementing these models see: ✔ Faster time‑to‑productivity ✔ Higher early‑career retention ✔ Deeper skills in critical roles ✔ Increased modernization capacity Early‑talent programs become a capability engine — not a cost center. If your organization is ready to shift from talking to doing, I’d welcome a conversation. #mainframe #skills

How can today's workforce adapt to the rapid pace of automation and technological change? The workplace is transforming faster than ever before, driven by advances like data analytics, artificial intelligence, and automation. While some jobs may be at risk, workers willing to continuously gain new skills can thrive in emerging roles. Critical Considerations • Automation will transform tasks but not fully eliminate human roles. Work will require new skills. • Retraining could add $6.5 trillion to global GDP by closing skills gaps. But it requires long-term investments. • A majority of workers are willing to learn amid industry disruptions, but a minority of organizations connect reskilling and upskilling to strategy. • Technical skills like data analytics will be in high demand across industries. Data literacy and data-informed decision-making is becoming essential. • Organizations need to implement responsible AI ethics frameworks and foster cultures of lifelong learning. To navigate this era of change, stakeholders should focus on: Workers • Seek training in digital skills like data literacy and analytics. • Stay adaptable and open to retraining. • Advocate for company programs to support continuous learning. Organizations • Align training initiatives with business strategy. • Reskill at-risk workers proactively. • Implement ethical AI frameworks and data governance. Educators • Integrate hands-on data skills into both technical and non-technical programs. • Foster lifelong learning capabilities in students. Policymakers • Fund digital training and infrastructure. • Provide incentives for employer-supported upskilling. • Enact AI accountability and data privacy laws. #FutureOfWork #DataLiteracy #DigitalTransformation #SkillsOfTheFuture #LifelongLearning https://lnkd.in/evp3vAxv

Driving Success Through Positive Reskilling and Upskilling Initiatives Develop Personalized Learning Pathways Tailor learning pathways to each employee’s current skill set, career goals, and the organization’s future needs. Personalized learning experiences increase engagement and ensure that employees develop skills that are directly applicable to their roles. The World Economic Forum explains that companies implementing personalized learning pathways see a 29% increase in employee productivity and a 32% improvement in job satisfaction. Integrate Learning into the Flow of Work Make learning a seamless part of the daily workflow by incorporating microlearning modules, on-the-job training, and access to learning resources directly within employees’ work environments. This approach reduces disruption and enhances the retention of new skills. Deloitte indicates that organizations that integrate learning into the flow of work experience a 20% faster skill acquisition and a 25% higher application of learned skills. Create a Culture of Continuous Learning with Peer-Led Workshops Implement peer-led workshops where employees can share their expertise and learn from one another. This democratizes learning and builds a sense of community and collaboration. The Journal of Workplace Learning found that peer-led learning initiatives lead to a 26% increase in employee engagement and a 22% improvement in knowledge retention. Leverage AI and Data Analytics for Skills Gap Analysis Use AI and data analytics to identify current skills gaps and predict future skills needs based on industry trends and organizational goals. According to McKinsey & Company, organizations using AI-driven skills gap analysis are 31% more likely to achieve their reskilling objectives and maintain a competitive edge. Incorporate Gamification and Interactive Learning Tools Badges, leaderboards, and interactive simulations can make learning more engaging and effective, particularly for complex or technical skills. A study by the International Journal of Educational Technology in Higher Education found that gamified learning environments lead to a 35% increase in learner motivation and a 28% improvement in skill mastery. #Reskilling #Upskilling #LearningAndDevelopment #WorkforceTransformation #PositiveInterventions World Economic Forum. (2022). The Impact of Personalized Learning Pathways on Employee Productivity and Satisfaction. Deloitte. (2021). Integrating Learning into the Flow of Work for Faster Skill Acquisition. Journal of Workplace Learning. (2020). Peer-Led Workshops and Their Role in Fostering Continuous Learning. McKinsey & Company. (2023). AI-Driven Skills Gap Analysis: A Strategic Approach to Reskilling. International Journal of Educational Technology in Higher Education. (2021). The Effectiveness of Gamification in Learning Environments.

