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The business world has been on the front line in experiencing a startling blow from a global pandemic, COVID-19. The unsettling effects of this unexpected shift in operations, sales and business continuity plans has impacted small and big enterprises alike.
The remote-working culture brought in by a global pandemic has made it inevitable for the organizations to settle for virtual business all around. While the health concerns are on a constant rise, the profound impact of the pandemic on the professional world continues to make headline news.
Few such major happenings have been:
- Mass Unemployment The current pandemic has triggered a ‘once-in-a-century level’ mass unemployment situation across all industries and global locations. As of April 2020, US had an overall unemployment rate of 14.7%, an astounding 308% rise from April 2019 levels of 3.6%
- Digital Adoption of Cloud Technologies Owing to the sudden upsurge in virtual business operations, cloud-based collaboration tools like Google Meet, Zoom and Teams have witnessed a massive surge in implementation and use. Corporate investments in cloud technology implementations is expected to continue, with an enhanced emphasis on cloud end-point security.
- Analyst-Level Roles at High Risk for Automation A recent survey on 200 companies, conducted by Draup, revealed that 65% of the companies believe that the ‘Analyst-level’ are at a much higher risk of automation. 40% of the total companies are aggressively trying to upskill ‘Analyst-level’ employees but continue to express the need for external assistance in reskilling opportunities identification.
- Ineffective Talent Management Systems Most organizations today have largely invested in complex talent management systems, but these systems are being used for limited functionalities of employee onboarding, short-term goals tracking, employee collaboration, and feedback. In the Post-COVID era, companies need to rethink their talent strategy in order to gain any digital competitive advantage.
Effectively combating the charted challenges requires organizations to focus on developing Individual Employees Skills Database, Future Skills Roadmap, Reskilling Opportunities Identification, and Internal Opportunities.
Several global organizations such as EY, Marriot International, Coca-Cola, and Broadcom continue to be the role models in the industry by setting up Targeted Learning Academies, implementing Agile and Lean methodologies throughout the HR and L&D initiatives. Global corporations like Unilever and Schneider Electric have been in the news for their pathbreaking talent marketplace disruptions, creating Internal Talent Marketplaces as well as implementation of advanced Enterprise Skill Management Systems.
Draup, forever staying ahead of its curve, draws from the best practices of such pioneers in the industry, analyses the impact factor of these disruptive measures and creates working models to help organizations address their workforce management challenges.
Draup’s exclusive Workforce Management Implementations that can help you champion the business are:
- Mapping Job Roles to Work Responsibilities Draup’s AI model analyses advertised Job descriptions that are available on public portals and internal JDs to create optimum job descriptions, taxonomy of roles and occupational maps, list out skills and identify reskilling opportunities.
- Work from Home Index – Draup’s proprietary WFH-Index benchmarks multiple roles on their feasibility of working from home through the analysis of numerous job descriptions of each role. This model is intended towards helping our clients create their own custom WFH strategies.
- Digital and Neighbourhood Skills Scan for Identified Employees Draup performs an in-depth analysis of employee profiles to identify core skills, neighbourhood skills, previous employers, workload experience, and numerous other parameters to create Individual Candidate Competency Profiles and which can be used for the analysis of internal opportunities and reskilling initiatives.
- Career Maps Model and Aspiration Simulation Draup’s Proprietary Reskilling Propensity Index Model evaluates which roles can transition into high demand and medium demand priorities. It also involves a detailed learning plan including customized learning paths and generates learning behaviour insights for each employee for each reskilling transition. This assists organizations to model individual-level career maps and simulate long-term career aspirations.
Draup promotes proper planning and optimum usage of digital tools that can propel its clients’ human capital to an advanced dimension of digital preparedness and bring tremendous ROI to the organizations.
With the intent of enabling its clientele in the same direction, Draup’s Talent Intelligence Platform is uniquely positioned to engage with client organizations by analysing the recent market trends, providing most relevant real-time data, and adding more value each day with customized and unique insights.
The following report on Workforce Optimization pos COVID, thus becomes the key to talent acquisition and management in these crucial times, that Draup puts into the hands of Workforce planners and Recruitment leaders.
