While you may recognize that upskilling is essential, how you approach it can vary. There’s no one-size-fits-all approach when it comes to developing teams, especially when you’re addressing skills gaps across teams of varying sizes.
Here are some of the best employee development courses for small, medium, and large teams.
The current and potential impact of automation on our workplaces and jobs of the future is a hot topic right now. In fact, it’s highly likely you’ve read or heard about statistics explaining how machines are going to change human’s jobs forever.
At one point or another, we have all had questions about the gravity of the situation when it comes to automation. We have all wondered if we should really worry about machines taking over our jobs, which skills we should actually consider for the future, and how our workplaces are changing with every new trend in technology.
The echoes of these questions have become louder in the last few months. As the global economies succumb to COVID-19, new work models and ethics are beginning to define a ‘new normal’ which has accelerated the rate at which artificial intelligence and automation are approaching us.
Should you be scared? No! Should you do something about it? Certainly! What? Let’s find out.
Organizations often claim to encourage risk-taking, but are typically reluctant to greenlight experimental innovation efforts for fear of failure. What’s more, by the time an “experimental” project is set to launch, layers of management will have likely reviewed and approved the “risky” project in advance.
The issue is that there’s always going to be a natural failure rate when taking risks. Expecting 100% success only rewards safe bets. Not only is this approach stale and uninspired, but it also discourages employees from implementing new ideas that could lead to positive business outcomes.
While there is no silver bullet for building a culture of experimentation, one way executives can help spur innovation in their organizations is by practicing servant leadership.
The $3 trillion US bailout package was the perfect short-term fix and a wholly inadequate long-term fix. It provided liquidity to struggling businesses. It provided unemployment benefits to the staggering number of workers who are hitting the unemployment lines. But, it did nothing to help workers get back to work because many of those jobs are obsolete and gone forever.
Many companies are going bankrupt and aren’t coming back. Retail is getting crushed. You can bet that any position eliminated in the crisis that can be automated, will be automated. Beyond the obvious elimination of inefficient manual labor, there is a much more disturbing macro trend. For example, artificial intelligence can now read cancer on an x-ray better than a doctor can.
In short, these “jobs of the past” are gone. The COVID unemployment tsunami is going to accelerate automation.
In recent years, the world of work was slow to shift from having in-office policies to flexible work from home schedules.
Most employers want employees in the office to have easy, unencumbered face time with coworkers to have a free exchange of ideas.
What’s more, working remotely was reserved for employees with long commutes or that live in other states.
However, COVID-19 has forced a rapid move to remote work, with many managers finding themselves with a fully remote team for the first time. Managing a remote team can have its challenges, but it can be done.
Here are five tips for managing your newly remote teams.
All of us have individual career aspirations, goals, and visions for the future. And we have different skills and learning preferences to achieve them. Today, every organization is seeking to give its employees the best possible training to help both them and the company stay current on rapidly evolving technology trends. Employee upskilling programs are no longer a nice perk – they are a must to stay competitive. Organizations must ensure their top talent is up-to-date on trends, new industry developments, and has access to the best technology. That means companies are looking to incorporate the latest and greatest learning tools on the market to make that happen, especially when it comes to developing their next crop of managers.
But unfortunately, new doesn’t necessarily mean better.