Since the Great Recession in 2008, startups have become a major force in society. Today’s entrepreneurial culture — with lower financial barriers to launching a business and people’s increasing desire for flexibility, freedom, and purpose in their work — has bred a whole generation of young companies that have quickly scaled and revolutionized a wide range of industries. A number of those companies, like Airbnb and Uber, have achieved explosive growth and evolved into bonafide conglomerates in recent years.
Meanwhile, older organizations looking to remain relevant and thrive are striving to figure out the practices that allow these startups to excel — and how their corporations can adopt them in order to catch up.
The digital landscape is evolving at a rapid pace, and it’s essential for companies to harness wide-ranging technical expertise in order to stay ahead. Today’s marketers must be able to analyze massive amounts of data, IT workers must be able to design compelling mobile app experiences, and a “product” is no longer only a physical object but could be a website, a piece of content, or even a training curriculum.
General Assembly’s recommendation for keeping up is simple: Companies need to invest in learning. The Economist magazine recently issued a special report that highlighted the importance of “lifelong learning” as a habit that both skilled and unskilled workers must incorporate to keep pace with a rapidly developing economy. They profiled GA’s approach to tech education — including upskilling promising individuals and reskilling those with outdated competencies in data, web development, and design — as an effective way to ensure employees’ skills were kept up to date.
Create opportunities for employers and job-seekers alike with these proposed policies to help close chronic skills gaps.
A tightening labor market, persistent skills gaps (in fields from manufacturing to technology), and the short shelf life of skills in the rapidly changing digital economy, have led to a seemingly paradoxical narrative in the education-to-employment pipeline.
In manufacturing, for instance, 70 percent of companies now face shortages of workers with the necessary technology skills. And yet millions of Americans struggle to find jobs that put them on a path toward social and economic mobility or, at least, a comfortable perch in the middle class.
What’s worse, the compounding forces of automation and artificial intelligence (AI) will begin to dislocate a growing number of workers — putting unprecedented pressure on an education and workforce development system that is ill-equipped to tackle looming reskilling and training challenges.
New Models Emerge
In the last five years, an array of non-accredited education and training providers has surfaced to address these challenges, including General Assembly, as well as on-demand learning platforms, ultra-low-cost course providers (like StraighterLine or Coursera), and new approaches to “education as an employee benefit” (pioneered by companies like Chipotle, in partnership with Guild Education).
For HR leaders, especially those who focus on talent acquisition, making fair and equitable salary decisions is a daily struggle, and one that can frustrate even the most experienced leaders.
It is common practice to make compensation decisions based on salary history. When considering costs and the bottom line, companies are often tempted to leverage opportunities to pay as little as possible for a role, offering whatever a candidate will accept — and not a penny more. This is true for many industries, but especially in tech, where salary data is scant due to ever-changing programming languages, skills, and platforms.Continue reading →
Facebook COO Sheryl Sandberg talks leadership lessons with Reid Hoffman on the Masters of Scale podcast. Photo by Jacqui Ipp.
Leading a high-growth company and scaling it into a tech empire involves working through countless challenges: You need to constantly innovate, adapt with the economy, navigate relationships with executives, evolve your team, and more. Sheryl Sandberg knows this experience intimately, from her time as Google’s VP of global online sales and operations — during which she scaled the company’s online sales team from four to 4,000, driving two-thirds of the company’s revenue — through her past nine years as Facebook’s chief operating officer.
To get to where she — and Facebook — is today, Sandberg has learned hard leadership lessons about growing a team and a company.
This piece has been adapted from Talent Economy. Read General Assembly and Whiteboard Advisors’ full white paper, Investing in Talent, here (PDF).
Amid complex external and economic pressures, companies must face the reality that the nature of business is changing. The pace of technological change continues to accelerate, and in an era in which the shelf life of skills is less than five years, it is critical for employers to prepare their workers to adapt to the shifting demands of work in the digital age.
The good news for employers is that current federal policy provides tax-advantaged opportunities for companies to support employees’ educational aspirations. Rooted in sections 117, 127, and 132 of the tax code, educational tax benefits are somewhat unique in that they provide a double benefit: They are both deductible for the employer, and tax free to the employee.
In this digital age, employee roles and responsibilities are changing as quickly as industries are evolving. Most jobs available today don’t have higher education programs, standardized exams, or textbooks that definitively tell people which skills they need in order to land them. Without this industry standardization, employers also struggle; they don’t have clear boxes to tick when evaluating job seeker’s qualifications. How can companies get a better sense of which skills job candidates and employees need? How can job seekers become more savvy about developing and communicating their qualifications?
At General Assembly, we work every day to answer these two questions. We provide job seekers with the competencies they need to be successful in today’s workforce. We also help employers understand how to evolve with their industry and connect with skills and talent that will enable them to grow. But in order to provide guidance to employers and job seekers most effectively, we must have a clear definition of each field ourselves. As the job landscape changes and General Assembly grows, we constantly refine our offerings and frameworks to better unite our product and message.
Let’s look at the field of digital marketing, which has seen exponential change in the last few years.
All aboard! It’s never been a better time to embark on your digital marketing journey.
We all seek experience. Personally and professionally, experience captures what we’ve done and what we have the potential to do. In hiring, prior experience is used as a shortcut to qualify job-seekers for interviews, job offers, and higher compensation. This shortcut works well in steady fields where the practices of the industry rarely change. If someone has done it before, they can probably do it again.
But does this shortcut work in a field that is dramatically changing? Marketing is an occupation undergoing rapid change. Adults now spend six hours a day with digital media, compared to three hours a day in 2009. As consumers move social, professional, and personal interactions online, advertising has followed. 2016 was the first year that digital media overtook TV as the largest channel for ad spending. Successful digital campaigns now require proficiencies across a host of new platforms, and the question for veterans and aspiring marketers is: Does general experience in marketing still matter?
Don’t be afraid to take risks, like introducing yourself to someone — in person — on a whim.
I still remember the early days of networking, before LinkedIn existed to help organize your professional life. When you’re fresh out of college, networking typically means going to happy hours, checking in with former classmates, and keeping in touch with mentors from your summer internships. But it’s the people who decide to go above and beyond college or corporate happy hours — with creative approaches to introductions — who can really stand out.
After you’ve been in the workforce for 15-plus years like I have, your networking strategy needs to evolve to place you in front of the right senior executives at innovative, cutting-edge companies. Remember that you are your own best publicist and it’s OK to be forward, ambitious, and scrappy to open the right doors. Don’t be afraid to take risks like introducing yourself to someone — in person — on a whim. Don’t hide behind LinkedIn connections online. Instead, create real, long-lasting relationships that will connect you with the biggest opportunities of your life.
Author and tech-industry veteran John Rossman, whose new book takes a deep dive into the Internet of Things.
When it comes to enhancing customer experiences and improving business operations, the future lies in the Internet of Things (IoT).
IoT is the ability to take an analog or physical capability and create a digital version of that experience. For example, the Nest thermostat helps lower energy costs by using sensors and your phone’s location to adjust the temperature when you leave the house. Samsung’s Family Hub refrigerator allows you to order groceries from FreshDirect right from its door.
From a business standpoint, IoT technology allows for smarter, data-driven models that enable higher efficiency and better outcomes. From a consumer standpoint, it can transform the way we think about some of our most routine daily actions. IoT technology requires elements of data science and analytics, product management, and user experience — and because of this, it’s a cross-functional industry with tons of opportunity for growth.