Adapting employees’ skills and roles to the post-pandemic ways of working will be crucial to building operating-model resilience.
by Sapana Agrawal, Aaron De Smet, Sébastien Lacroix, and Angelika Reich
Imagine a crisis that forces your company’s employees to change the way they work almost over-night. Despite initial fears that the pressure would be too great, you discover that this new way of working could be a blueprint for the long term. That’s what leaders of many companies around the globe are finding as they respond to the COVID-19 crisis.
Consider the experience of one pharma company with more than 10,000 sales reps. In February, it switched from an offline model to a 100 percent remote-working one. As the containment phase of the crisis gradually recedes, you might expect remote working to fade as well. However, the company now plans to make a 30 percent-online–70 percent-offline working model permanent, thus leveraging the freshly developed skills of its sales reps. Even before the current crisis, changing tech-nologies and new ways of working were disrupting jobs and the skills employees need to do them. In 2017, the McKinsey Global Institute estimated that as many as 375 million workers—or 14 percent
of the global workforce—would have to switch occu-pa tions or acquire new skills by 2030 because of automation and artificial intelligence.1 In a recent McKinsey Global Survey, 87 percent of executives said they were experiencing skill gaps in the workforce or expected them within a few years.2 But less than half of respondents had a clear sense of how to address the problem.
The coronavirus pandemic has made this question more urgent. Workers across industries must figure out how they can adapt to rapidly changing conditions, and companies have to learn how
to match those workers to new roles and activities. This dynamic is about more than remote working— or the role of automation and AI. It’s about
how leaders can reskill and upskill the workforce to deliver new business models in the post-pandemic era.
To meet this challenge, companies should craft a talent strategy that develops employees’ critical digital and cognitive capabilities, their social and emotional skills, and their adaptability and resilience. Now is the time for companies to double down
on their learning budgets and commit to reskilling. Developing this muscle will also strengthen companies for future disruptions.