Bridging the skill gap essential for entrepreneurs

LAHORE: As skill shortage is a chronic problem the world over particularly in Pakistan it is essential for the entrepreneurs to take some globally recognised measures to close the skill gap in their organisations.

Many vacancies are not filled in Pakistan because of scarcity of required skills. The skill gaps constrain economic and social development. People cannot improve their standard of living as without the right skills they cannot get suitable jobs. It also has adverse impact on the growth of companies as they operate on low efficiency that impacts their global competitiveness as well.

The companies that evaluate the skill gaps in their workforce and then plan and develop measures to reduce this gap accelerate their growth and market outreach. Many experts have been surprised by the remarkable growth of a Pakistani business group. This group is an important player in food, energy, petrochemical and fertiliser sectors and excelling in all. The force behind its success is its thrust on producing skilled force required by the group in various sectors. It is managing through other private sector partners’ technical-training college that offers both three-year diplomas and six-month vocational training, and provides agricultural-training courses to thousands of small-farm owners. To boost its milk business it trains women to become milk collectors and agricultural extension workers. The company is sharing its success with the community by establishing educational institutes in locations where it makes fertiliser, which can be hazardous to produce.

Closing the skill gap requires a combination of various measures. Some are small, others demand investment. The correction of the skills gap is too important to leave to chance. Skill development not only the company but also its employees, whose living conditions and job prospects improve.

The planners should identify the strategic workforce and chalk a strategy to establish a succession plan for all key positions. Where possible reduce the workforce demand through automation. The short term worker demand fluctuation should be controlled by retaining necessary staff. Outsource non-critical jobs to relieve the specialists in the organisation of unnecessary burden. The enterprise should develop a positive employer brand. The hiring criterion should be shifted from ready to use to potential. The essential employees required on permanent basis should be identified as soon as possible.

It is essential to collect transparent feedback on the performance of new recruits. The training period could be used to provide temporary leadership experience to the talented workers. The training environment should define a clear career path of the trainee and the training should be provided in aligned fields. 

Skill development measures should be tailored to the needs of the company. Internal knowledge transfer should be encouraged. A transparent competition skill could benefit the employees. The satisfaction level of the employees and their constant engagement should be closely monitored. For skill ownership companies should invest in non financial benefits and good working environment. Encourage internal personal networks and integration besides facilitating the employees in establishing forum for higher engagement between different groups. Through enhanced technological environment workforce and financial data should be integrated. Develop measures to evaluate the benefits of the training programmes. The management should establish a people centric culture, and also recognise outstanding performance and new ideas.

Typical measures to bridge skills gaps along the value chain are training courses conducted or sponsored by the company and the transfer of know-how, either by sending experts to work with the company’s suppliers and clients or by bringing their employees on site. Instead of providing ad hoc support there is a need for long-term training relationship with partners.  A standard training programme should aim to lower costs and ensure consistency.  A train-the-trainer approach can be a cost-effective and sustainable way to train large number of workers.