Mastering Workplace Readiness in Today's Competitive Landscape

Sangeeta Shetty, Associate Vice President, Ascendion in a recent interaction with Higher Education Review magazine has shared her views on how organizations can ensure their workforce is adaptable to rapid changes in technology and market demands, some effective ways companies can foster a culture of continuous learning among their workforce and more

In today's fast evolving workplace, how can organisations ensure their workforce is adaptable to rapid changes in technology and market demands?

Today people like to align to the organisation charter and be part of making too, therefore, it is very important for an organisation that aims to get their workforce adapt to the technological needs, be extremely transparent about its organization, goal, and vision as well as how it aims to achieve with actions. In other words, when leaders communicate or set goals for the organization, the focus on new technology, intent to stay competitive, align with market, be the market leader and how everyone in the organization plays a part in achieving that gets important.

Specific interventions that help people develop a growth mindset, communications reiterating the same, emphasizing on mentoring, learning as a culture, encouraging people to experiment, and try new approaches to problems and solutions, without fearing the risk of failing are instrumental.

Given the current trends and shifting market with technological demands, it is crucial for organizations  to establish an internal ecosystem that aligns with the dynamic and ever changing external world. This not only includes celebrating small steps towards innovation but facilitating  more  avenues for knowledge sharing  that ensures consistency in action and speech.

In a same vein, it needs to be evident in the kind of deals we bring home for engineers to deliver. I am aware of organizations who have expanded over time, started out as large in number of Full-time employees but their projects solutions and services may not be as  ambitious on  the  ground as their vision and purpose. This could be still the case, but if effort stays in the right direction companies will be see merits of staying focussed.

Under  the  guise  of AI or solutions,  organisations may tend to fit  in with some fundamental  integration efforts. Therefore, imperative for organizations to stay strongly  committed  across all domains  and  functions to secure projects that have the potential to utilize cutting-edge technology. 

It is often said to be top-down approach but co existing with real  behaviours  and  actions  on  the  ground does the magic.

Upskilling and reskilling are crucial for remaining competitive in today's job market. What are some effective ways companies can foster a culture of continuous learning among their workforce?

With the fourth industrial revolution that is defined by AI, machine learning  and  automation, which has drastically altered the job landscape. Even the  most  successful  businesses  may  struggle to keep up with the  demands of  its clients. In attempt  to  recruit  something  that  a  client  needs  or  surviving  with  perhaps  outdated  resources  may  make this  seem  like  a  firefighting situation on the ground. Therefore,  reskilling  and  up skilling  are  no  longer  desirable,   but they are a growth plan.

Additionally,  performing reskilling and upskilling in batches for specific group may change as an approach; learning continuously with parallel and constant effort across could be pressing  necessity  for all pockets. By  the  time  you  complete  one  phase, the  syllabus  and  technologies  have most likely changed, and you may need to catch up even more. Likewise, specific to AI/ ML it is being relevant in every function therefore consumption and awareness to be encouraged across the organisation.

Everyone should have a basic understanding of Gen AI and its technologies, whether they are engineers, enabling personnel, or working in L&D. I have been interacting with people in the industry, and I have noticed that many of them may still be at the stage where they are yet skeptical of AI posing security risk and threat, which interestingly has been a debate point too, either be the case, more compelling need for early awareness on the subject.

The concept of artificial intelligence is currently not well understood. To  effectively  advance  to  the next stage of evolution, organizations will need to increase their own employees' familiarity with some of these phrases.

That said, it cannot be the legacy approach or classroom training. Technical certifications existed as a popular channel to upgrade, tools and mechanisms have further evolved  there is  always the next version before you are done with the former. It  must  therefore  be  continuous;  you cannot rely on it or get ready for a subsequent certification stage. The microlearning and bitesized lessons would aid individuals in assimilating the information daily.

Making it self-driven and establishing the ecosystem are  two  crucial  components that enable  them  to  work together and share  knowledge.  There  are  numerous  intricate  projects  that  are  very  technical and  demanding  and we too have technically proficient individuals managing them within the setup, rich knowledge and experience that coexist; we should be able to leverage it optimally.

We see community learning as a culture and it is evolving, and we are already witnessing how community groups get together and learn and how much they love it.

Diversity and inclusion have become fundamental to workplace readiness. So how can organisations ensure that their readiness programmes are inclusive and equitable for all employees?

Organization’s emphasis,  and   what  is  portrayed  on   the  ground  are  all  crucial   in  demonstrating   the  organization's  values and  gaining trust.

From  the  highest  level  to  the  lowest,  it's  critical  that  we  all  speak  the  same  language  when  discussing  DEI. Additionally,   it's  critical  to  be  clear  and  concentrate  on  specific  tasks  in  order  to phase ourselves or accomplish the overall goal, but be sure of the focus area  

Once agreed, everyone  must  carry  that  as  one  of  the  goals,  and  it  must  be  reflected  in  all  aspects, including hiring, retaining, and building, as well as in the processes, functions, and department. It  must  be  reflected  in  the  fundamental  structure  of  the  programs,   such  as  hiring  trainers from a variety of backgrounds, modifying the content to speak to particular or varied groups, and offering formats that are easily accessible.

Above all,  it necessitates the dedication of leaders,  the design and charter, and the way different  facets  adopt it. Adopting  DEI  requires  a  lot  of  work  to  get  everyone  on the same  page.

It is crucial to encourage people to think about how DEI as a subject is significant towards the organizational objectives and to help them come to a consensus through some of these unconscious bias trainings,  seminars, or webinars, modifying  learning  pathways, using  inclusive  hiring  and  selection  practices  to  foster  accountability  and  offer  feedback,  and  maintaining  open  lines  of  communication  regarding  the  topic. Some of these ERGs are also coming helpful in people finding themselves in the safe place.