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Forward-thinking companies are adapting the way they operate to remain competitive in a fast-moving, tech-driven modern business environment. It follows that the smartest ones are also rethinking how they prioritize learning and development in this age of continuous reskilling. Far from being a “nice to have” perk, giving employees learning opportunities is a key differentiator that attracts high-value talent and enables their best work, which is something every company executive can get behind.
Financial Wellness is a real problem in the workplace that many companies are not tackling head on. Financial stress can cause a variety of issues for an employee that often accompanies them in their jobs.
Through its partnership with Penn Foster, EmployBridge, who puts more than 88,000 associates to work each day through professional brands including Select Staffing, ProLogistix, and Resource MFG, is doing more than connecting supply with demand. Together, they’re pioneering an entirely new approach to investing in talent with the potential to address pressing skills gaps -- while creating new career pathways for job-seekers. It’s a model that we may soon see replicated. Other staffing agencies -- in industries as varied as IT to construction to healthcare -- are exploring or have launched similar programs.
Closing the communications gap requires investments on both sides of the equation. Employers and education providers must work together to ensure the signals are accurate, clear, and verifiable. As the use of digital credentials expands, job seekers will gain unprecedented insight into the link between what they learn and the sort of employment opportunities that exist in their community -- or around the country. And for employers, the improved signal-to-noise ratio means a higher percentage of qualified applicants for each job opening, and improved ability of hiring managers to identify the best candidates for their position.
Technology has transformed a lot of the things we do at work, but learning and development (L&D) has mostly stuck with the status quo. To attract and retain necessary talent, employers would be wise to nurture a learning culture and revisit their L&D strategy to make learning a strategic asset.
Despite historically low unemployment and a growing economy, hiring skilled workers remains a challenge in many of our nation’s key industries, such as manufacturing, construction, information technology, and healthcare. We know America’s young people have talent. Now it’s time to embrace the tools necessary to more effectively discover and guide that emerging talent to high demand careers.
Three years ago, 15 military service members preparing to transition to civilian employment gathered at Joint Base Lewis-McChord near Tacoma, Washington, to participate in the pilot cohort of a new corporate fellowship program.