Best Practices for Workforce Development

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

Rethinking Entry-Level Hiring: Focus on Potential, Not Just Experience (What your workforce really needs from you) Experience isn't born overnight. It doesn’t materialize from thin air. In today's market, leadership isn’t about demanding prior experience. It’s about nurturing future talent. Here’s how forward-thinking organizations are shifting their approach: 1️⃣ Recognize the Potential Gap Demanding years of experience for entry-level roles creates a barrier. ➜ Acknowledge the current hiring paradox. ➜ Understand the frustration of fresh graduates. ➜ Focus on the skills that can be developed. Open doors, don't build walls. 2️⃣ Value Attitude and Adaptability Years on a résumé don’t guarantee success. Mindset does. ➜ Prioritize a candidate’s willingness to learn. ➜ Look for adaptability in a changing market. ➜ See beyond the paper and into the person. Potential outshines past experience. 3️⃣ Invest in Mentorship and Training Every expert was once a beginner. Build the foundation. ➜ Provide structured mentorship programs. ➜ Offer continuous training and development. ➜ Create opportunities for hands-on learning. Growth is a two-way investment. 4️⃣ Foster an Inclusive Hiring Culture Opportunity shouldn’t be a privilege. It should be a standard. ➜ Break down traditional hiring biases. ➜ Value diverse backgrounds and perspectives. ➜ Create a level playing field for all candidates. Inclusion breeds innovation. 5️⃣ Prioritize Skill-Building Skills are the currency of the future. Invest wisely. ➜ Focus on transferable skills over specific experience. ➜ Identify core competencies and develop them. ➜ Create a culture of continuous learning. Skills grow with opportunity. 6️⃣ Focus on Long-Term Success Short-term experience vs. long-term growth. Choose wisely. ➜ Build a pipeline of future leaders. ➜ Invest in the longevity of your workforce. ➜ Cultivate talent for sustainable success. Future-proof your team. 7️⃣ Leadership is Investing, Not Just Expecting True leadership isn’t about demanding expertise. It’s about building it. ➜ Absorb the initial training burden. ➜ Offer guidance, not just requirements. ➜ Build an environment where potential thrives. Your team will remember the organization that invested in them. Guide them forward. Build their future. Because leadership isn’t about finding perfect candidates. It’s about creating them. Image credit: George Stern

Most companies wait until they have an urgent problem before addressing workforce capability. But the ones building competitive advantage are investing in readiness before the gap becomes a crisis. Here are four areas where organizations need to focus: 𝟭. 𝗥𝗲𝘀𝗸𝗶𝗹𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗿𝗼𝗹𝗲𝘀 𝘁𝗵𝗮𝘁 𝗱𝗶𝗱𝗻'𝘁 𝗲𝘅𝗶𝘀𝘁 𝗳𝗶𝘃𝗲 𝘆𝗲𝗮𝗿𝘀 𝗮𝗴𝗼 Automation specialists, data scientists, and AI integration roles require new training pathways. Companies that build apprenticeship programs and internal development tracks get ahead of skills bottlenecks before they slow growth. 𝟮. 𝗣𝗿𝗲𝗽𝗮𝗿𝗶𝗻𝗴 𝘁𝗲𝗮𝗺𝘀 𝘁𝗼 𝘄𝗼𝗿𝗸 𝗮𝗹𝗼𝗻𝗴𝘀𝗶𝗱𝗲 𝗔𝗜 It's not enough to deploy AI tools. Teams need to understand how to integrate AI into their workflows, manage AI-driven processes, and improve performance through human-AI collaboration. 𝟯. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆𝗶𝗻𝗴 𝘀𝗸𝗶𝗹𝗹 𝗴𝗮𝗽𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲𝘆 𝗮𝗳𝗳𝗲𝗰𝘁 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 Skills assessments show what people can actually do, not just what their job titles suggest. Companies that map capabilities across their workforce can redeploy talent strategically and keep people engaged in roles where they can grow. 𝟰. 𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗽𝗮𝘁𝗵𝘄𝗮𝘆𝘀 𝗶𝗻𝘁𝗼 𝗿𝗼𝗹𝗲𝘀 𝘄𝗵𝗲𝗿𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝗰𝗮𝗻 𝘀𝘂𝗰𝗰𝗲𝗲𝗱 Whether it's technical training, role-specific development, or management skills, companies need structured programs that prepare people for the work that's coming, not just the work that exists today. The retirement wave is gathering speed. Skills-based hiring is becoming the norm. Growth isn't waiting. What's your approach to workforce readiness right now?

