Over the last few decades, knowledge work has been given paramount importance, yet that is set to modify. With technology playing increasing role in our lives, paradoxically people with good inter-personal communications are gaining credence. An example of this shift is the reduction in production and transactional work profiles especially in the developed world due to a combination of the use of robots and outsourcing to developing countries.Management consulting firm McKinsey has conducted a study to gauge this trend in numbers and there has been a stark increase in jobs of high or low skills but involving human interactions. Thus the pinnacle of science, technology, engineering and math (STEM) is set to move towards proper human interactions and communication skills.

Corporate training programmes have traditionally been held inside classrooms, yet that is a trend that is not very popular among substantial percentage of professionals. This has been found post business research conducted by Inter-Call. A lot of executives feel that their seniors feel the job has been done, yet these programmes are broadly defined and not suited to job descriptions of certain verticals. More customization is needed. That is where online learning tools are making a mark. With the workforce getting younger on average, a good number of professionals prefer taking lessons online during convenient time.

Market research conducted by the Economist Intelligence Unit states that nearly three-fourths of organizations surveyed indicate that up to half their earning over the next couple of years will result from international business. In such an environment, it is imperative that leadership with international focus needs to be developed. A number of firms lament the lack of proper middle management level which can bridge the gap. A good way of doing so is to implement management training programmes specially designed for the level. Online packages such as Harvard Manage Mentor or Skillsoft have been in existence for a while, yet training regimes are evolving further. Video lectures and assignments are now getting aligned with live interactive events. On the spot polls can now be conducted. The skills gap can thus be bridged by multi-national firms using online platforms.

Leadership IQ conducted market research involving more than thirty thousand American and Canadian executives to gauge the level of leadership across industries. More than a fourth of respondents say that their bosses never take interest in their development while another near quarter of them feel that leaders rarely exhibit such interest. This clearly points out towards three broad problems plaguing organizations. The world is changing at rapid pace, but employees aren’t able to cope with the change. Not enough of corporate training is taking place to upgrade the skill sets of existing employees. More effective training will also facilitate internal development of employees who will be able to face up to challenges in the future. Finally, top performing employees want to continually grow, yet due to improper talent management practices, these high performers aren’t getting enough such opportunities.

In spite of economies growing, profit margins of many firms are shrinking primarily due to the effects of competition. Talent recruitment is such a scenario is getting crucial yet it remains a major challenge. Larger firms often outsource this aspect to specialist headhunters, while smaller firms in order to reduce cost, do it themselves. With recruitment such a challenging and often unrewarding experience, a lot of firms are revamping their corporate training programmes in order to train the existing workforce to improve the results. Training programmes need to be more contemporary using latest technologies. This also facilitates improved employee engagement using  mobile and video sessions. Apple and Google are examples of firms that have cracked the code and deriving top results out of the training programmes designed.

Talent recruitment is facing major challenges in terms of technology, screening and onboarding. However, these challenges can also be converted into suitable opportunities. A major challenge with technology is the over-dependence on it. Webcams though provide an enormous opportunity to conduct interviews online. Screening has become a challenge due to the fact that number of job aspirants, taking advantage of online tools, develop those ideal CVs but in reality do not possess the necessary quality. Background check of aspirants though can be conducted better using online tools. During the onboarding process, the new recruit is provided with management training, which might end up costing a fortune and not giving the best of results due to the digital nature at present. However, as an opportunity, the HR of the firm, extracts vital business intelligence during the training process which can be incorporated for future benefits.

While millions of people in both the developed and the developing world remain unemployed, organizations also continue to grapple short of talent. This is a major conundrum and this skills gap needs to be bridged. Talent recruitment practices need to alter. Instead of hiring based on skills, attitude towards work must be the principal evaluation tool. Management training during the onboarding stage needs to be paid particular emphasis upon. The existing workforce depreciates in terms of skill sets. Thus continuous learning and development programmes must be designed for them in order to avoid or reduce redundancy.