Skill shortages

The landscape of learning and development has experienced accelerated change in the past year, similar to other aspects of the HR profession.

Now, a number of trends could conspire to make things even more complicated as organizations move past the coronavirus pandemic. In an interview, HR Dive sought insight on L&D's path forward from Jason Wingard, dean emeritus and professor of human capital management at Columbia University's School of Professional Studies.

Wingard, who also is the founder and chairman of executive coaching and corporate training consultancy The Education Board, previously spoke to HR Dive about the challenges employers would face while bridging skills gaps during the 2020s, as well as the wrinkles provided by shifts in the online learning space. While some trends have not been drastically changed by COVID-19, he noted, others have been amplified.

#1: Remote work complicates the training stack

The pandemic changed paradigms about where people work, but also how they work. That could complicate training design, Wingard said.

One positive aspect of remote work is that it can allow employers to better isolate the competencies required to perform a given job, he noted; "it allows you to evaluate that much more directly."

But this way of work has also reduced the ability of training professionals to create what Wingard termed "dynamic exchanges within and among people." It can be more difficult, for example, to share screens and allow employees to see how their co-workers operate. Lags in user experience also may occur.

Additionally, remote-based training can be a barrier for organizations operating in industries that require more social and personal interaction, such as insurance and sales. "Training for these groups becomes a barrier," Wingard said.

Employers can offer a baseline of skills in which workers need to obtain proficiency but, ultimately, it may be up to employees themselves to adjust to advancing technology and ways of working, he added.

#2: Social justice reckoning impacts talent pipelines

Conversations around racial justice in the past year have affected training on multiple levels. Leaders, on one hand, have been tasked with leading their teams on diversity and inclusion. But talent acquisition and development teams have been challenged to help organizations build diverse and inclusive teams.

Unconscious bias looms large in the D&I conversation, and employers have the opportunity to develop more equitable systems for assessing candidates, Wingard said. One key example is the creation of diverse hiring panels that evaluate talent more closely in alignment with the needs of a given job.

Doing so could land candidates who are not only a better fit for the job, but who also show higher job satisfaction in the long run, Wingard said; "the whole cycle is much better than, who do you know."

#3: Younger workers show demand for long-term skill building

Millennial and Generation Z workers are projected to become the largest share of the U.S. workforce for some time, bringing their own set of expectations about how employers should invest in development.

"They're not going along with the status quo," Wingard said. "They want more investment in transferable skills."

He also observed that, in the higher education context, graduate students are choosing to pursue career fields and academic majors that focus on applied, practical skills; "I need to be doing computer programming or something that's going to allow me to do a checklist of competencies."

That may reflect how some younger employees think about skill building in the workplace, Wingard said. But employers will need to decide early on how they will invest in helping employees obtain such competencies.

In the tragedy that played out in the U.S. job market during the early months of 2020, younger job seekers saw both their present and future plans scattered.

Millennial and Generation Z workers in a recent survey by public relations firm Liberty Communications and market research company Opinium reported a variety of challenges in landing jobs, including competitive hiring processes and difficulties with virtual interviews. But 46% of those who were employed said their jobs were not leading them to their desired career direction. More than one-third said it was unlikely they would end up in their desired career.

As younger workers size up their prospects, employers are realizing their workforces may lack the skills essential to business success post-pandemic. That realization is partly the cause of a "gigantic change" in the way employers approach talent development and skill building, said Jane Oates, president at the nonprofit WorkingNation and former assistant secretary of the U.S. Department of Labor's employment and training division.

The rapid expansion of automation — a component of digital transformation — is becoming an even greater talent concern for employers. "The big challenge for a lot of them is that they have workforces where they had skills that were useful for the past couple of years, but they're becoming outdated," said Euan Blair, founder and CEO of U.K.-based apprenticeship firm Multiverse.

These are the forces younger workers and job candidates will contend with as economic recovery progresses. A growing contingent of employers recognize the need to provide these individuals with continuous learning opportunities, said Laura Gaviria Halaby, head of strategic initiatives and partnerships at SoftBank Group International. But there is still a disconnect, she added, wherein the type of training employers provide may not align with the specific, real-life situations employees will face on the job.