Expanding the U.S. workforce in emerging technology is a pressing challenge. How can we build new talent pipelines for critical industries like biotechnology and AI? CSET’s recent report, "Biotech Manufacturing Apprenticeships: A Case Study in Workforce Innovation," by Luke Koslosky, Steph Batalis, and Veronica Jade Kinoshita, explores a promising solution. By examining the North Carolina Life Sciences Apprenticeship Consortium (NCLSAC), the report offers a practical guide for organizations looking to develop their own programs. A few policy takeaways from the report that caught my eye included: 1️⃣ Provide sustainable funding for the infrastructure that apprenticeship programs rely on, such as regional workforce hubs, technical education programs, and pre-apprenticeship training. 2️⃣ Support regular, regional labor market studies and ensure timely access to data on skills gaps and hiring needs to help target training efforts effectively. 3️⃣ Increase federal and state funding for the startup and long-term costs of apprenticeship programs, including support services for apprentices like stipends and child care — flexible funding is helpful! 4️⃣ Support recruitment initiatives that build awareness and reduce barriers to entry, especially for engaging new and historically underserved communities in the industry. 5️⃣ Create or strengthen regional groups that bring together employers, education providers, and government partners to align their efforts and goals. For organizations in any emerging tech field considering this model, our new report provides guiding questions to start the process: ❓What are your current workforce gaps in terms of roles and numbers, and what specific skills are most in demand? ❓What type of apprenticeship model—employer-sponsored, an intermediary partnership, or a consortium—best suits your organization's needs and resources? Learn more and see how this model could apply to your industry: ➡️ Read the full report: https://lnkd.in/ekcTD7GY ➡️ For industry & workforce developers, see our guiding questions: https://lnkd.in/e3rAhtQV ➡️ For policymakers, check out the "Policy Takeaways": https://lnkd.in/eiNx2qfD

Across my career in education, from rural classrooms to national leadership, I’ve seen firsthand the immense potential of our students when the system is designed to support their aspirations. When we look around the world at high-performing education systems, especially those preparing young people for success in a rapidly changing economy, we see consistent patterns. Here’s what the research says they do well: ⏰ Start early. Career education and guidance begin as early as primary school. Students engage in career exploration, hands-on projects, and workplace visits well before high school. The result is that students are more invested in their education, more motivated, and persist at higher rates. 🧰 Actively connect to industry. Teachers participate in industry externships, curricula are co-designed with employers, and learning takes place in state-of-the-art facilities or real work settings. 📜 Offer valuable, portable credentials. Certifications are rigorous, transparent, recognized by employers and higher education institutions alike, and aligned to the demands of an evolving economy. 🚀 Provide flexible, modular pathways. Students can change directions, stack credentials, and continue learning throughout their lives. 🚫 Eliminate stigma and dead ends. There is no hierarchy between “college” and “career” tracks. Both are seen as smart, respected paths to success. There are multiple respected routes to success, and each is built to lead forward, not to a dead end. These ideas are not theoretical. They are being implemented successfully in places across the globe. So here’s my question to education leaders: How are you thinking about these five elements in the context of your community? What would it look like to start earlier, connect more deeply with industry, offer credentials that matter, build more flexible pathways, and every student has a clear, supported path to a successful life? #FutureOfEducation #CareerConnectedLearning #EducationLeadership #AIandEducation #WorkforceDevelopment #StudentSuccess