There are 2 approaches we can take to L&D in 2025: Play it safe and hope the L&D offering delivers OR eschew the status quo in favour of real impact. If you want to do the latter, here are 3 big bets to make in your planning: BACKGROUND There’s a lot changing around us in L&D. But it seems to me we’ve been doing a lot of reacting to that change when we have an opportunity drive it. It’s time we get back to being the drivers of change - get back to our roots of proactivity, preparation and performance. Imagine looking back in a year and seeing hard evidence of a job well done: problems solved, employees advanced, skills gaps closed. It’s no doubt possible. 3 big bets that’ll help you get there: 1) STAND FOR IMPACT Providing learning will only take you so far. It’s one thing to have a popular L&D offering but it’s another to stand back and say ‘this will lead to better business outcomes’. It starts with you deciding it will be the case and quantifying needs or problems as they arise. Ask yourself: - How do we know this is a problem? - If this really were a problem what would we see as a consequence? - What’s the current state of play? - What’s the desired state of play? - What’s the cost of doing nothing? These are great questions to ask your team and peers - and some to stakeholders - but the important thing at the planning stage is to hold yourself accountable to impact by quantifying problems at the outset. 2) COMMIT TO CLOSING SKILLS GAPS This is something to really hang your hat on. But before we work out how to do this, take a moment to think about what hasn’t worked before. If you’ve got a platform filled with content and a comprehensive training offering and you still need a separate upskilling/reskilling initiative, then it’s time to acknowledge that even the best stocked self-service L&D model isn’t going to close your skills gaps. What you need is a skills-based learning approach where you map the skills of your workforce, assess proficiency levels and then bridge gaps with SME-supported content. This is how you replace hope with knowing and guide development. 3) GET AI TO DO MORE HEAVY LIFTING You and your team can only do so much. We’re notoriously small teams. We haven’t got time to do all the admin work. Let’s employ AI to do more of our busy work, like compliance tasks, skills mapping and the first pass at courses. Not to mention AI makes it easier than ever to get your SMEs to help with course creation - but that’s a post for another day. TAKEAWAY The days of L&D for the sake of L&D are over. It’s either get results or get out of the way. The opportunity is before us. And the funny thing is - this is exactly what we got into this industry to do in the first place. Sure, there are forces standing in our way. But are we not standing in our own way as well? It’s up to us to figure out a way around - or through. Start by operating from a place of confidence and make bigger bets.

Europe’s Talent Crisis: How We Can Secure Our Future Europe is ageing – a trend that will soon create a massive gap in skilled labour. This demographic shift presents not only nominal and financial challenges but also threatens our valuable know-how, competitiveness, and innovation capacity. The potential loss of skills and experience could profoundly change our economy and society. The full extent of this problem is evident not only in Germany but also in countries like Poland, Portugal, and Italy, which are also grappling with rapid population ageing and a shrinking labour market. However, this issue extends beyond individual nations—it is a European-wide phenomenon. The recently released Hays report, “The Workforce of the Future: Navigating the Skills Disruption,” highlights that these challenges are global yet distinctly pronounced within Europe. Countries like Portugal and Italy face significant talent deficits, reflecting broader European trends. The report underscores the urgency of addressing these challenges strategically and collaboratively across the continent. A comprehensive talent strategy is therefore crucial to ensure access to the required skills and maintain Europe's competitiveness. This requires a shift in thinking—from how we attract talent to designing work environments that foster knowledge transfer and lifelong learning. Simply recruiting new skilled workers is not enough. We must ensure that the knowledge, experience, and expertise present in companies are actively nurtured and passed on. Mentoring programs, which focus on continuous development and knowledge transfer, are key in this regard. These programs enable experienced employees to pass on their valuable knowledge and actively contribute to the development of the next generation. This way, knowledge not only remains within the company but is also enhanced, enriched, and adapted to new challenges. Simultaneously, younger employees benefit immensely from the insights and experiences of their mentors, significantly broadening their skills and perspectives. We are at a critical juncture where it is about securing our present and actively shaping Europe’s future. We must preserve the knowledge of experienced generations and pass it on meaningfully to continue developing innovative solutions. The challenge of closing the skills gap is not just an obstacle but an opportunity to make Europe more resilient and future-ready. #SkillShortage #Europe #TalentManagement #Hays #Innovation 

