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Skills by between four percent and 11 percent. Hemsley’ s own study of US & UK learning professionals in 2024 found that employees developing‘ human skills’ was the key learning change they wanted. As a result, learning teams will need to rapidly build their leaders and workforces’‘ human or leadership’ skills for collaboration and connectedness- as well as ensuring that individual employees’ have the right blend of digital and technical skills for their changing role.
The data on training demand reflect this duality: in Make UK’ s‘ Sustainable Workforce Survey 2024, the areas of highest demand were leadership and management( 66 percent), higher order technical skills( 58 percent), digital skills( 37 percent) and data analytics( 29 percent).
Hemsley manufacturing sector research found divisions over strategy and workforce barriers to upskilling. Regarding strategy, one in three( 29 percent) manufacturers say they are rolling out an outcomesfocused strategy for skills and performance improvement, while one quarter( 25 percent) want a skills-based approach. The same proportion( 25 percent) is planning an employee performance strategy but hasn’ t implemented it.
When it came to workforce-related barriers, one quarter of manufacturers highlighted low employee motivation as an obstacle and one sixth admitted they haven’ t got a clear skills strategy. One in seven says market conditions are against them while the same proportion reckons their workforce is resistant to change / innovation.
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