Latest news with #workforcedevelopment
The Guardian
2 days ago
- Business
- The Guardian
Remote troubleshooting to AR walkthroughs: how tech is boosting companies hit by the skills gap
It's a longstanding idea that a company is only as good as the people it keeps. However, with talent shortages (pdf) now affecting virtually every industry, the sentiment has never rung more true. These shortages are being driven by a melting pot of factors; first, ageing populations in the western world are causing workforces to shrink, as fewer people enter work in comparison with those who are leaving it. Second, rapid digitalisation is shifting what employers need from their employees, with many roles requiring a blend of traditional expertise and new technical skills – something the labour force is behind on. Simultaneously, increasing expectations around work-life balance and job satisfaction are putting companies on the back foot when it comes to hiring the right talent. The issue affects all industries but particularly in roles that are physically or mentally demanding, often not well compensated, or slow to modernise, says Oliver Steil, CEO of the digital workplace company TeamViewer. While the initial fallout of talent shortages may mean lost productivity, delayed response times and operational slowdowns, the issues run much deeper. 'The cost of talent shortages is substantial,' says Steil. 'When roles remain unfilled or teams are understaffed, it affects everything from production capacity to customer service quality,' he says. Moreover, in environments with high turnover, it can lead to repeated onboarding and training cycles. This inevitably drives up costs and stretches internal resources. 'When skilled staff are hard to find, companies may be forced to reallocate experienced employees to cover gaps, which can reduce overall efficiency,' Steil says. 'In short, talent shortages don't just slow you down – they introduce real, measurable costs that impact both revenue and long-term competitiveness.' In the manufacturing industry, shortages can result in: increased labour costs; the slower adoption of new technologies, such as artificial intelligence and robotics; and diminishing investments in research, development and innovation. Meanwhile, in retail businesses, talent shortages are affecting customer service, supply chain and fulfilment, which is also having a knock-on effect in terms of brand perception and loyalty. One effective way to address the problem is through technology, something businesses are increasingly putting at the top of their agendas. Research by TeamViewer and Bloomberg* that surveyed senior business leaders across six sectors in the US, Germany and the UK, found that digital transformation was a major business priority, alongside improving operational efficiency. Specifically, 78% of senior business leaders felt digital transformation was a top priority and 76% have significantly increased their budget allocated to digital transformation initiatives over the past two to three years. Empowering an existing workforce can help with the problem of talent shortages – and technology is crucial for this. TeamViewer's augmented reality (AR)/extended reality (XR) platform 'Frontline' equips employees with immersive real-time information right in their field of view, with visual guidance running on smartphones, tablets or even smart glasses. This can improve both employee experience and efficiency. In manufacturing, the platform is enabling staff to learn new processes through immersive training, and is accelerating knowledge transfer. 'GE Aerospace uses this technology to provide hands-on training for turbine technicians. They have replaced a 600-page paper manual with guided digital workflows that significantly speed up time-to-productivity and improve learning outcomes,' says Steil. Meanwhile, in customer service businesses, the platform enables technicians to provide remote assistance without the need for travel. For instance, Uniting, one of Australia's largest non-profit care providers, uses this technology to connect frontline staff with remote medical experts in high-stakes environments, resulting in faster, more informed interventions. When it comes to getting new staff up to speed, it's estimated the process can take at least six months. TeamViewer's technology aims to make things as simple as possible, which is particularly pertinent for companies welcoming new employees who are working remotely or in overseas locations. TeamViewer's remote connectivity platform, Tensor, is also addressing this issue, from another angle. The Bühler Group, a global leader in food processing, is leveraging Tensor to connect experts and machines and allow for remote troubleshooting of equipment, which means their scarce expert resources can be used more efficiently. This alleviates labour shortages and maintains smooth operations. Considering the issues causing talent shortages are not set to disappear anytime soon, having the right digital systems in place to both onboard, upskill and retain staff is one of the smartest bets for tackling talent shortages – now and in the future. *Bloomberg Media and TeamViewer: the Workplace Reimagined research study conducted by MTM Find out how your business can embrace the digital revolution with TeamViewer's innovative workplace technologies
Yahoo
5 days ago
- Business
- Yahoo
CPS HR Consulting Announces Katrina Hagen as New CEO Amid 40th Anniversary Milestone
SACRAMENTO, Calif., June 24, 2025--(BUSINESS WIRE)--CPS HR Consulting is proud to announce the appointment of Katrina "Katie" Hagen as its new chief executive officer, ushering in a new era of leadership as the company celebrates its 40th anniversary of serving the public sector. Following a detailed search and a thorough selection process, Hagen was chosen for her extensive public sector experience and visionary leadership in workforce development. She officially assumes the role on July 7, 2025. Hagen brings more than 25 years of public service leadership to CPS HR. Most recently, she served as director of the California Department of Industrial Relations, where she oversaw more than 3,500 employees and led efforts to protect worker rights, safety and compensation. Her previous leadership roles at CalHR, CalPERS and CDTFA have positioned her as a trailblazer in HR modernization and public workforce strategy. "As we celebrate our 40th anniversary, CPS HR is thrilled to welcome a leader of Katie's caliber," said the CPS HR Board of Directors. "Her experience and passion for public service perfectly align with our mission to elevate HR practices in government agencies across