Exclusive interaction with Sharon Patterson, Chief Human Resources Officer, LHH
“To Address Skills-Gap, Our Biggest Opportunity Is To Reskill And Upskill Employees”
Posted on 05-06-2021, Read Time: 5 Min
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“We are entering a time where learning skills will be critical. There is a big gap between current skills and future skills needed to build more productive, and sustainable workforce. Our biggest opportunity is to reskill and upskill our people,” notes Sharon Patterson, Chief Human Resources Officer, Lee Hecht Harrison (LHH). |
In an exclusive interaction with HR.com, Sharon talks about how learning and skilling are undergoing change, how to address the current supply and demand skill mismatch and deficit, and her plans to encourage innovation and sustainability at LHH, among others.
Excerpts from the interview:
Q: How will the learning and skilling scenario change in 2021?
Sharon: Technological, political and social influences in 2021 have prompted a surge in interest in reskilling among both employers and employees looking to contribute to an adaptable and future-ready workforce.
- With technology like artificial intelligence (AI) and machine learning automating jobs in many sectors—and the new roles emerging as a result—it’s important that employees stay agile in their skills and engage in continuous learning.
- The old hire-and-fire model for evolving companies is no longer the socially-responsible approach—and even if it was, the volume of expertise needed simply isn’t out there anymore.
Q: What is the current scenario with regards to supply and demand skill mismatch and skill deficit? How can we address it?
Sharon: The transformation of work has been accelerated by the pandemic. AI will eliminate some jobs, augment others and create new jobs that did not existed before. We are entering a time where learning skills will be critical. There is a big gap between current skills and future skills needed to build a more productive, and sustainable workforce.
Our biggest opportunity is to reskill and upskill our people. To get as much value out of existing employees, organizations need an effective learning strategy that combines career-focused reskilling opportunities that are connected directly with future employment opportunities.
Our biggest opportunity is to reskill and upskill our people. To get as much value out of existing employees, organizations need an effective learning strategy that combines career-focused reskilling opportunities that are connected directly with future employment opportunities.
Q: What has been your greatest challenge and dilemma in 2020? How did you address them?
Sharon: Well-being emerged as a key challenge and top priority in 2020. We’ve learned that organizations benefit when their leaders are prepared to understand the importance of supporting employee well-being and keep it top-of-mind. Some leaders may need coaching to cultivate skills like empathy, compassion and clarity around work expectations.
At LHH, we’ve taken steps to better understand employee needs and expectations, especially around well-being, by using an employee feedback platform that allows us to hear what they really think and need. Our employees know their voice is being heard and that we care about them.
At LHH, we’ve taken steps to better understand employee needs and expectations, especially around well-being, by using an employee feedback platform that allows us to hear what they really think and need. Our employees know their voice is being heard and that we care about them.
Q: What have been your key priorities in navigating the ongoing disruption caused by the Covid-19 pandemic?
Sharon: HR is being reshaped by the pandemic. Most HR leaders have had a long list of innovations they’d wanted to introduce to improve or replace traditional practices. However, prior to the pandemic, it was difficult to generate urgent interest in these changes.
There are four key areas that have been impacted and are ready for reinvention—from streamlined hiring as a result of closed offices and social distancing, to more robust virtual onboarding to ensure new hires are positioned for success, to performance management that is structured to meet new needs of a remote workforce, to amplifying reskilling and redeployment strategies that allow organizations to find the potential in existing employees and help them acquire the skills needed to fill future jobs.
There are four key areas that have been impacted and are ready for reinvention—from streamlined hiring as a result of closed offices and social distancing, to more robust virtual onboarding to ensure new hires are positioned for success, to performance management that is structured to meet new needs of a remote workforce, to amplifying reskilling and redeployment strategies that allow organizations to find the potential in existing employees and help them acquire the skills needed to fill future jobs.
Q. How do you plan to encourage innovation and sustainability in your workplace?
Sharon: LHH has had a long history of supporting virtual work arrangements. We will continue to support a virtual workforce with tools and resources that make work from home easy, productive and meaningful. We’re getting ready to launch a new company intranet that is designed to enhance communication for knowledge sharing and productivity. It will better support virtual employee onboarding and improve our company culture by helping our people access the information they need to be successful.
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