According to the World Economic Forum鈥檚 , there are 10 top skills that will be key for any organisation鈥檚 purpose and success by 2025. When we group them by their coherence and relatedness, we come up with four key groups of skills that every organisation, regardless of their industry, should consider for their future workforce:

• Problem solving
• Self-management
• Working with people
• Technology use and development

If we look at these skills from a healthcare sector point of view, these are crucial skills for healthcare organisations and apply to every profession. Each skill is basically a requirement of key roles in delivering healthcare services. If we look at employee personas in healthcare, i.e. frontline workers such as doctors, nurses and back office employees in procurement, HR or any function supporting the delivery of healthcare services, these skills are sought after skills that needs upskilling and developing as challenges grow. With the current pandemic, these skills have proved to be important to overcome the challenges of any crisis situation and they are crucial in the post-pandemic world of recovery and rebuilding the future of the organisation.

If we look into these skill groups from a talent development point of view, there are various ways of assessing, managing and developing them, which is one of the key mandates of the HR organisation. It is HR鈥檚 responsibility to identify skills gaps, decide whether to train or hire, assess the overall impact of training on objectives, recommend types and methods of training and have an oversight of this continuous learning activity. Ideally the HR function will create a 鈥渓earning for life-time鈥� culture, so that it becomes a part of the organisation鈥檚 DNA.

, built a continuous learning culture which led to exceptional patient care and ensured that employees were put first. Atrium Health continues to increase employee engagement, inspire learning and boost careers. By supporting and energising its teammates, the healthcare company consistently delivers the highest standards of patient care, which in turn is helping it become recognised as one of the first and best choices for care.

Another key point to consider in building this learning culture, is that any upskilling or reskilling initiative must align with a broader, strategic workforce plan. Often there are times when an organisation follows key trends in talent development, both from training design and a delivery point of view, and a real skills gap issue can be overlooked. The key objective is to identify the gap and then define the learning strategy to bridge the gap.

What we see now in many healthcare organisations, is the need is urgent and there needs to be a clear strategy and plan to bring the right people onboard to achieve continuity in delivering exceptional services to patients, whilst ensuring these people have the right skills. This is why a strategic workforce plan cannot be segregated from overall skills analysis to see what skills and capabilities your organisation has at that moment, what additional skills are required and what skills you no longer need. This way you can reskill these individuals and they can continue serving your greater purpose as an organisation.

According to a recent , 44% of government agencies indicated that talent excellence in a collaborative and innovative culture is a priority based on the digital transformation vision, strategy, and roadmap. Healthcare organisations are also experiencing similar challenges in their current efforts to deliver relevant learning offerings to their workforce.

Aligned and agile learning is proving to be the way forward for healthcare organisations and with the latest innovations, new learning approaches and platforms can address these emerging learning needs. provides an agile platform to help build the learning structure that your organisation strives for.

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Now twelve months in, Covid-19 has been an accelerator for transformation for many industries, and despite it undoubtedly suffering the greatest impact across multiple areas, the healthcare industry has been a pioneer in leading this transformation.聽 Hospitals, life sciences, suppliers, ecosystems, policy makers and individual employees have all undergone significant duress, as well as the wider communities that they support.

Dealing with the unknown and responding to unprecedented demands has been the norm. Accelerating the modernisation of technology is now a business imperative for many organisations to arrive at a harmonised and unified infrastructure earlier than planned, to help create greater resiliency and agility.

The future of the technology industry is defined by major trends that are changing workplaces, workforces and the very nature of work in the 2020s. Growing adoption of technologies like cloud, , blockchain, Internet of Things, augmented and virtual reality expand the possibilities for new products, services, business models and the processes that enable them. This accelerated pace of change and evolving stakeholder expectations, new regulations and legislations around global challenges, such as social inequality and sustainability, are transforming many organisations.

The arrival of the Covid-19 pandemic made the world acutely aware of how important it is to be able to successfully adapt to the unexpected. To embrace resilience, companies need to have employees who are capable and skilled 鈥� who feel valued and supported and who are empowered with technologies and solutions that help them work with efficiency and confidence.

The future of work聽is arriving fast聽for聽many聽companies that are using innovative ideas and solutions to transform their workplaces, workforces and the nature of work itself.聽 The organisations that have survived and even thrived during these challenging months are those that have quickly pivoted to new business models, products, solutions and services. This requires organisational agility which can be achieved through next generation technologies and capability building.

As part of our vision for the future of the industry we continue to embed experience management capabilities across聽聽so individuals can share their feedback and business leaders can listen and make informed changes. extends beyond the tools offered by HR, but encompasses every touch point across a business, including IT, finance and operations, as well as the many other services and applications that cover everything in between. The enables organisations to understand how the entire end-to-end experience for an individual can impact morale, productivity and business results.

Achieving organisational agility starts with the strong intent to move forward with a growth mindset, aiming to pivot quickly and turn challenges turned into opportunities. Like in many other organisations, healthcare organisations are challenged to make necessary changes and adapt to new work quickly, and even strive to be the pioneers. The healthcare industry as a whole is a large network of various players which form an ecosystem that requires seamless connectivity, transparency, data, agility and continuous growth for better outcomes and healthy communities.

Once a 鈥淧atient First鈥� mindset is established as a cultural foundation, the supporting operating model should be enabled by the right technology and solutions to deliver exceptional, seamless and quality services to patients, ensure a trusted, nurturing and safe workplace for healthcare personnel, and finally foster a responsible community partnership.

A great example of this in action is , one of the leading providers of healthcare in Central Indiana. With a vision for simplified employee experiences, Eskenazi Health turned its challenges into opportunities by utilising a unified data platform for finance, supply chain, and HR. This platform relieved employees from repetitive admin tasks and helped them focus on delivering more value and keeping patients happy.

For more information, visit the聽聽and the聽51风流News Center. Follow 51风流on Twitter at聽听补苍诲听.

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