2022 Global Skills Report.pdf

1、Thriving in the Global Skills ShortageYour Path Through the WildernessWhats Inside 2 Executive Summary 4 Chapter 1:2020 vs.2022:What Changed?8 Chapter 2:COVID-19 Casts a Long Shadow on the Workforce.12 Chapter 3:The Employee-Employer Skills Confidence Gap Remains and Expands.16 Chapter 4:Skills Deve

2、lopment Today:Employees and Employers Still Lost in the Wilderness.21 Chapter 5:Where Do Your People Go for Skills Development?How High Performing Organizations Close the Confidence Gap!26 Chapter 6:What Does Good Skills Development Look Like?29 Chapter 7:How Do You Become a High Performing Organiza

3、tion?32 Conclusion:High Performing Organizations Give Us a Template for Skills Development.1Executive SummaryThriving in the Global Skills ShortageSince the pandemic first swept across the globe,much has changed in the world of work.Out of necessity,we conducted a global experiment in remote and hyb

4、rid work.Employers were forced to contend with economic threats and learn how to adapt.Yet it would be wrong to say that the challenges organizations have faced over the past two years can be entirely attributed to COVID-19.In many cases,the pandemic has exacerbated or accelerated issues that alread

5、y threatened organizations.Digital transformation projects,which were slated to take years,instead took months,pushing organizations to the limits of their agility.The global need to reskill employees,which has loomed in our future long before COVID,came into focus.Regardless of the origin of these

6、challenges,we can all agree that for most organizations,the past two years have been chaotic.COVID-19s impact is deep,unprecedented,and continues to surface many unknowns.But,in a testament to human endurance and creativity,some organizations and individuals were able to adapt in ways that enabled t

7、hem to counter the disruptions of the pandemic,setting them up to address the longer-term talent shortages they face.In Cornerstones 2020 Global Skills Report,we found that employers and employees were united on the impact of COVID-19 and the importance of skills for future growth.Employees recogniz

8、ed the importance of developing new skills as crucial to their personal growth and employers could see that the skills development of their people was essential to driving growth and innovation.However,we also discovered a statistically significant gap between employees and employers on their confid

9、ence in organizations ability to support skill development effectively.We termed this very important finding“The Skills Confidence Gap.”In our 2022 report,we expanded our research scope to get a truly global picture of how employers and employees view their organizations continued investment in skil

10、ls,their ability to influence talent and business outcomes,and their response to the pandemic.We also examined how organizational performance factored into those investments.2Among our key findings,we discovered:Organizations and their people continue to see skills development as an increasingly imp

11、ortant part of navigating their shared future The employeremployee confidence gap on skills development(The Skills Confidence Gap)measuring the difference between employee and employer perception of the effectiveness of these programs not only persisted from 2020 but,on average,grew wider High Perfo

12、rming Organizations have a much smaller Skills Confidence Gap compared to the average organization High Performing Organizations demonstrated significantly different results across every learning and talent outcome we surveyed When organizations create learning programs that employees value,it subst

13、antially increases the employee demand for development resources a virtuous cycle Despite the uncertainty caused by COVID-19,most organizations are perceived as having been effective in their COVID-19 responseAs a focal point of this years study,we decided to identify what it looks like when an orga

14、nization truly excels.What does it look like when an organization is able to respond effectively to the problems of the day while still navigating a path through uncharted wilderness into a future that benefits both employees and the bottom line?To that end,in this report we compared High Performing

15、 Organizations with Average and Laggard Organizations in their approach to skills development,overall talent strategy,and even how they reacted to the pandemic.Becoming a High Performing Organization,with demonstrated business results,goes hand in hand with developing the skills of your workforce,an

16、d being aligned with employee perceptions,needs,and desires.We believe High Performing Organizations are blazing a trail through often uncharted territory that other organizations can follow and even improve upon.Typified by industry-leading profitability,low turnover,and high employee NPS scores among other measures of performance,we found that High Performing Organizations are also significantly more likely to:Report a low employee-to-employer skills confidence gap on skills development abilit