This is the second in a five-part series examining trends that will increase worker and customer proficiency in 2015 via advanced, enterprise search-powered apps.
Trend 2: Search-powered apps help people upskill as they work Read more and comment »
As 2014 drew to a close, Coveo predicted the five trends that will increase worker and customer proficiency in 2015 via advanced, enterprise search-powered apps. This post kicks of a series of five blogs that will each examine one of the trends and explore the forces behind it.
Trend 1: The new ecosystem of record trumps the system of record Read more and comment »
Most of us—that is, Knowledge Workers—rarely do new work. This unhappy revelation comes from the recent Coveo Knowledge Rework Report which surveyed 412 Knowledge Workers and 337 Knowledge Management Practitioners across North America earlier this year. Only 7% of Knowledge Workers report doing new work or solving new challenges more than 75 percent of the time. Nearly 60 percent said they do new work less than 25 percent of the time.
Knowledge Managers know this problem exists but not to the greater extent employees report. Thirty-one (31) percent of KM Practitioners believe that Knowledge Workers spend 25 to 50 percent of their time on unique work. In reality, only 19 percent of Knowledge Workers report that to be true. And while 58 percent of Knowledge Workers said they do new work less than 25 percent of the time, only 41 percent of KM Practitioners felt the same was true, a whopping 17% difference. Read more and comment »
The promise of upskilling on demand, that is, helping employees gain skills via access to the contextual knowledge and relevant people they need, when they need them – in the flow of work – (as covered in my last post) intuitively seems great. We would expect it to drive growth and profitability, thanks to a more nimble ability to onboard, change and adapt new and better skills. And indeed it does, as the following story of a division of a Fortune 50 healthcare company attests.
While I can’t reveal the company’s name (as it considers its ability to upskill on demand a competitive differentiator), I can share with you their story, which is documented more thoroughly in a case study here. The bottom-line is that they became able to onboard new support agents in two months rather than two years, while hiring less technically skilled (and hence less expensive) applicants, in emerging markets, closer to their customers. Read more and comment »
Skills and knowledge are the key creators of value in a knowledge economy. CEOs get it, and told Gartner that skills and talent are their biggest constraint to growth, in the firm’s annual CEO survey. It may seem counter-intuitive to think about a skills shortage when we have unemployment rates of around 6-7+ percent across the Americas, up to 26 percent even in some western European countries, and up to 30 percent in some African countries.
Economists talk about a jobless recovery. The challenge for companies is not the number of employable people. It’s their skills and their ability to upskill and even re-skill to meet rapidly changing demand. The digitalization of the workplace creates disruption and arguably increases productivity so fewer people may be needed. The internet of things changes many things (some say everything). The rapid pace of change (Gartner CEO Eugene Hall said at his organization’s most recent IT Symposium that he had seen more change in the past three years than in the prior 20), combined with the baby boomer exodus, means that in many companies, fewer employees need to have more skills—and the capacity to adapt and change those skills, on-demand. Read more and comment »