Gaviria Halaby said data literacy is likely to rank high up on the list of technical skills on which younger workers will be evaluated in the recruitment process. Understanding how to analyze and extract insights from data is "going to be essential, like knowing how to read and write," she added. These workers may face learning curves, however, due to the lack of emphasis on data training both from educational institutions as well as employers.

Likewise, employers disproportionately look at younger workers as digital natives, said Oates, but not all millennials or Generation Z members have had the same educational experiences or had the same opportunities to interact with workplace tech.

"It's unfair in some ways," she added. "Age is not an indicator of anything but your days on Earth."

The skills needed to operate effectively in a remote work environment are different from the classroom-based environment that many younger workers have experienced, said Ralph Wolff, founder and president of QA Commons, an organization that focuses on postsecondary training programs.

Employers are moving away from classroom-based learning in favor of applied learning in real-life situations, Blair said. There is also significant interest in guided learning programs, particularly for younger workers. "That is so valuable because people need guidance and mentors," he added. "You can't just rely on an online learning portal to teach you everything you need to know."

Technical skills will only be part of the equation, and employers will still evaluate younger workers' soft skills to determine their fit in an organization, even beyond the pandemic. But upskilling is more difficult for soft skills, despite the fact that they are "essential employability skills," Wolff said. The pandemic "has made that worse," he added, due to its impact on in-person learning opportunities.

Some employers have shifted to account for those impacts. Walmart, for example, created virtual internships and teaming opportunities to provide associates opportunities to "learn and grow from peers and leaders," Drew Holler, the U.S. retailer's SVP, people, said in an email.

On the recruiting side, school closures during the pandemic have changed the way employers evaluate younger candidates. Caring for family members or helping teach younger siblings can be ways in which recent graduates demonstrate leadership skills and responsibility rather than participation in a sports team or summer job, sources previously told HR Dive.

Wolff noted that employers "have had a hard time identifying with precision" soft skills even before the pandemic, complicating the issue further. Blair said he believes focusing on "indicators of potential," such as grit, conscientiousness and interpersonal skills, help make it easier to evaluate younger candidates while also making hiring processes more inclusive.

Younger workers, meanwhile, may need to be able to demonstrate their commitment to learning on the job. "You have to become a lifelong learner, and [employers] have to hire for that type of quality," Gaviria Halaby said.

The 'long bridge' forward

The pandemic has not changed employers' concerns about whether educational institutions can prepare younger workers for the future, according to sources. "There's a long bridge from leaving school to getting to the front door of the employer," Oates said.

Per Blair, stale corporate training models and "static" processes in higher education both hinder talent development. But curriculums at educational institutions are "too often behind what the future is going to look like," said Wolff. Employers, he added, often comment that faculty are not current with workplace issues such as digitalization and automation.

"At the 30,000-foot level, there is an enormous amount about artificial intelligence and its effect on jobs," Wolff said. "I don't see … the programs adapting as quickly as they may well need to."

Sources agreed on the need for partnerships and, generally, collaboration between employers and academic programs in order to ensure younger job candidates are prepared for emerging jobs. Educational institutions may need to adjust to the idea of preparing students for multiple potential career paths, Wolff said, but he noted employers "need to be actively participating in these conversations," providing insight into their short- and long-term skill needs.

Some local governments are taking different approaches in addressing the pandemic. Utah, for example, passed legislation funding short-term training programs at higher education institutions in the state, including discounted certification programs, Higher Ed Dive reported last fall.

Another impact of the pandemic is that it is difficult to land a job without the opportunity to participate in internship or apprenticeship programs. "People with inside knowledge have a massive advantage," Blair said.

Those opportunities may be fewer due to the pandemic-driven downsizing or outright elimination of career services programs at some educational institutions, Wolff said. Similarly, Oates said jobs numbers in the education sector make it "safe to assume" that student services have been cut recently.

Despite the advantages higher education credentials provide candidates, Blair said he has seen a shift away from the "fetishization" of such credentials, with employers looking toward non-traditional candidates who can demonstrate they have the skills employers need.

The pandemic has only accelerated that shift, Gaviria Halaby said; "Joyfully, that's going to open doors for young folks but also [for] underrepresented groups."

While millennial and Generation Z workers may be eager to take the next step in their careers and recover from 2020's crises, employers will still need to factor in the preferences that influence where they decide to build their careers. Many young workers may seek jobs with tuition assistance and on-the-job training, Oates said.

