Why Companies Should Train Employees Instead of Hiring for Skills

There’s been an interesting shift in hiring patterns lately. While companies used to prefer to hire qualified employees, the trend has now changed and employers are now focusing on hiring professionals with job-relevant skills and investing in the development of their current employees.

Today, industry and academia are innovating and updating learning and development modules with a focus on skills to meet industry-specific requirements. This is especially true for technology-focused careers.

The reasons for the gradual change in corporate hiring patterns stem from the key principles of loyalty, productivity and growth.
Employees associated with long-term companies are loyal and have confidence in the institute and its growth. They are aligned with the culture and ethics of the organization and prove to be an added value. However, companies must recognize this loyalty and value and hone them with relevant and New Age technical/operational skills to ensure optimal transformation and upskilling.
Current employees are aligned with the organization’s vision and policies. The cost to train them with relevant updated skills is less than investing in hiring, training and employing a new professional. Productivity and delivery disruptions in operations are kept to a minimum.

When hiring an employee with exceptional industry experience and behavioral skills, it pays to train a candidate with technical skills rather than hiring a candidate with limited behavioral and problem-solving skills. These skills are beneficial for the company and professional in the long run.

Technology is constantly evolving, as are the skills associated with it. Therefore, hiring employees based on their managerial skills, demeanor, critical thinking and problem-solving approach is a long-term investment rather than an employee who hones a skill but lacks the good work attitude and ethics. While technical skills can be learned, behavioral skills are nurtured traits. An example is that Mr. Ratan Tata chose Shantanu Naidu as his private secretary rather than a qualified employee with experience. Although Shantanu may not have had the technical expertise, he showed the personality one of the greatest leaders of all time was looking for.

To promote growth and scale with minimum disruption and maximum human capital, a company must invest in its people and their growth by honing its workforce based on technological advances that are sure to transform in the years to come. However, as companies seek to retain professionals, the responsibility for skills development and transformation should rest with the individual. Professionals should continually seek out relevant courses and programs to train themselves in the latest technologies and tools. The solution is to progress as a team in step with technological change rather than disintegrating and integrating as a team to adapt to the changing landscape.



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Disclaimer

The opinions expressed above are those of the author.



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