Upskilling

When times are starting to get tough, do you risk losing an employee or can you pivot and offer new opportunities internally?

Vincent Belliveau, Chief International Officer at Cornerstone

Disruption may be an overused term, but it certainly is appropriate for financial services. And it’s leaving banks in a quandary.

In many cases, banks’ workforces were designed for a world where people walked into bank branches to make a deposit or withdrawal.

Now, consumers are likely to head to the cloud to make an instant payment on their mobile phones.

To compete, banks need to rethink talent and transform, and do so quickly. Banks need to essentially become tech companies that provide banking services.

With over 73,000 employees globally and operating in the fast-paced and ever-changing insurance industry, training its people and keeping them up to speed is essential for Italian insurance company, Assicurazioni Generali.

Even before the pandemic, smart HR teams were thinking about how to re-engineer their organisations to help them better survive in a fast-changing, increasingly volatile, unpredictable, complex and ambiguous world. What we've seen over the past year is an acceleration of that change and some truly inspirational and different responses to the how, when, why and where of work. It's a mega transformation to the world of work,  the likes of which has not been experienced seen since the Industrial Revolution. 

Using the power of internal mobility and upskilling to create, attract and retain talent

Even before the pandemic struck, savvy HR teams were examining how to re-engineer their organisations to help them better survive in an increasingly volatile, unpredictable, and fast-changing world.

Walking into 2022, I still hear our industry doubling down on itself, and wondering when the seat at the table will be offered, still debating whether resourcing really belongs in HR, thereby negating the offer of the seat at the metaphorical table.