🔍 𝐖𝐡𝐲 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐭𝐡𝐞 𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐂𝐨𝐦𝐞𝐬 𝐅𝐢𝐫𝐬𝐭 One of the biggest lessons I’ve learned from conducting job analyses across departments: 👉 You 𝘤𝘢𝘯’𝘵 define what someone needs to do until you understand how the work flows. Whether you're designing training, optimizing performance, or identifying skill gaps, starting with the process is key. 📊 According to Brannick & Levine (2002), effective job analysis begins with a thorough understanding of work processes, because "tasks are embedded within the flow of work." Skipping this step can lead to missing critical interactions, decision points, and dependencies. 📚 A study published in the Journal of Applied Psychology by Morgeson & Campion (2000) found that job analysis methods incorporating process mapping led to significantly higher alignment between job descriptions and actual work performance. 🎯 The U.S. Department of Labor's 𝐎*𝐍𝐄𝐓 𝐂𝐨𝐧𝐭𝐞𝐧𝐭 𝐌𝐨𝐝𝐞𝐥 is built on this exact idea: it starts with work activities and processes before breaking down tasks and required knowledge, skills, and abilities (KSAs). When you understand the process, you can: ✅ Identify critical tasks and decision points ✅ Uncover the knowledge and skills actually required ✅ Design training that mirrors real-world conditions ✅ Prevent downstream errors and inefficiencies ✅ Clarify who does what—and why 🧠 Otherwise, you risk building training or roles based on assumptions, not actual workflows. It’s not just about listing tasks—it’s about mapping the context they live in. If you're serious about performance, start with the process. 💬 Have you ever seen a role defined before the process was understood? What happened? #JobAnalysis #ProcessMapping #TrainingDevelopment #Iopsychology #LearningAndDevelopment #ManufacturingExcellence #SkillsMapping #WorkforceDevelopment #PerformanceImprovement #OperationsStrategy #AdultLearningTheory #ContinuousImprovement #TalentDevelopment #WorkforceStrategy #OrganizationalEffectiveness #LXD #EngineeringPsychology #WorkDesign #BusinessProcessImprovement #SMECollaboration #WorkplaceLearning

🚀 From Insight to Action: Driving Economic and Workforce Transformation Today was a day of meaningful engagement, starting with the #EconomicDevelopment Commission meeting in the City of Fremont and concluding with a community listening session on #WorkforceDevelopment hosted by the Alameda County Workforce Development Board These sessions revealed critical insights and sparked transformative dialogues about the future of work and community growth. Three Unavoidable Realities Shaping Our Future: 1️⃣ The Digital-Driven Evolution of Advanced Manufacturing: • The future of industrial and manufacturing jobs is inherently digital and AI-driven. This shift is blurring the traditional divide between “white collar” and “no collar” roles, challenging outdated stereotypes. It’s time we embrace a future-forward perspective that celebrates adaptability and innovation across all sectors. 2️⃣ Reimagining Education for the Next Generation: • Educational institutions must move beyond traditional silos to inspire students toward emerging interdisciplinary fields. Equipping them with curiosity, adaptability, and a mindset of lifelong learning is non-negotiable for success in tomorrow’s workforce. 3️⃣ Humanizing the Recruitment Process: • Hiring practices today often prioritize automated systems (ATS, QR codes) over human connection, creating barriers for early career professionals and transitioning job seekers. Instead of relying solely on resumes, we need hiring systems that focus on future potential and skills aligned with the changing workforce landscape. What’s Next? Recommendations for Fremont and Alameda County 📌 1. Vision 2030: An Integrated Roadmap for Growth Develop a unified strategy that connects economic development, workforce upskilling, and affordable housing. Addressing the systemic gaps across these areas with adaptive policies will enable sustainable growth and community resilience. 📌 2. Transform Job Readiness Programs Equip workers with critical 21st-century skills like strategic problem-solving, design thinking, and communication. Embed financial literacy and career navigation tools to empower individuals to manage their careers proactively. 📌 3. Launch Job Rotational Programs Partner with the private sector to design government-backed rotational training initiatives, offering structured on-the-job experiences. These programs will prepare professionals for dynamic career growth and create a bridge between education and employment. The time to act is now. The convergence of digital transformation, education reform, and human-centered workforce solutions is not just a challenge—it’s our greatest opportunity. Let’s build a future where innovation meets inclusivity and potential knows no boundaries. 💡 What are your thoughts? How can we reimagine workforce and economic development in your communities? #Leadership #Innovation #EconomicGrowth #WorkforceTransformation