Purpose could also be a key factor. "The younger generation wants meaning in their jobs," Wolff said. "They're not going to be satisfied with a day-to-day grind."

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By Capella University

In today's tight labor market with many hiring managers bemoaning the war for talent, organizations must be extremely competitive in the employee benefits they offer.

With pressure on workers to be continually honing their skills and competencies to remain relevant, tuition assistance is proving to be among the most essential benefits organizations can provide.

Roy Skillicorn, senior director of learning and development for Cisco, and a Capella University School of Business and Technology Advisory Board member, shares his thoughts on trends in tuition assistance, how organizations benefit by offering such programs, and the risks they face if they don't.

Q. From your perspective, are tuition assistance programs growing in popularity as a benefit offered by employers?

A. Absolutely. Employers today can't afford not to offer tuition assistance programs. According to a LinkedIn survey, 94% of employees say they would stay at a company longer if it invested in their career development. To recruit and help retain employees in this labor market, every employer that is more than a small, independently owned operation needs to offer a meaningful tuition assistance program. Results from LinkedIn's 2018 Workplace Learning Report show that talent developers, executives and people managers agree that providing resources to enable talent is crucial to the business. There is a consensus that learning and development programs are a necessary benefit to employees.

When you are competing for key talent that is hard find, tuition assistance can make the difference. It is a benefit that prospective employees are not only hoping for, but they expect. This is more than a nice to have. It's a must have.

Q. How are tuition assistance programs different than they were 10 or 20 years ago? How have they evolved and to whose benefit?

A. Organizations are becoming much more strategic as to how they design and leverage tuition assistance programs. Everyone benefits from that. They are being much more thoughtful and specific in identifying the objective of a tuition assistance program, and asking questions such as, "What is the desired outcome for the organization, as well as the employee?" They are also being more diligent in ensuring the specific skills that employees want to learn align with where the business is headed in the future, not just where it is today.

While tuition assistance for bachelor's degrees and graduate degrees at accredited institutions remains at the core of these programs, there is a renewed focus on credentialing for very specific skills. Increasingly those highly specialized skills, which used to be taught primarily by trade or technical institutions, are now being offered by the same accredited colleges and universities that offer bachelor's and graduate degrees. They’ve seen the opportunity for expanding their portfolio of offerings and are capitalizing on it.

Q. Why is tuition assistance an employee benefit employers can't ignore? What is the risk if they do?

A. The risk is huge for employers that don't offer tuition assistance. Not only do they face fewer desirable candidates applying for key positions, but also increased turnover, decreased productivity, and a negative impact on employee culture. According to the 2018 Capella University Tuition Assistance State of the Industry survey, nearly three-quarters of respondents (73.71%) define their organization's TA programs as either critical or important to the strategy.

Every employer needs to face the new reality in which the traditional, static organization where an employee works the same job for years using the same skills essentially no longer exists. What we have today are more dynamic teams, more collaboration, more people moving from one team to another. To have that highly mobile, agile workforce, you have to invest in professional development.

Simply put, you won't keep up as an organization if you don't have some sort of a tuition assistance program in place. You will fall further and further behind if you don't invest in your employees.

Q. Beyond employee recruitment and retention, what are the other benefits of having an employee tuition program?

A. It goes way beyond just recruiting and retaining. Tuition assistance needs to be part of an overall talent development strategy. In a hyper-competitive workforce environment, organizations need to do everything they can to demonstrate a genuine interest and willingness to support and nurture employees.

Progressive organizations will not only provide adequate dollars for tuition assistance, but also carve out the space and time employees need to engage with professional development during the work day. People are busy. They have families and personal lives that eat up much if not all of their remaining time when the workday ends. Employers need to recognize that and make allowances for employees to learn new skills and competencies while at work.

And while most organizations still directly align the tuition reimbursement they are willing to offer with the specific skills needed at the company, there is a trend toward supporting more agnostic learning opportunities. For example, right now if someone who works at a semiconductor manufacturer wants to train to be a yoga teacher, that company likely won't fund that training. But maybe in the future they will. The thinking is that organizations benefit when they help develop curious people who expand their knowledge of the world around them. Supporting that curiosity can pay back dividends in ways an organization may not anticipate.

The bottom line is that organizations can reap significant rewards by offering robust tuition assistance programs, not only in terms in recruiting and retaining employees, but also in having employees that are highly knowledgeable, nimble, satisfied, and loyal.