the country." Hagen holds a Masters of Public Administration from the University of San Francisco and a Bachelor of Arts in Political Science and French from Humboldt State University. She has also contributed to the next generation of public service leaders as an adjunct faculty member in MPA and organizational behavior programs at USF. The board expressed confidence that Hagen will build on the organization's legacy while bringing new energy to its strategic vision. Her appointment marks a significant milestone for the Sacramento-based agency as it looks ahead to the next 40 years of innovation in public sector human resources. About CPS HR Consulting CPS HR Consulting, based in Sacramento, California, is a self-supporting public agency providing a full range of comprehensive HR solutions to government and nonprofit clients across the country. CPS HR consultants have expertise in the areas of organizational strategy, recruitment and selection, classification and compensation, and training and development. For more information, visit or connect with them on LinkedIn, Twitter, and Facebook. View source version on Contacts Media Contact: Geralyn GorshingCPS HR ConsultingDirector of Marketing and Business Development916-471-3373ggorshing@
Yahoo
5 days ago
- Business
- Yahoo
City of Jacksonville considers using millions for workforce development and affordable housing
On Tuesday, June 24th, the Jacksonville City Council will vote on a piece of legislation that would allocate $45 million in funds to projects across the city. $30 million of those dollars would go towards downtown investments, $3 million would go towards affordable housing, and $12 million would support workforce development. Councilman Raul Arias has worked to allocate funding towards the city's workforce and housing initiatives. 'We have a shortage of skilled workers here in town, and so because of that, it's on demand. And because it's on demand, you're paying high prices for plumbers, electricians to come to your house… to come do services.' [DOWNLOAD: Free Action News Jax app for alerts as news breaks] The councilman says the city's shortage of tradesmen has skyrocketed prices and increased wait times for services. He hopes the funding will go towards trade programs like the one at Florida State College at Jacksonville. 'Right now, we're kind of at capacity,' Jill Johnson said. Johnson is a spokesperson for FSCJ and says the investment from the city could expand courses at the college's Cecil Center campus. 'We have looked at some space out at Cecil Center, where we know we can expand and provide more opportunities to students. So being able to provide that many more workers out into our community is going to be a benefit to everyone,' Johnson explained. The dollars for workforce development would also go towards Jacksonville University's Youth Sports Project and the Downtown Preservation and Revitalization Program. The councilman's push for investments in the city's affordable housing could largely benefit areas like the Southside and the Beaches, too. Arias says those places are often left out. 'You have a lot of individuals that work in those parts of town, but they live maybe 30 minutes away. Why? Because there's not enough affordable housing in those parts of town,' Arias said. The councilman says the Mayor's office is working to secure grant match dollars that could turn that $3 million investment into a $12 million investment, ultimately making more room for the city's cost-efficient housing. >>> STREAM ACTION NEWS JAX LIVE <<< [SIGN UP: Action News Jax Daily Headlines Newsletter]
Entrepreneur
19-06-2025
- Business
- Entrepreneur
CLR Facility Services Secures USD 15 Mn Investment from BII
The funding will be directed toward CLR's nationwide expansion, workforce development, and vocational training initiatives aimed at empowering underserved communities across India. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. British International Investment (BII), the UK's development finance institution and impact investor, has invested USD 15 million (approximately INR125 crore) in CLR Facility Services, a Pune-based integrated facility management firm. The funding will be directed toward CLR's nationwide expansion, workforce development, and vocational training initiatives aimed at empowering underserved communities across India. Founded in 2002 by Gaurav Pathak and Gautam Pathak, CLR Facility Services provides a broad range of facility management solutions, including cleaning, engineering and mechanical maintenance, and production support. Operating across nine Indian states, the company currently serves over 160 corporate clients and employs more than 20,000 blue-collar workers. With the fresh capital infusion, CLR aims to more than double its workforce to 50,000 over the next five to seven years, with a particular focus on hiring women and individuals from underserved communities. Part of the investment will also fund the establishment of vocational training centres in tier II cities to enhance skill development for unskilled and semi-skilled workers. "Partnering with BII marks a pivotal moment in our journey toward inclusive and sustainable growth. This investment will empower us to create more opportunities for our workforce, drive innovation in facility management, and extend our impact across new markets," said Gaurav Pathak and Gautam Pathak, Promoters and Directors of CLR Facility Services. Beyond workforce expansion, CLR plans to strengthen its environmental and social risk management systems and improve health and safety protocols for its employees. Currently, women constitute approximately 25% of CLR's workforce, and the company is actively investing in structured training programs focused on upskilling and promoting inclusion. BII's Managing Director and Head of India, Shilpa Kumar, commented, "In India, over 80% of the workforce, excluding agricultural workers, is in the blue and grey collar sectors that drive the country's economic growth. As the UK's DFI, we focus on supporting inclusive growth by enabling better job and training opportunities for underserved groups. We are delighted to support CLR's vision, which aligns with the Government of India's initiatives in driving inclusive employment." The investment aligns with BII's broader strategy to foster productive, sustainable, and inclusive economies. With USD 10.8 billion in total net assets, BII is a founding member of the 2X Challenge, an initiative that has mobilised over USD 33.6 billion for women's economic empowerment, and has committed to directing at least 30% of new investments to climate finance between 2022 and 2026.