The pace of change in today’s job market is unprecedented. AI, automation, and evolving business models are transforming the way we work, as well as the skills we need to thrive. The question isn’t whether your workforce will need to adapt but when. A recent Harvard Business Review, ‘Management Tip of the Day’ suggests four key steps to future-proof your workforce: 🔹 Use scenario-driven planning to map different paths your business could take, then develop leaders who could succeed in each. 🔹 Tie development experiences directly to succession goals. Identify gaps, offer stretch roles, and pair rising talent with mentors and coaching that target upcoming transitions. 🔹 Make succession planning a business priority. Treat it like any critical strategy, with clear accountability, timelines, and measurable outcomes. 🔹 Expect leaders to develop future leaders. Building talent for tomorrow should be part of every leader’s mandate At Capgemini, we’re committed to developing the next generation of leaders at every level. Through initiatives like our Leadership, Gen AI and Industry campuses, mentoring programs, and peer-to-peer learning opportunities, we aim to future-proof our workforce, close leadership gaps, and drive lasting growth and agility.   What steps are you taking to future-proof your team or workforce?

𝐍𝐞𝐚𝐫𝐥𝐲 𝐡𝐚𝐥𝐟 𝐨𝐟 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬 𝐡𝐚𝐯𝐞 𝐞𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡𝐞𝐝 𝐞𝐱𝐭𝐞𝐧𝐬𝐢𝐯𝐞 𝐬𝐤𝐢𝐥𝐥𝐬 𝐥𝐢𝐛𝐫𝐚𝐫𝐢𝐞𝐬 𝐚𝐧𝐝 𝐦𝐚𝐝𝐞 𝐢𝐦𝐩𝐫𝐞𝐬𝐬𝐢𝐯𝐞 𝐬𝐭𝐫𝐢𝐝𝐞𝐬 𝐢𝐧 𝐚𝐥𝐢𝐠𝐧𝐢𝐧𝐠 𝐬𝐤𝐢𝐥𝐥𝐬 𝐰𝐢𝐭𝐡 𝐫𝐞𝐥𝐞𝐯𝐚𝐧𝐭 𝐣𝐨𝐛 𝐫𝐨𝐥𝐞𝐬! 💡 Adopting a robust skills strategy is a game-changer for modern organizations. 📈 Today’s employers have a deeper insight into their teams’ capabilities than ever before—almost 70% have pinpointed the critical skills necessary for success in their departments. 👉 Ultimately, overcoming today’s skills shortages and ensuring a future-ready, employable workforce depends on embedding skills-based practices into every facet of talent management, according to a new interesting research published by Mercer US using data📊 from more than 1,100 talent, rewards and HR team leaders from 74 countries. 🔥 Organizations employ multiple approaches to map skills to individuals, including: ➡️ Basing practices on current job roles ➡️ Relying on managers to identify skills ➡️ Allowing employees to self-report their skills 📍 Finally, researchers unveiled a four-step roadmap for creating a skills-powered organization: ✔️ Define: Create the vision and link it to your business and people strategy. Define the unique “why” for your organization. ✔️ Engage: Engage the business and leaders to ensure agreement and support for the value, project scope and investment. ✔️ Build: Shape the roadmap to make sure your company uses the value of your hard work and dollar investment by making it “sticky.” ✔️ Activate: Test your initial plan in a pilot or proof of concept to learn and adjust before launching to the entire organization. ☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬: I really enjoyed diving into this fascinating research on skills. While many organizations still have a long way to go in fully transitioning into true skills-based entities, the findings highlight significant progress in understanding the wealth of skills within their workforce. It’s clear that this journey is not only lengthy but also requires cross-functional collaboration across the entire organization. Embedding skills-based practices into every aspect of talent management is essential, and the four recommendations provided by the researchers are incredibly insightful and actionable. Thank you 🙏 Mercer researchers team for these insightful findings: Brian Fisher Melba Gant Katie Jenkins 📚Heather Ryan Peter Stevenson ✍ Why is mapping skills to job roles a critical step in future-proofing the workforce? #skills #skillsbasedorganization #talent #career ———————————— ♻️ Share to empower HR professionals and elevate excellence in 2025! 💡 Follow Nicolas BEHBAHANI for more insights on HR, People Analytics & the future of work!