Despite the turmoil of 2020, employers largely either maintained or increased their investment in skills training and development, according to a recent study from the U.S. Chamber of Commerce and the Society for Human Resource Management. 

Twenty percent of employers studied said they intended to increase their investment in worker skills training the following year. Barriers to ongoing investment remain, however; money and staff time remain large obstacles for employers to overcome. Some employers indicated they needed guidance on what programs would work best.

The study also noted the ongoing interest from employers in public-private partnerships that upskill workers. Even outside the impact of funding from government sources, 72% of HR pros surveyed said both the private and public sectors could collaborate to create talent development programs, including skill-based training and paid internships.

The pandemic put a spotlight on skill development as the talent market saw sharp upheaval during the adjustment to working remotely or in new environments. But even as some employers and workers took on new upskilling commitments, the pandemic may have prompted a "big drop" in leadership skills training and formal assessments that could lead to a "lost generation" of leaders, a Development Dimensions International report revealed.

Additionally, some myths persist that may block employers from creating skills training programs, Lindsay Witcher, a Randstad Risesmart exec, wrote for HR Dive. Worries about employee resistance — or that employees will take their new knowledge only to run to a new company — may frighten employers, even as HR professionals, employees and governments alike "agree that upskilling and reskilling add value to an organization and the economy as a whole," Witcher wrote.

The pandemic encouraged new levels of learning partnership, however, which may speak to the SHRM and Chamber of Commerce results. Recent partnerships have sprung up between governments and private companies, such as Bank of America partnering with a Virginia program to train up workers for in-demand jobs, and between disparate companies themselves. The SkillUp Coalition, formed in July 2020, works with companies and nonprofit organizations to train displaced workers for high-demand jobs in their local communities.

SAINT GEORGE, S.C. — A few miles east exiting southbound from Interstate 95, there is a large hole in the ground. Figuratively speaking, the land's owners are about to throw a couple million dollars into it.

Workers in yellow vests drill, hammer and pour the foundations of the object purchased with a $2.5 million investment: the Correa Axia-70, a milling machine that will begin operating in September, according to BID Group. The Canada-based conglomerate has its U.S. headquarters here in the Palmetto State, and just down the road, it operates a sawmill part manufacturing plant that will house the new equipment.

But like many manufacturers this summer, the difficult part is finding the workers who will help the company take advantage of that investment.

"My challenge is, you can have all the turnkey [contracts] signed," said Kathleen Nawrocki, BID Group's U.S. HR manager, "but you don't have the people that are trained to do the job, and the job keeps getting more complicated."

It is not for lack of trying, Nawrocki and others told HR Dive in interviews. The company has placed ads on Indeed, local radio stations and even its Facebook page, said Pier-Luc St-Hilaire, manufacturing operations manager. BID is specifically looking for welders and mechanics, he noted, but it has also hired those with no previous experience and sought out temporary hires. St-Hilaire said the St. George facility currently has about 105 to 115 employees working on the shop floor but that, ideally, he'd like to have up to 150 in the near future.

That is in part because of the demand BID is seeing, which is reflected by the fact that some backlogs for its products extend through the next four years and that some clients have placed down payments without even sending BID a quote, he continued; "We've never seen that."

Add the new machine to the mix, and that has forced BID to emphasize employee training. The company onboarded an online training portal so that workers can view content on how to operate, service and change out different parts of the machine, Nawrocki said. It also has experienced employees take beginners into the field to familiarize themselves with the machines and the sawmills in which they operate.

The hands-on approach appeals to BID's workforce. "They do like their YouTube, they do like to sit in the program, but most of them do not like to be too much in a chair," Nawrocki said. "And as they train and as they learn more, they get paid more."

BID also is competing with some large names for workers, including Volvo, which operates a plant in nearby Ridgeville, as well as Boeing and Bosch, located on the outskirts of coastal hub Charleston. BID's retention situation was "awful when I first came here," Nawrocki said, even though some workers came to the company from its competitors.

Others, she added, seek potential for high pay at contracting firms, where welders can earn up to $50 an hour. "But they find out how stressful that job is, and they also find out it's a contracting job," Nawrocki said, "so when your part is over, they lay you off … they do pay big money but it's not as stable. So we've had people go and come back."

