Some say it's a myth; others, it's a fact. Who’s right? They both are and training is both the obstacle and the answer.
it's one of the more oft-heard discussions in businesses, statehouses, universities and technical schools and business
groups--why is it so hard to find good employees with so many ‘structurally’ unemployed? But some argue that it's a myth. Why is business and industry so schizophrenic about the issue?
In its own schizoid way a recent Inc.com article captures this in one piece. The search engine lead-in asks, ‘Why the skills gap does not exist’ and the article by Cait Murphy, “Is There Really a Skills Gap?” posits there isn’t a skills gap, but then goes on to document successful strategies to address………skill gaps.
The subtitle states it succinctly, “10 million unemployed. Yet employers' No. 1 problem is finding the right talent”. A simple Google search provides 4.9 Million results, so ‘Houston, we DO have a problem’.
The reality is, for companies that have a successful development program that is integrated into their operation, skill gaps don’t exist. And for companies that rely on a more outdated approach, such as waiting on government, technical schools and industry groups to develop successful workforce development programs and generate graduates, skill gaps DO exist.
The foundations of the skills gap
There are numerous reasons that have been offered as to why the situation exists; the depth and breadth of the Great Recession left millions of mostly older workers out of work for extended periods while technology and businesses advanced; Boomers are retiring at an increasing rate as retirement funds recover; a long-term emphasis on college educations instead of trades; China and India industrial complexes competing for workers; and the proliferation of underwater mortgages that have reduced the ability of workers to relocate.
So why do employers not want to take able-bodied workers, young or old, and train them? In a recent webinar hosted by Gyrus, Partners Cindy Pascale and Kim Egan of Vado Inc., a courseware developer out of Minneapolis, made a compelling case for their courseware, but in the process hit the nail on the head. In the balance of this piece we will look at some of the underlying reasons why training is an obstacle in this season, and in a follow up piece we will summarize the major concepts in Vado's strategy which you can put in place in your own organization. If you want to ‘fast forward’ you may view the webinar and slide show on Gyrus Systems website.
Executives recognize the problem
Some stats Vado presented indicate that executives realize that training to fill skill gaps is critical:
They recognize the impact
If they don’t fix the Skill Gap:
Training is a waste of money
So why do Executives leave positions unfilled looking for the perfect hire instead of training able-bodied unemployed who have a proven record of learning? The answer is in the idea of ‘Scrap Learning’. Scrap Learning was defined by Berk in 2008 as “learning which is successfully delivered but not applied by the learner to their job or the measurable amount of learning that is lost after training.” According to Dr. Robert Brinkerhoff (Knowledge Advisors Symposium, Washington, D.C., 2010), 50% to 80% of all learning development is scrap learning. In other words, it's wasted. Consider that in 2012 Total Learning Investment was $60,000,000,000, this means that in 2012 ‘Scrap’ was $48,000,000,000 and only $12,000,000,000 was retained!
We’ve all been there: go to a conference or mandatory training, get great ideas for improving skills and therefore productivity and value to the company (who graciously paid for it), and then come back to the grind and the pile and put the notes, the notebooks, etc. into a desk drawer, never again to see the light of day.
So in an uncertain economy bumping along at 1-2% GDP, Congressional gridlock, an exponential increase in government regulations and global instability, is it any wonder that CEO’s are reluctant to invest in an effort that is 80% waste? Can you blame them? So what’s the answer?
Break the mold
Vado has done just that, and by understanding the underlying principles and concepts, L&D professionals can have a measurable impact on the skills gap in their company and put people back to work.
(This is the first of two posts discussing the roots of the issue and a new strategy to address this stubborn problem. We will review their strategy in next week’s follow-on article, ‘Bridging the Gap’. For the webinar recording and .PDF of the slide deck, visit Gyrus Systems.