For many, the ‘future of work’ is already here.
84% of employers are set to rapidly digitalize working processes, including a significant expansion of remote working. Indeed, there is a potential to move 44% of their workforce to remote working.
This change has significant implications for talent management strategy, which needs to evolve in order to:
- Accommodate the need for a new type of leader.
- Identify new digitally-ready skills, competencies and behaviors in employees – and plan how to develop these.
- Redesign organizations’ job architectures.
- Refocus on employee communications and engagement.
- Create a sense of community and connection to support employee well-being and resilience.
To embrace and feel comfortable with this change requires those across the workforce to hold a digitally-ready or future-ready approach. Such an outlook and set of behaviors impacts how they approach new tasks, roles and develop and also how they manage change, persevere and collaborate virtually.
What is Digital Readiness?
Digital readiness is an individual’s ability and enthusiasm to navigate new ways of working. It is about embracing constant change, adapting to ever-developing technologies and leveraging the advantages they offer. What is it not - and this is important to state - is how skilled a person is at specific tasks.
Digital Readiness Model
Traditional competency frameworks fail to emphasize those behaviors and abilities needed in a more digital, future-oriented workplace. Aon’s research set out to explore and define the core behaviors and competencies. This enabled us to build our Digital Readiness Model.
This model brings together the three core competencies of learnability, agility and curiosity with eight supplemental competencies.
These digital competencies can be measured using the personality dimensions from our ADEPT-15® personality questionnaire and also by using a cognitive ability assessment of executive attention.
A Proven Model
A model is simply a model until it is shown to be valid. Our researchers carried out a meta-analysis of seven criterion-related validation studies. These studies included more than 5,000 participants from both government and private sector organizations.
Our analysis showed that there are significant correlations between the model’s digital readiness competencies (as defined) and relevant job performance composites. This means that our model can predict success in a role.
Carrying out this study also enabled our team to update the mapping of the ADEPT-15® dimensions to the digital readiness competencies in order to improve validity scores even further.
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