• One interesting analysis we are beginning to look at is if the reskilling models can be applied to a broader supply talent.  Let us say we are interested in hiring Women python developer.  This supply talent pool is limited.  As a result can we evaluate how many Women R developers are and quantify that.  So in a way we can build a feasibility map.  The training to move from R to Python may be 3 to 4 months in this case.  We are internally calling it a Chess Board Model.We would love to do any prototypes for you in this regard

• Our analysis on how Recruitment function is evolving provided some interesting insights.  Recruitment function is going through a Micro Team transition where there are specialists handling very specific areas.  We largely studied tech companies and enterprises going through digital transformation in this regard (if you are interested, I can send the full report )

• Many HR leaders are extremely passionate about Reskilling but are unable to translate into tangible actions. So one thing we are proposing to do is to arrive at the laundry list of Skills by JD and develop an overall Skills Balance Sheet

For the Skills Balance sheet, we will be rank ordering skills by degree of intensity and arrive at the top 10 or top 20 skills that the organization should train their existing employees on.  I am personally very excited about this model.

• On a rewarding note, one of the senior HR leaders told me that Draup reports helped gain “new respect” from their tech group people with the amount of taxonomy mapping we had done.  These are the moments for which we live for at Draup so that was great to hear  Thanks again and hope you find these insights helpful