Reimagining skills in the future of work: nurturing reflective practices for success
Skills, competencies, and personal traits have always been widely discussed topics, and in today’s uncertain and complex world, reflecting upon them has become even more crucial.
The current state of skills in the realm of work raises pertinent questions. Several researches on the future of skills, provide us with insights into the existing challenges faced by organizations in addressing this issue, both globally and in Italy.
The primary difficulties revolve around three key aspects.
- Firstly, complexity: the ever-evolving nature of work demands hybrid and multifaceted skills that often encompass various problem-solving approaches.
- Secondly, there is a significant mismatch, which has risen to as much as 50% due to the impact of Covid-19. This mismatch signifies a stark misalignment between the requirements or needs of companies and the capabilities individuals possess (and vice versa).
- Lastly, the issue of obsolescence looms large. Nowadays, competencies and skills, particularly those of a technical or vertical nature, tend to become outdated at an accelerated pace, aging approximately 35–40% faster than a mere three years ago.
In light of this challenging scenario, a fundamental reevaluation of our approach to managing people becomes imperative.
What skills will define the future of work?
While the discussion is intricate, it is important to highlight the significance of developing specific characteristics alongside technical skills. One such characteristic is the agency, as described by Bandura. Agency refers to an individual’s capacity to leverage and enhance their resources and skills, be they physical or mental, to effectively solve problems or accomplish tasks within a given context.
Equally vital is the concept of reflexivity, coined by Donald Schön, which serves as a crucial meta-competence in complex modern contexts. Schön’s notion of reflexivity encompasses an epistemology of practice that facilitates reflection during the course of action.
This approach enriches and transcends the traditional theory-practice dualism, allowing for a deeper understanding and integration of knowledge within real-world scenarios.
In the words of Albert Camus:
“A clerk in a post office is equal to a conqueror if awareness is common to both.”
Developing intentionality is a crucial aspect as no action can be accomplished without purpose and a clear sense of direction. It requires both courage and the ability to anticipate and plan ahead.
It is essential to emphasize the value of positive psychological capital, as coined by Luthans.
This capital complements and adds value to other forms of capital, such as economic capital (referring to a company’s assets), human capital (representing individuals’ knowledge and abilities), and social capital (encompassing one’s network and relationships).
This encompasses various elements that contribute to building genuine capital. These elements include the ability to learn and improve through experiences, maintaining a positive outlook toward the future, implementing alternative strategies, effectively managing and regulating emotions, and fostering resilience in a manner that promotes continuous learning.
These aspects will shape the future paradigm, going beyond the dynamic reskilling of vertical skills.
Together, these dimensions contribute to an individual’s holistic growth and success in the future of work.
What lies ahead for individuals in the future?
Another vital element to consider is the capacity to systematize a wide array of skills and foster the harmonious coexistence of diversity and cultures. This ability is crucial as it allows organizations to maximize the advantages derived from the active engagement of their diverse workforce and effectively leverage the collective knowledge within the organization. Could this be a recipe for the famous quote from HP’s CEO:
“If HP knew what HP knows, we’d be three times more productive”?
It is possible.
