1.
CEO for a Month: Adecco’s talent lens &
employability booster.
The programme helps young talent increase their employability
and career prospects through highly effective work-based training.
The Adecco
Group has launched the fourth global edition of its ‘CEO for One Month’, part
of the worldwide Adecco Group Way to WorkTM programme. The workforce solutions
provider organises this programme with an endeavour to help young talent
increase their employability and career prospects through highly effective
work-based training.
Having
attracted over 54,000 applications in 2016, this year’s programme offers 49
ambitious candidates from around the world the opportunity to shadow The Adecco
Group leadership in their country of residence. One of the candidates will be
further selected to work for a month alongside The Adecco Group CEO, Alain
Dehaze.
According to
the International Labour Organisation, the number of unemployed young people
reached 71 million in 2016. Meanwhile, the fourth industrial revolution is
creating jobs that require new skills and attitudes that few possess. Employers
lament the failure of traditional education to provide the skills required for
their needs, calling for more project and people skills.
The Global
Talent Competitiveness Index 2017—INSEAD’s and The Adecco Group’s report on the
talent competitiveness of countries and cities—also shows that leading
countries, such as Switzerland, Singapore and the Nordics, are more successful
at tackling youth unemployment. This is, in part, thanks to education
systems that encourage experiential and project-based learning, as well as
provide work-based training opportunities, such as apprenticeships.
2.
Virtual reality makes trainings more
real at GSK
Organisations are now looking to
bring in experiential methods in order to ensure learning applicability while
making the trainings more real-time.
GlaxoSmithKline
India recently experimented with virtual reality to bring in that real-time
experience in trainings. It conducted a trainers’ training session in Mumbai on
Tuesday, where, about 40 internal trainers were exposed to real scenarios
through the use of VR headsets. “The objective of the initiative was to
introduce our team of trainers or the L&D team to the various possibilities
that VR presents,” says Sunder Ramachandran, general manager – training, at
GlaxoSmithKline Pharmaceuticals India.
People
were engaged in a three-dimensional virtual reality game, which had a unique
storyline and each of the participants had a part to play in that storyline,
which offered a visual immersive experience. While this made the experience
more life-like, it showed how people would react in a real situation. “It is a
bit different from simply telling people to imagine an earthquake than letting
them see one and then react. When all your senses are involved in an
experience, your real behaviours start emerging,” Ramachandran adds.
Such
initiatives could come in handy not only for organisational safety trainings,
such as a fire drill, but also for other business trainings, such as a sales
training in the case of GSK India.
3.
How
Sapient creates ‘unicorns’ of its workforce
The company ensures that the workforce
acquires multiple talents and stays future ready.
For
millennials, who form a larger part of the workforce today, the regular pay
cheque is no longer the sole motivation to stay at work. They need a meaningful
purpose to continue what they are doing.
Sapient,
a Publicis Groupe company, has realised , quite early, the need for
specialised talent—a workforce which can simultaneously wield multi-faceted
skillsets. It not only provides a meaning and purpose to its employees, but
also makes all efforts to ensure that the workforce is future ready.
Sapient
prefers to hire unicorns — professionals who exhibit hybrid skills.
“The
industry refers to such talent as the ‘Pi’-type, but we, at SapientNitro call
them the ‘X-type’,” says Prashant Bhatnagar, VP- hiring and staffing,
SapientNitro, India.
“These
individuals can shape today’s innovations and break the boundaries of what’s
possible with technology and creativity. They solve real-world problems,” he
adds.
The first set of talent
that the company hires comprises specialists in interactive technology, but whip-smart
individuals who want to become ‘creators of experiences,’ or develop and create
immersive user experiences. They are individuals looking at opportunities to
work with cutting-edge technologies that redefine how brands connect with
consumers.
The second set of
technology talent that the company prefers to hire consists of the ‘curators of
next-generation digital experiences’. These are individuals fascinated by
future system architectures, translating client requirements to systems
designs, working at the intersection of creative and content storytelling
through the language of technology.
And the third and last
set of technologists that the company prefers to hire comprise
‘omni-maestros’—that is, those who enable seamless customer engagement, connected
experiences and integrated commerce in an omni-channel environment.
Many of its technologists
are made to attend its CMTO University (Chief Marketing Technology Officer
University), which is a year-long intensive programme that bridges the gap
between technologists and marketers and helps both to compliment the skills of
one another.
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