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Work Strategy and Skill Building

The revolution of technological breakthroughs will disrupt almost every industry in every country and have a significant impact on jobs. At Willis Towers Watson we help clients define the work and skills they need to achieve the right business results in an evolving landscape. 

We are at the beginning of a fourth industrial revolution, one that promises to alter the world of work permanently.

Today’s realities are shaped by a growing digital revolution. Technologies are fusing, blurring lines between the physical, digital and biological worlds, and artificial intelligence and robotics will continue to evolve.

The proliferation of AI and automation options calls for a re-examination of the traditional notion of a “job”. As new ways of completing work continue to evolve, there is likely to be a move towards defining jobs as a set of skills and experiences.

In addition to technological change, businesses are under increasing pressure to ‘do more with less’ and demonstrate value.

Can your talent strategy keep pace? 

In this evolving landscape, organisations need to think about how HR programs and processes can support new work models and realistically implement them. 

Our approach is to delve into an organisation’s work strategy, determining the key business drivers and technology plans. For example, by considering the nature of work, and the potential of technology, organisations can design work strategically to address the issues in capability gaps, human capital risk, and cost for improved outcomes. 

To address some of these challenges, we believe in building a clear, defined work architecture to provide a clear view of the work being done and the skills that are required to achieve the right business outcomes. 

Understand the data
Begin by analyzing the existing job architecture overall, considering the roles that are currently in place, and how the requirements for work are changing now and in the future. 

Design knowledge architecture
Identify the skills required for work and start to identify the sources of knowledge, for example, career development programs, employee assessment programs. 

Map skills
Use the data to verify supply versus demand, and map the skills to work to set the reskilling pathways.

Enable talent applications 
Create transparency for talent to connect to the new work and further their ambition in meaningful, purpose-driven work for the organization.

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