BNP Paribas Cardif

Anne du Manoir

2021 saw the most acute shortage of talent in the past 15 years. Some 69 percent of employers worldwide reported difficulties in filling vacant positions. At the same time, life expectancy has continued to rise, leading to an increase in the number of years that people work.

These two factors have led businesses to rethink the way they structure their organization in order to create an environment for employees that fosters a continuous learning dynamic. What, then, must we do to successfully balance these trends?

 Inspire a learning culture and a quality learning experience

It is essential that businesses systematically put a strategic workforce planning strategy in place to identify and anticipate changes in job profiles and related skillsets. Analyses done at BNP Paribas Cardif have, in particular, shown that within the next three years, 45 percent of the skills needed will be new and that a quarter of the current skills will require upskilling.

This approach is accompanied by a targeted action plan to train staff whose jobs are evolving and continue to help them enrich their capabilities. These skills are not just technical but also behavioural – so-called “soft skills” – which are essential to allow continual adaptation to transformations. These same analyses indicate that within three years, approximately ten percent of roles at the company will require greater versatility, as well as cross-functional and technical skills.

The training offer must adapt as well, becoming increasingly multimodal in order to introduce an augmented learning experience aligned with changes in consumption habits. MOOC, e-learning, blended learning, masterclasses, co-development among peers, on-the-job training and degree courses are among the many learning methods available. Members of Gen Z are hyperconnected and avid to using digital platforms, leading us to introduce more changes in our training methods to meet the expectations of these digital natives. Gamification is a good example, enabling learning at any time without thinking of it as a task.

"A learning culture, coupled with a training policy that is rich, targeted, structured, and recognized, offers multiple benefits, both for the employability of our people and the productivity of our organizations"

There are a growing number of trials being conducted at higher education establishments involving learning in the virtual world. Students at Stanford University, for example, attended classes for six months without leaving their homes. The question is whether these methods will remain simply experiments or if they constitute real innovations in immersive education, enabling people to experience things in order to better understand and learn them.

But is this sufficient to develop skills and thus enhance the employability of staff?

The roles of managers, human resources specialists and employees themselves are all critical to nurturing a successful learning culture. Drawing on feedback, establishing clear training priorities and organizing schedules to leave time for employees to participate in training activities all contribute to this success. Internal mobility is another lever that develops the capabilities of our people. To encourage this, we must support employees and motivate them to get outside their comfort zones, maintaining an active continuous learning mindset.

It is also obvious that a learning culture must be accompanied by a ‘right to fail.’ People must be ready to take chances and try innovative approaches; they must accept the risk of setbacks and be supported by positive feedback in order to create a virtuous circle of skills development. To allow our employees to make choices, we need to create an environment where they feel confident and supported. People are thus able to play an active role in their own development.

A company committed to developing its people also seeks to attract new talents

Promoting continuous learning is, at the same time, a way to deepen employee engagement. While training is, of course, an obligation for employers, it is a tremendously effective tool for forging long-term loyalty. People who know they can count on support in improving their skills have a more cheerful outlook toward their future. They are more engaged with their company and make a greater contribution to its performance.

In a very tight labour market, we must further explore continuous learning approaches in order to attract and retain people with key skills. According to a study entitled Embracing the Human Side of the Bionic Insurer, conducted in March 2021, skill profiles in the insurance industry will change radically in the coming years, with the balance of roles evolving from 20 percent digital today to around 70 percent digital, as more data scientists and software engineers come onboard. This means that the skills required will evolve at the same time, and thus our role as an employer becomes more critical than ever. We must be capable of proposing solutions adapted to expert profiles, such as roles that involve data analytics, cybersecurity or UX design. To do this, we are providing staff with upskilling training, collaborating with partners such as General Assembly, as well as degree programs for data scientists in partnership with the École Polytechnique. This enables our teams to remain on the forefront of expertise in their respective areas.

A learning culture, coupled with a training policy that is rich, targeted, structured, and recognized, offers multiple benefits, both for the employability of our people and the productivity of our organizations.