Akoya

How to harmonize and frame skills-related data?

Akoya favors the identification of business lines that require the mastering of certain skills rather than identifying skills in an encyclopedic way. We can then consolidate the skills required by each job to build the internal skills repository. The next challenge is to assess the level of mastering of the teams. The preferred approach is to assess skills individually and to consolidate by entities (team, business line, function, etc.) at a later stage. If the data is unavailable or unreliable, we can resort to degraded methods by directly assessing the average levels of proficiency of groups of individuals with their managers. Training is not always the relevant answer to the problems of skills’ mastering. It is crucial to consider skills’ development in a global way: the question of make (training, transfers, …) or buy (recruitment, subcontracting, …) must be asked; having a Strategic Workforce Planning diagnosis will help to resort to adequate solutions. The capitalization of knowledge is essential. By setting up processes and knowledge management tools, not only do we facilitate the adaptation to the needs of the business, but we also enable the consolidation of an essential asset of the company.

How to develop the employees on human and business level?

Talking about a learning company is a real strategic choice that goes beyond learning itself. The implementation of such an organization relies on values, practices that embody them and the animation of a community in which each employee is an actor and plays a role traditionally reserved for HR in the form of continuous feedback, peer training and co-development. The diversification of the learning mix, the emergence of LXP (Learning Experience Platforms) and the demand for efficiency require a rethinking of training organizations that often walk on one leg. They are sometimes too administrative, sometimes too pedagogical and always have difficulties in providing clear data on the impact Today’s data and technologies offer the opportunity to know exactly how each person learns and to massively personalize the modalities, but also the level of training provided to each person. Adaptive learning makes it possible to deploy advanced learning mechanisms whose effectiveness has been proven by neuroscience, such as “drilling” (repetition to strengthen memory) or nudge.

How to engage and retain the talents?

Rather than spending astronomical sums of money on retention plans when a talent drain is detected – often too late – it is better to smooth out your efforts by taking a proactive approach. The organizations need to get structured, so they always act upstream of requests: a talent that is in demand is symptomatic of a broken system. It is a question of balancing the demand for talent in positions deemed critical to the organization on the one hand, and the supply of available talent on the other. If demand exceeds internal supply, external sourcing will be required. In the event of a potential excess of talent, the organization must arbitrate between the possibility of creating tailored opportunities and the risk of losing talent that lacks opportunities. Talent management should not remain the preserve of the HR function, quite the contrary. It is by involving all employees, and especially managers, that the organization has the best chance of success. Bringing out and developing talent is gradually becoming everyone’s business, eventually becoming part of everyone’s mindset until it crystallizes into the organization’s culture.