In today’s fast-paced digital landscape, businesses face immense pressure to remain profitable, ensure customer satisfaction, and continuously evolve. Central to this is the workforce, which must be agile, resilient, and digitally ready. With advancements like automation, AI, and data-driven technology revolutionizing the workplace, organizations are compelled to redefine their talent strategies.
In this article, we discuss results from research conducted by TTS’s best-of-breed product partner, Aon Assessment Services, on the current digital landscape and how it will affect talent assessment strategies.
Understanding the digital skills requirements
The research conducted by Aon reveals that a significant 61% of companies find it hard to pinpoint employees with digital potential, and a mere 35% have processes that facilitate decisions around this potential. This gap underlines the need for a robust framework to guide companies in their digital and assessment strategies.
Based on years of research and millions of assessment data points, Aon’s digital readiness model provides a strategic roadmap that can assist companies in recognizing and nurturing the future-ready skills inherent within their current workforce.
Defining the core of digital competencies
One of the primary concerns Aon’s research highlighted was that up to 60% of HR leaders concede their organizations lack a clear definition of the skills necessary for digital transformation.
Addressing this, the model introduces three pivotal competencies for success in a digital world:
- Learnability
- Agility
- Curiosity.
These competencies are not related to traditional technical know-how. Instead, they describe capacities related to adapting to changing circumstances, innovation, and a passion for continuous learning.
Beyond core competencies, the Digital Readiness model identifies supplementary competencies essential for thriving in digital ecosystems. From a drive to succeed, comfort in handling data, to the aptitude for virtual collaboration, these skills ensure employees are prepared and proactive in digital contexts.
Assessing and mapping the digital potential landscape
Companies must first internalize their definition of digital readiness, then gauge how their current workforce measures up. To this end, tools like the ADEPT-15 personality questionnaire play a crucial role.
By using this award-winning, globally recognized personality measure, end-users can assess for a digital readiness profile, enabling organizations to compare individual competencies against the model’s standards.
Once the assessment phase concludes, businesses may often find areas where their workforce falls short. Addressing these skill voids can be approached twofold:
- Onboarding talent externally, using assessments such as ADEPT-15 to measure likely fit to requirements,
- Investing in reskilling programs. This strategy both elevates skill levels and fosters a sense of value and commitment among existing employees.
Architecting a fluid, digitally ready organizational strategy
In a digital age, static roles are detrimental. Employees should have the flexibility to move laterally or vertically, aligning with positions that best suit their evolving competencies and interests. Crafting a fluid job architecture, that clearly delineates pathways for career progression beyond traditional trajectories, is vital.
No digital transition is successful without visionary leaders at the helm. The Digital Readiness Model emphasizes leadership competencies like the drive to lead, collaboration, humility, and empowerment.
Leaders equipped with these skills not only drive change but also foster an environment where talent mobility is celebrated.
Empowering employee autonomy in career growth
Digital readiness isn’t a top-down mandate; it’s a collaborative effort.
By providing employees with insights from tools like ADEPT-15 and emphasizing the importance of digital competencies, businesses can inspire them to take charge of their career trajectories.
In a landscape that’s in perpetual flux, autonomy equips employees to adapt and grow, ensuring they remain assets to the organization.
Final thoughts
While the exact contours of the digital future remain unknown, companies can ready themselves by focusing on flexibility, adaptability, and upskilling.
By leveraging tools like Aon’s customizable assessments and being data-driven in talent strategies, organizations can remain agile, seize opportunities, and thrive amidst uncertainties.
The digital transformation wave is relentless, but with a comprehensive approach encompassing assessment, training, organizational flexibility, and visionary leadership, businesses can not only weather the coming storm, but also chart new territories of success.
If you are interested in how to respond to digital transformation in your organization, why not reach out to us at info@tts-talent.com?