By 2030, 39% of today’s core skills will become outdated, with 170 million new jobs emerging globally, even as 92 million roles face displacement—resulting in a net gain of 78 million jobs . Alarmingly, 59% of workers will need reskilling, but one in five may miss out without urgent action, as skill gaps remain a top barrier for 63% of employers. The World Economic Forum’s Future of Jobs Report 2025 reveals AI and information-processing tech will transform 86% of businesses—more than any other force. The future of work isn’t coming—it’s here, with AI reshaping industries like healthcare, finance, and renewable energy. Building an AI-native workforce goes beyond technical skills. While AI, big data, and cybersecurity are in high demand, human-centric skills are critical: 🔹 Resilience, flexibility, and agility 🔹 Creative and analytical thinking 🔹 Curiosity and lifelong learning 🔹 Leadership and social influence 🔹 Systems thinking and environmental stewardship For example, roles like AI specialists are booming, but so are creative problem-solvers in sustainable agriculture, where 34 million new farmworker jobs could emerge. We need adaptive leaders who blend human judgment, empathy, and ethics with AI’s power. Employers are acting: - Seventy-seven percent plan large-scale upskilling programs. - Forty-one percent expect AI-driven workforce reductions. - Nearly half aim to transition roles internally, like retraining clerical staff into data analysts. Look at Amazon’s Upskilling 2025, training 100,000 employees in AI and cloud computing, or IBM’s AI literacy programs fostering collaboration with generative tools. JPMorgan Chase and IKEA are also embedding AI training to build learning cultures. The AI era demands human reinvention. Future-proof professionals will merge judgment, empathy, and ethics with AI capabilities, thriving in sectors like autonomous vehicles or green tech. Organizations that win will: - Invest early in people’s growth. - Foster continuous learning cultures. - Empower employees to co-create with AI, not compete against it. The AI-native workforce is built, not bought. What’s your organization doing to prepare? Share below! #FutureOfWork #AI #Reskilling #Leadership #WEF2025

The global talent gap is real. According to a recent World Economic Forum report, 60% of surveyed companies struggle with skills gaps that hinder their growth. With the rapid rise of generative AI, skills gaps are becoming more pressing and costly than ever. IDC research predicts that by 2026, IT talent shortages will cost organizations $5.5 trillion caused by product delays, impaired competitiveness, and loss of business. In a recent article in Management Today, I explore how skills-based organizations are tackling these challenges in the workplace. By prioritizing skills-based hiring over traditional benchmarks for success like college degrees, companies like McLaren Racing are tapping into a broader talent pool and staying agile and competitive in a fast-changing world. Here are three key takeaways we’ve learned through our partnership with McLaren Racing on developing high-performance teams in the skills-based economy: 1. Rethink the Star Player: Upskill teams and share expertise organization-wide to mitigate risks and leverage top talent. 2. Reframe Business Performance as a Team Sport: Encourage collaboration and a growth mindset, learning from failures together. 3. Take an Inclusive Approach to Learning: Support diverse teams with foundational learning opportunities to set everyone up for success. Transitioning to a skills-based organization isn't just beneficial for business performance—it's essential for driving inclusive hiring and improving talent retention. Skills are the new organizational currency to prepare for today's challenges and tomorrow's opportunities.

