Need Reskilling and Non-traditional Talent Nurturing in a Culture of Lifelong Learning - Finds New Global Research from Infosys - Seite 2

From their responses to questions in each of these five areas, Infosys developed a Talent Readiness Index. The research team sorted companies by their index score, and three distinct clusters emerged — Followers, Challengers and Leaders.

• Followers have fewer approaches to develop talent and don't measure their results or effectiveness.
• Although challengers invest heavily in anywhere, anytime training, they still rely on traditional sources for talent acquisition.
• Leaders build lifelong learning culture and use it to retain top talent.

What sets leaders apart?

• Pursue multiple talent approaches and initiatives to not only meet current needs but also be well prepared for future talent demands.
• Are frontrunners in providing training programs and inculcating a lifelong learning tradition.
• Have rigorous hiring methods and don't compromise on quality of hires; however, they are also open to nontraditional sources.
• Aggressively work toward sustainably smarter workplaces.

Barriers to talent transformation

Infosys looked at two perspectives on the barriers that prevent sufficient demand-supply match of talent — tangible and intangible barriers to talent transformation.

Among the tangible barriers, lack of budget is the biggest barrier to repurposing efforts, followed by organizational issues, lack of management awareness or support, and inadequate talent management plans.

Among the intangible barriers, learnability received short shrift in the research, and it limits the tremendous potential of reskilling as a competitive advantage for companies that embrace learnability. Undervaluing learnability limits potential of other talent initiatives.

What action to take?

Infosys identified four approaches that can help companies prepare themselves to address the talent needs of today and prepare for those of the future. For each approach, leader and follower categories have been designated to describe good practices and actionable recommendations.

• Cast a wider net for new hires
• Reskill and redeploy in-house talent
• Engage temporary workers and gig economy strategically
• Align organizational structure to evolving business needs

Pravin Rao, Chief Operating Officer, Infosys, said, "There is not just a talent war – it's a famine. To succeed, companies must hire, develop, and retain talent better than their competition. As enterprises progress in their digital journeys, the winners will be those who utilize multiple hiring sources and reskill workers in a culture of lifelong learning – invest in their people, who are the ultimate differentiator in a commoditized world. This is further validation of Infosys' commitment to continuous learning and reskilling that has been a bedrock of our success for over three decades."