The company has made changes to its benefits package to attract talent, signing on Blue Cross Blue Shield as its U.S. health insurance provider in 2020. Later, it sought to offer employees access to telemedicine platform Teledoc as well as access to Mood MD, which describes itself as a "holistic mood improvement program."

"This last year has been hard on everybody, no matter what situation you're in," Nawrocki said. "They're very sensitive to that, sensitive to family members, so they're enhancing that package for this year."

Being an international firm has surfaced some cultural differences between BID's Canadian and U.S. leadership teams, Nawrocki said, and that includes benefits and talent acquisition. Nawrocki added that she has had to educate the Canadian side of the company on the importance of 401(k) plans, leading to changes. In her first year with BID, the company switched its 401(k) to match 4% and allow employees to be vested immediately, rather than first needing to work for three years in order to be vested.

"My biggest challenge is getting Canadians to understand the importance in the U.S. of having a good brand, of having a good benefit package — that it isn't just about the salary, and to explain or to work with them about the culture in South Carolina," Nawrocki continued. "It's not always about who pays the most. There's a lot about family time. It's a lot about being treated with respect. It's a lot about things like four 10-hour workdays and having long weekends. It's been a work in progress."

BID also has made an effort to better market the job environment it offers, including forming partnerships with a marketing group as well as the state government. "Few people know how automated and how cool the job is … until they actually get here and the word gets out about the machinery they get to work," Nawrocki said.

She added that the message to potential workers is not necessarily about high earnings potential, but rather about the chance for advancement and training that can open the door for future opportunities. "If you can be flexible, the job is what you make it," Nawrocki said. "You can move up, you can do jobs that you never thought you could."

Officials highlighted a few of those examples. Dustin Miles, a mechanical assembly supervisor, has been with the U.S. division of BID since its 2013 inception. Born in the nearby city of Orangeburg, he had very little experience before coming to BID. "Everything I know about this business was taught to me by the employees here," he told HR Dive.

Miles now has 10 direct reports, and his team has tackled a variety of projects in the facility. He said that is one of the reasons why he has stayed at BID, combined with the ability to carve his own path and the fact that the job keeps him local to his hometown.

"I've always been a tinkerer," Miles said. "I can't be bored." Working on the variety of projects he has encountered during his time at BID has been more than enough to hold his interest, he added.

Employees have also moved from the shop floor to the company's sales operations team. That is the story of Garrett Judy, an inside sales representative at BID and St. George native who started at the company several years ago as a welding technician. After applying for an open position at the U.S. headquarters, the company flew him to Canada for training alongside long-time BID employees in the country.

Judy said his experience working with the company's products and parts gave him the knowledge to succeed in his current role, and he has been able to build a small team in that timeframe. He said his advice to those looking to build their careers at a company like BID is to keep their options open; "You might fall in love with it."

BID is hoping these types of stories can help lure talent in a competitive local market. "You can say it all you want, but your employees say it best for you," Nawrocki said. "We're to the point now where we've had people experience it. And they are really the people that are speaking for us."

Today’s workforce grows more empowered each day. Workers are making demands for equal pay, fair treatment, and flexibility, and they’ve been ready and willing to find new employers who can meet their needs. From May to September 2021, upwards of 3.6 million people vacated their positions each month, according to the U.S. Bureau of Labor Statistics, in what has been dubbed the "Great Resignation." Many of these individuals have found new employers who are meeting their needs, or started businesses of their own.

Another element on the periphery of this important conversation is how businesses help their employees to upskill — or don’t. In a world upended by the pandemic and faced with mass hiring challenges, employee retention is essential, and those who don’t offer a way for employees to learn and boost their skills will lose out.

According to research released in 2019 by customer experience management company Sitel Group, "more than one-third of employees (37 percent) say they would leave their current job/employer if they were not offered training to learn new skills." Research by LinkedIn confirms this: it found that 94% of employees said they would remain at a company if it was invested in helping them learn.

This factors into why some of the biggest companies in the world have invested in teaching not only their employees, but everyone, new skills. Amazon, Google, and Microsoft are among the companies offering tech training to anyone who seeks it out. In Amazon’s case, the company partnered with Kenzie Academy and Lambda School for a tuition-free program that even offers a stipend and health benefits subsidy for participating employees.

