Future-proofing Your Workers’ Skills – It Starts With Us
The skills of today are not well suited to the future of work. So how is the problem remedied? HR needs to start thinking differently and future-proofing our own skills.
The skills of today are not well suited to the future of work. That’s according to a Dublin City University Business School report. To put this into context, 100 years ago the skills learned by engineers had a half-life of 35 years. Now, it’s three and a half years. That means employees are in a constant state of upskilling in order to meet the needs of their jobs today. Based on the example, it’s very real that half-life number will drop in the years to come. However, in order for HR to address this need, we need to start by thinking differently and future-proofing our own skills.
Key takeaways include:
- Demystifying the common trends in employee skill development
- Key challenges limiting our ability to meet this growing need
- Strategies for changing our mindset and operations to address the need
Photo courtesy: StockPhotoSecrets
Presenters:
Christopher Lind
Head - Global Digital Learning
GE Healthcare
Most individuals who have dedicated their careers to learning and talent development have spent a majority of their time in Human Resources. Christopher is different from most individuals. He’s a bold, digital-first learning and talent development leader that’s always reported directly to the business functions he’s served. As a result, he’s spent his career leading the reimagination of learning and talent development across a variety of industries, while going head-to-head with business operation leaders and being directly accountable for the outcomes. He currently serves as the head of global digital learning for GE Healthcare where his teams are reimagining the way development occurs for commercial and marketing professionals around the world.