Last month I shared that the average age of controls engineers now stands at 54, with only 5 percent under the age of 30. Since then I have been having detailed conversations with both hiring managers and candidates, and the picture is clear. This is creating a perfect storm for automation departments across manufacturing, life sciences, and industrial sectors. One engineer I spoke with recently made a complete career pivot. He accepted a vocational teaching position after a retiring teacher called him directly, saying they needed someone to train the next generation. This reflects a growing trend of experienced engineers stepping into teaching and mentorship roles to address the knowledge transfer gap. Systems integrators are responding in kind. Rather than fighting over the shrinking pool of experienced engineers, many are ramping up training and mentorship. One integrator told me their training budget has increased by 40 percent year over year, with a focus on pairing senior engineers with graduates and early career hires. OEMs are also shifting. Companies that previously demanded 5+ years of experience are now more open to candidates with strong fundamentals and the right problem-solving instincts, trusting that technical skills like PLC programming can be taught. The most forward-thinking organizations are tackling this through multiple strategies: Creating formal knowledge transfer programs to capture the tacit expertise of senior engineers Partnering with community colleges and trade schools Establishing apprenticeships that blend classroom learning with hands-on project work Offering phased retirement to keep senior talent engaged as mentors Using technology to record and share institutional knowledge As the talent gap widens, companies that treat knowledge transfer as a strategic priority rather than an HR formality will gain an edge in reliability and innovation, it's going to be a long road, but this has got to be the foundation for the next generation, surely. What other solutions are there?

I'm coming off of back-to-back meetings with 20+ incredible HR, People, and Learning leaders. Here’s what I learned: Across industries and company sizes, one theme rose above all others: upskilling the workforce—not just for the jobs of tomorrow, but for the ones people are doing 𝘳𝘪𝘨𝘩𝘵 𝘯𝘰𝘸. Many organizations are finding that employees are behind on critical skills for today’s work, while also trying to show those same employees what’s in it for them to engage with training. The sweet spot is when L&D programs both close current skill gaps and help employees see a clear path forward—𝘩𝘰𝘸 𝘵𝘰𝘥𝘢𝘺’𝘴 𝘭𝘦𝘢𝘳𝘯𝘪𝘯𝘨 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘴 𝘵𝘰 𝘵𝘰𝘮𝘰𝘳𝘳𝘰𝘸’𝘴 𝘰𝘱𝘱𝘰𝘳𝘵𝘶𝘯𝘪𝘵𝘪𝘦𝘴. That starts with visibility: understanding where employees stand, what skills and competencies are required for the roles they aspire to, and using technology to bridge the gap with personalized learning paths. When learners can connect the dots between today’s skills and tomorrow’s goals, engagement, retention and internal talent mobility follow naturally. We also talked about the growing importance of mentoring as a true strategic learning modality, not a nice-to-have, fluffy, feel-good initiative but a powerful way to scale knowledge and drive real behavioral change. When you combine tech-enabled mentoring with skills assessments and custom learning paths, HR teams gain data-driven insight into which skills are most lacking or most in demand, providing direction for future learning initatives. A few additional standout takeaways from broader discussions: 🔹When change and ambiguity ramp up, the comfort zone is where careers go to die. Take in your new surroundings and chart a new path forward. 🔹We went from traditional classroom training to fully virtual in COVID. Now “hybrid” learning is bringing us back into balance, leveraging virtual for efficiency and in-person for collaboration. 🔹Learning is most effective as a two-way marketplace. Employees aren’t just recipients, they’re choosing their own paths and driving their own development. 🔹Instead of hard vs soft skills, it’s now time to think in terms of durable vs. perishable skills as AI reshapes the world of work. 🔹Finally, a reminder that learning ROI often has a long tail and compounds over time, like any smart investment. The most forward-thinking HR and L&D leaders are playing the long game. Thank you to all the leaders who shared your perspectives with us this week. I left inspired and even more committed to helping organizations use learning technology to unlock talent mobility, engagement, and measurable business impact. (Photo: Ryan Flynn & me at ConnectHR, Orlando – Thank you, Quartz Network for a fantastic event!)