At Justworks, we recently launched an internal program, in partnership with Flatiron School’s The John Stanley Ford Fellowship, aimed at our non-engineer employees as well as Black tech professionals, so they can become members of our product engineering team. The overall goal of the program is to empower our people, promote mobility, and provide opportunities, like in the case of Melissa Wise, a member of the John Stanley Ford program who is now an associate software engineer at Justworks.

"Since I was younger, I always dreamed of being an engineer, but I didn’t know how to put that dream into action," she said. "In my new role, I know my opinion is valued and I’m doing work that inspires me every day."

Here’s why your company needs to start taking learning and upskilling seriously.

Today’s employees want to learn

Employees remain in their jobs longer when their companies are invested in helping them learn new skills. At Justworks, our program gives high-performing employees outside of engineering a clear way forward to keep learning and growing, as well as our existing engineers an opportunity to take on a new role and learn a new skill by becoming a mentor. 

A few members of our team have mentioned that they would have left Justworks to attend a full-time engineering bootcamp if it weren’t for our apprenticeship program. It has created a concrete path and actionable steps for people to take to the next phase of their careers. Participation in the program is also rewarding for mentors and facilitators, and gives participants another reason to stay at our company.

An upskilling program can also serve as a beacon for recruiting talent. The study by Sitel Group found that nearly 8 in 10 people consider a formal training program an important factor when looking to change employers. Even more members of Gen Z, 88%, said it was important for their future employer to offer an upskilling program. More individuals of the youngest working generation also said they would be more likely to leave an employer if it didn’t offer a training program, compared to millennials and baby boomers.

Gen Zers are the learning generation. Three-quarters of 18- to 24-year-olds surveyed by LinkedIn said they believed learning is the key to a successful career, and they’re acting on it: Each of these young learners watched 50% more hours of educational content in 2020 than they did in 2019.

"Gen Z learners will spend time learning if it can help them perform well in their current jobs (69 percent), build the skills needed to work in a different function (47 percent), or find new roles internally (hello, internal mobility) —more than any other generation in the workforce," LinkedIn said. 

Catering to this generation will become essential for businesses in the coming decade, as members of Gen Z are expected to make up almost a third of the workforce by 2030, according to research by Oxford Economics for Snap Inc.

Learning is good for business

Technology is rapidly changing the way we do business, and the World Economic Forum estimates that by 2025 a whopping 40% of workers will require reskilling, and 94% of business leaders report that they expect employees to pick up new skills on the job. Employers surveyed by the WEF said they expect to offer reskilling and upskilling to more than 70% of their employees by 2025, and almost two-thirds expect to see a return on their investment within one year.

But businesses are facing an even more pressing matter at the moment: they’re struggling to fill a variety of technology roles, which has the potential to hamper upcoming business goals. Rather than trying to find new employees to take technology positions, companies could instead focus on training existing workers to take on these roles. Within Justworks, more than 10% of our engineers graduated from the apprenticeship program, a true boon in a resource-constrained engineering market.

Ricky Rojas began working at Justworks in 2019 as an account manager on the customer success team. He took night classes through Flatiron School adding 25 hours of studying to his workload each week, and is now an associate software engineer on Justworks' engineering team.

"Engineering was not my original career path," he said. "I’ve always been an abstract thinker and technology savvy, so I put in the extra hours of work to learn more about engineering. It is rewarding to be valued on a team and trusted to develop code that will impact all our customers across the country."

Since the pandemic began, internal hires have made up a greater share of all hires, LinkedIn reports, and more than half of learning and development professionals said that internal mobility is more of a priority now than before COVID-19. Hiring from within offers vital benefits over external recruiting. The most obvious is the time and effort savings around not having to post a job, review resumes and interview candidates.

Other key advantages of internal hiring is that candidates' mission and values already align with the company’s. The internal candidate will also already be familiar with the inner workings of the business. Another factor is that upskilling existing employees and working in partnership with organizations and programs similar to Flatiron School’s John Stanley Ford Fellowship could bring more diversity to tech teams — Black and Latinx people are significantly underrepresented in the field.

On top of all these factors, hiring from within is good for strengthening company culture and improving engagement

These are some of the reasons why Justworks developed the Engineering Apprenticeship Program — we want our employees to grow and learn new skills, even if they eventually might move on from our company.

Provide your employees with opportunities to upskill, and they will stay around longer, be more satisfied with their jobs and strengthen your business.