Arab News
14-06-2025
- Business
- Arab News
Saudi Arabia reshapes workforce with surge in talent mobility solutions
RIYADH: As Saudi Arabia pushes forward with its Vision 2030 transformation agenda, talent mobility services are emerging as a pivotal force in reshaping the Kingdom's employment landscape — streamlining transitions, boosting retention, and aligning workforce development with national diversification goals. From artificial intelligence-powered human resource platforms to targeted upskilling programs and strategic internal marketplaces, both private firms and public initiatives are facilitating dynamic career transitions. These interventions are not only transforming the experience of work in Saudi Arabia but also supporting businesses in building a more agile, tech-enabled, and future-ready workforce. A shift toward internal agility As the labor market evolves, the focus has moved from external recruitment to creating an internally sustainable talent ecosystem. According to Francesco Cotrone, partner at Arthur D. Little, providers are enabling this transformation by deploying tools such as internal job marketplaces, AI-driven role matching systems, and strategic workforce planning platforms. 'These technologies not only give employees visibility into internal opportunities but also match them to roles based on both current capabilities and future potential,' he said. The result is a shift away from static, linear career paths toward more flexible, opportunity-rich trajectories. This is particularly critical in fast-growing sectors such as logistics, tourism, and ICT, where the ability to reskill and redeploy talent quickly has become a competitive differentiator. Cotrone cited Taqat, a leading domestic talent mobility service provider, as a prime example. The company's employee transition program assesses individual skills and delivers customized training to support career moves across industries. 'As it works to connect skilled workers with employers in high-demand sectors such as technology and healthcare, Taqat facilitates seamless transitions, enhances career opportunities, and addresses critical skill shortages in the evolving job market,' he added. Navigating compliance and change Saudi Arabia's workforce is also being shaped by demographic and regulatory dynamics. Abeer Al-Husseini, partner at Fragomen, noted that by the end of 2024, the Kingdom's foreign workforce had grown to over 13.6 million, marking a 13.3 percent year-on-year increase and a 33.4 percent jump since 2019. 'In this environment, mobility providers are essential in helping businesses navigate regulatory frameworks such as Saudization policies under the Nitaqat program, sector-specific quotas, and compliance obligations set by the Ministry of Human Resources and Social Development,' Al-Husseini said. These services often manage interactions with multiple government platforms — such as Qiwa and GOSI — while enabling fast, compliant transitions across functions and sectors. This reduces administrative friction and helps ensure continuity amid shifting business conditions. She emphasized that talent mobility providers not only facilitate expatriate integration but are also playing a vital role in embedding Saudi nationals into the private sector. By supporting strategic workforce planning and Saudization targets, these providers align with national human capital development priorities. From recruitment to retention Modern mobility is no longer just about hiring — it's about mapping skills, identifying gaps, and supporting long-term workforce evolution. Faisal Al-Sarraj, KSA deputy country leader and consulting clients and markets leader at PwC Middle East, underscored the value of internal talent marketplaces — digital tools that align employee skills and interests with internal opportunities. 'As Saudi Arabia continues to advance under Vision 2030, organizations need to be proactive in building teams with the needed market skills. Talent mobility helps with this by upskilling and cross-training existing employees,' Al-Sarraj told Arab News. He acknowledged that while external hiring remains necessary for certain critical roles, internal mobility is gaining ground as a strategy for boosting retention and responsiveness. Mobility providers are essential in helping businesses navigate regulatory frameworks, sector-specific quotas, and compliance obligations. Abeer Al-Husseini, partner at Fragomen 'Providers also help organizations shift from reactive hiring to proactive workforce planning. By using advanced tools, they help companies forecast what skills will be needed in the future and develop strategies to reskill employees. Providers like Mercer, Adecco, Bayt, and Naseej are doing an excellent job in this space,' he said. Serge Eid, a member of Bain & Co.'s Public Sector practice, noted that providers are extending their services beyond hiring logistics to include skilling initiatives and regional talent deployment — key factors for scaling in emerging sectors. 