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Skills England, from the government and the Industrial Strategy Skills Commission, from Make UK.
But this is only one part of the story, the truth is, many organizations lack structured strategies to develop and retain knowledge within their own walls.
Nearly three in five managers admit their companies don’ t invest enough in onboarding and training tools. And 69 percent say they aren’ t confident their business can prepare for future skill demands. So, while the industry is off to a positive start, a lot of headway must still be made to adapt to the reality of workforce transition.
Smarter solutions, not bigger budgets
It’ s easy to say,‘ just invest in training’, but in a sector where margins are thin and economic headwinds remain strong, that’ s not always
A lot of headway must still be made to adapt to the reality of workforce transition
feasible. What’ s needed is perhaps a smarter unified solution. Without having to download multiple apps, login to multiple portals, and remember a dozen things.
That might mean digitizing onboarding processes so new starters can access information in real-time, rather than relying on fragmented documents or informal instructions. It could involve creating systems that capture the tacit knowledge of senior employees before they retire- through mentorship programs, peer learning, or internal documentation projects.
It also means rethinking how success is measured. If onboarding is considered
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