The current Supply Chain needs long-lasting learning transformation
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Are traditional approaches being disrupted?
Any expansion towards edge-technologies and ways of doing business means disrupting procedures. To keep up a long-term change to overcome COVID-19, companies need to trigger a restructuring SCs and shift the learning-process mindset. Current business trends speed up the demand for upgrading workforce skills.
As early as February this year, enterprises of all sizes began adjusting their current operations to almost 100% remote-work. The good results of these changes make leaders plan permanent transformation to at least 30% online works, focusing on the idea that job fresh-skills just acquired during the quarantine could bring significant benefits to the business.
But, most managers facing skill-gaps among staffs must take necessary steps to tackle these obstacles, whilst millions of global workers need to get along with automation and Artificial Intelligence (AI) technologies in the post-pandemic era, the sooner, the better!
Where were the most vulnerable jobs?
Hospitality, retail and food service sectors represent 42% of vulnerable jobs; on the other hand, industries such as groceries are hiring as much as two million or more additional workers worldwide. The emerging of different platforms is a bridge to the supply/demand mismatch, serving as the connection among companies and people to hire in. Consider e-commerce trends which are escalating in popularity.
How does the Supply Chain need to change?
Restructuring of SCs, with sourcing and production moving closer to end-users, and companies regionalising those suppliers to determine the sort of skills needed and where to allocate them closer to the point of sale.
These changes will fast-track the possible relocation of programs and strategies back or nearer to home; automation activities might be on-shored in months and expanding to 2022, creating domestic-value chains for significant products and industries, for instance, pharmaceuticals and food industries.
If there were the need to transfer activities to other countries, it would be worthy for companies to employ local talent, training them quickly on new roles and skills (hiring and training individuals as talent exchange.)
How the learning process has changed on post-COVID times
· It has speeded up the implementation of entire-digitised approaches.
· Imbalances in talent supply and demands will change.
· It fosters edging-teaching skills to workers wherever they might work.
· It recreates the best tech for in-person learning through live videos and social sharing.
· It makes it possible to surmount learning efforts more cost-effectively.
· It warrants better personalised-learning process resulting in more effectiveness.
· It is changing how people will work from now on, how they will shop, eat, changing basic patterns of movement and travelling, or how they will spend free-time in future.
Ten skills to speed up the recovery of your business
· Shape a talent line-of-attack that fosters employees’ vital digital and thinking competences, soft skills, flexibility and resilience as well.
· Increase your investments in developing learning skills that engage everyone to up-skill current proficiencies to strengthen the company and staff for unexpected disruptions.
· Managers have to experience a learning-curve too to manage transition better, maintain the sense of commitment, and fluent communication in teams working virtually, looking forwards to the chances co-workers have to start coming back to physical workplace gradually.
· Considering the possibility to transfer employees to the permanent-remote-work position after COVID-19 recovery.
· Take advantage of the many employees who went through an intensive-quick-training program, acquiring essential-renewed skills to work from home effectively, polishing up them to “the new normal.”
· Creating networks of learning partners to produce and deliver digital content rapidly to a wide-ranging base of the labour force.
· Accelerate the degree of digitisation to reduce unnecessary physical exchanges.
· It will require from companies of considerable financial-personal efforts to close the gap among top economies.
· Governments and top businesses must support collaboration on updating and consolidating processes and valuable tools to deliver remote consulting to companies less capable of this transformation.
· The lasting-employment landscape will require larger-scale of reskilling new workers.
Fast-tracking your updated-learning skills
Focus on the long-term resilience of your learning system. Use your already spent-training budget for the COVID crisis to building long-lasting skills and strategies which adapt better to the next normal that would demand more substantial skill shifting than it did before.
Make it both more digital (including in-sync-digital elements to replace in-person ones) and more accessible to your employees. Launched effective reskilling programs to tackle skill gaps triggered by technological disruptions to carry out new business prototypes or strategies.
Whatever capability already deployed should remain and expand for further competences. It would help if you captured what is working and what is not; you are building up the institutional learning that will put you in an advantageous position to apply what you already know on future disruptive situations.
Summing up: companies without resilient staff cannot be successful. Building your reskilling strength now is the first step to make sure your organisation rapid-recovery-model is in place. Is your company ready for new automation and AI approaches?
David Food is the Strategy Director of Prophetic Technology. He brings a significant breadth of skill, innovation and capability in the use of software and technology to improve supply chains, develop marketing and unlock business potential, whether globally or locally, with collaborative or enterprise-wide solutions.