'This support has become increasingly critical as businesses look to scale quickly, pivot into new sectors, or access regional talent pools,' Eid said. 'They also support Vision 2030's broader push for a more dynamic and globally integrated labor market.' AI and reskilling for career growth Mobility providers are increasingly focusing on reskilling and internal progression through AI-driven tools that align employee growth with business and national objectives. Cotrone highlighted the growing need for new roles such as AI specialists and data analysts, which are being addressed through targeted training programs. Importantly, these services enhance retention by making career development tangible. Francesco Cotronei, partner at Arthur D. Little 'Importantly, these services enhance retention by making career development tangible. Companies that offer clear growth pathways, mentoring, and internal mobility opportunities are not only accelerating role fulfillment. They're also building employee loyalty, engagement, and hence, retention,' he said. Al-Husseini added that talent mobility providers help businesses reimagine career paths as technology and regulations evolve. PwC's Al-Sarraj cited platforms such as Pymetrics, Fuel50, and Cornerstone OnDemand that offer employees AI-powered tools to map career journeys and personalize upskilling efforts. He referenced a recent collaboration between Education for Employment Saudi Arabia and Agility, which launched a program using AI tools to help young job seekers tailor their applications and navigate the job market. These efforts not only fill capability gaps but also signal long-term investment in people. Serge Eid, member of Bain & Co.'s public sector practice 'This is a perfect example of how talent mobility can help not just in employee transitions but also in creating a workforce that's future-ready,' Al-Sarraj noted. Eid added that such investments in internal mobility signal long-term commitment to employee growth, improving loyalty and performance. 'These efforts not only fill capability gaps but also signal long-term investment in people, which in turn drives loyalty, higher engagement, and better performance,' he said. Strategic drivers for 2025 and beyond Looking ahead, talent mobility is poised to become a central driver of workforce strategy in Saudi Arabia. Cotrone expects key trends to include personalized, experience-rich career paths and an increasing demand for data analytics literacy. 'Talent mobility providers will increasingly act as strategic partners, helping organizations create adaptive, future-proof talent ecosystems,' he said. He added: 'Talent mobility will be recognized not just as a business advantage but as a profound national imperative. As organizations invest in intelligent, internally driven workforce systems, they will unlock new pathways for growth and ensure that Saudi talent remains competitive, empowered, and at the heart of the Kingdom's cross-sectoral transformation journey.' Al-Husseini projected that companies would require rapid, compliant deployment solutions as sectors like healthcare, tourism, and tech expand. At the same time, local workforce development will become a priority, with providers playing a key role in integrating Saudi talent through internal mobility frameworks and reskilling for leadership roles. She also pointed to the rise of hybrid and remote work, particularly in sustainability-related 'green jobs,' requiring providers to support flexible, compliant mobility strategies. PwC's Al-Sarraj emphasized the growing role of predictive workforce planning, enabled by real-time data analytics. 'The alignment between workforce mobility and national upskilling initiatives will also be a major trend,' he said. He highlighted initiatives like Wa3d, which aims to provide 3 million training opportunities, and the Skills Accelerator, targeting 300,000 placements in emerging fields. 'Talent mobility providers will connect these initiatives to real job opportunities, ensuring that individuals gain the right skills and can apply them directly in the workforce,' he said. He also cited the Ministry of Human Resources and Social Development's Skills Taxonomy — a tool to align labor capabilities with evolving job demands. Cross-sector mobility, especially in digital health and green energy, is expected to play a vital role. 'Talent mobility providers will drive transitions, helping build a skilled, adaptable workforce essential to realizing Saudi Arabia's Vision 2030 and sustaining long-term growth,' he added. From Bain & Co.'s standpoint, Eid believes mobility will evolve into a strategic lever rather than just an operational function. 'AI-led workforce planning, demand forecasting, and personalized career pathways will increasingly inform mobility decisions,' he said. 'Organizations that view mobility as part of a broader talent strategy will likely be better positioned to navigate future workforce shifts and build resilience in a rapidly changing environment.'
