On average, 58% of company employees will need to update their skills in areas such as artificial intelligence, big data, empathy, and analytical thinking to face the future of work. The system is not prepared for this demand, so the challenge is to start preparing quickly and align with technological trends.
In the next five years, 58% of Chile’s workforce, on average, will require training to meet the expected skills and competencies. This is the conclusion of the 2023 Future of Work Survey, conducted by the Talent Council 2028—an initiative of the NGO Generation Chile in partnership with ‘El Mercurio’s’ Innovation Department—in which 74 national companies participated.
According to the survey, companies should focus on updating their employees in areas such as artificial intelligence and big data (75.7%), empathy and active listening (51.4%), analytical thinking (50%), and leadership and social influence (50%).
And although these results indicate that training will be key, “the system is currently not prepared to absorb all this demand and, therefore, must prepare quickly,” warns Harry Grayde, Executive Director of Generation Chile.
The expert explains that “50% of the companies that responded to this survey indicated that up to 74% of their employees will require some form of training, and a little more than 75% would be focusing their efforts on skills and competencies related to artificial intelligence and big data. Therefore, it will be a great adaptation challenge for the workforce. Adjusting curricula is not an easy task, nor something that can be resolved quickly. Companies must find the best way to train their employees in terms of time and form, hopefully without affecting the organization’s productivity during that period.”
“While Chile has made progress in expanding training programs and developing new educational offerings, we still face significant challenges to ensure that these initiatives are sufficient and appropriate for market demands. In terms of quantity, the training and development system has shown advances in coverage, but it is necessary to intensify efforts to ensure that programs reach all sectors, especially those with less traditional access to training, such as people in more remote regions or those in temporary and low-skilled jobs,” comments Isabella Luksic, General Manager of the Luksic Foundation.
Investment
Regarding the quality of training, Luksic adds, “the main challenge is to ensure that the training offered is aligned with the real needs of companies and emerging technological trends. This implies closer collaboration between the private sector, educational institutions, and the government to develop curricula adapted to future skills, such as digital skills and the mindset to adapt to changing environments.”
In this context, the interviewees agree that technology can play a crucial role in modernizing labor training programs.
“Technology can be very helpful when designing a training program and/or in-demand skill. This can be 100% online or blended (partly online and partly in person). These modalities lead to significant time savings in travel and are more economical. Furthermore, virtual classes can be synchronous or asynchronous, providing even greater flexibility for participants in the corresponding training programs,” says Grayde.
With this continuous learning in mind (or long life learning), Luksic comments that “it is an investment in the future for people, organizations, and society as a whole. In a world where skills and competencies are constantly evolving, investing in lifelong learning is investing in Chile’s development. A trained worker not only brings more value to the organization but also helps create a more dynamic and innovative environment, capable of facing global market challenges.”
And she adds: “For individuals, long life learning represents an investment in their own future. It allows them to remain competitive in a labor market that increasingly demands specialized skills and adaptability. It is a fundamental tool to ensure employability and long-term professional growth.”
Paz Ovalle, Executive Director of HO Partners, indicates that the main barrier workers face in accessing training opportunities is that “companies, from the top leadership, must understand training as an investment in developing their employees’ skills and not as a waste of time and money. And for it to be an investment, it must be tailored to the needs of the roles, and managers must give the time and encourage people to get trained.”
And she continues: “Little progress has been made. What is long-term is not valued, and, on the contrary, short-term gains are highly valued. And training itself is a long-term investment because it’s about generating new capabilities in people. It is a process that must be led from the top to give it the relevance it deserves.”
