How companies should prepare for those returning to work?

Companies can, for example, take advantage of induction processes to reinforce the weak points of their new employees. In some Chilean companies, according to Diario Financiero, “coaching and training for leaders has become an ally to align objectives and improve the work environment”.

Businesses must be prepared to receive those who return to the world of work after their employment situation has been affected by the pandemic. This will allow them to ensure their operation and growth and, on the other hand, facilitate the access of these people to new jobs, one of the pillars of the reactivation of the economies.

Kelly Palmer, director of learning and talent at Degreed, wrote an article for MIT Sloan Management Review in which she gives three tips to reduce this skills gap among those re-entering the labour market. In addition, we review what some Chilean companies have done, according to Diario Financiero, to “improve leadership to face times of crisis”.

Tools: accessible and simple

One step taken by companies was to enable online programs and platforms for the unemployed to train, as Microsoft did. But it should also be considered that not all skills required are covered by free resources, so it may be necessary to offer proprietary tools to new hires.

Another factor highlighted by Palmer is that online learning has proven to have limitations, such as “the prerequisite of adequate digital skills, computer equipment and internet access to conduct online training,” as revealed by an OECD study. To compensate for this, “it is good to create a space where people can use on-site learning tools, when possible”.

In this way, the Degreed executive highlights that “online learning can help people brush up on technical skills and also develop power skills by connecting users with other learners and suggesting tasks that require practice with real people”.

Reintroduction

Induction processes offer an opportunity to incorporate the learning required to close the skills gap.

“Often when companies lay off employees, they offer them time and resources to try to find another job. Think of this as the opposite. Make sure returning employees have time within their job not only for online learning, but also for peer training within the company,” Palmer proposes.

This can be complemented by rehiring employees who were laid off due to the economic downturn, who can train new colleagues. “By teaching a skill, employees remember and reinforce their own experience.”

Projects

Working on projects that require teams from several areas gives workers a chance to learn from their peers. “Have them work together, providing helpful feedback to each other during the process. These types of projects also benefit new employees, helping them meet more people and learn more about how the organization operates,” Palmer details.

He adds that while this type of work can be done virtually or in person, the important thing is to allow time for participants to talk. “It’s an opportunity to rebuild collaborative power skills while putting technical skills to use for a common goal.”

And what about Chile?

In Chile this issue has not gone unnoticed by some companies. In some of them, according to Diario Financiero, “coaching and training for leaders has become an ally to align objectives and improve the work environment”.

The focus has been on promoting leadership and communication, and these projects have covered middle management and “second lines”.

As an example, the newspaper cites the case of Masisa. According to its manager of human capital and internal communication, Zoraida Cabrera, the company promoted a school for leaders to train “in new skills and behaviours, generating personal and genuine decisions for change, towards a new style of leadership, readjusting professional skills and values, developing new competencies to accompany the teams”.

Regarding coaching, Pilar Ugarte, Servipag’s people and face-to-face channel manager, explained to the newspaper that “it has helped us to strengthen trust in leaders, and has enabled us to detect in time situations of collaborators who require support. We have also been able to provide support and tools for managing anxiety, uncertainty and emotional wellbeing”

Other companies highlighted in the report were CBRE, Iconstruye and Molymet.

As companies begin to overcome the worst of the pandemic, providing a formal space for their people to develop represents a new beginning for them.