He highlighted that after AI and the Internet of Things (IoT), knowledge is no longer rigid and can be mastered quickly as it is easily available. Ravi Mishra, senior VP-HR and administration, Birla Carbon, reflected that with the changing demands in employee capabilities, skills and knowledge have become flexible. It is for this same reason that while developing employee policies or integrating a new software, all stakeholders within the company are consulted to make a well-rounded and effective decision. This is because they have a better understanding of how each domain functions. Moreover, cross-functional skills provide better value to talent as chances of innovation and creativity are higher among such groups. Companies provide incubation periods for their staff to upskill themselves and return with better knowledge and a well-rounded view of the business, since it is easier to work with existing human resources rather than bringing in skilled talent from outside.Ī well-rounded knowledge of other domains provides incentive for managers to consider individuals for career advancement because they come already equipped with the required skills. With the democratised dissemination of knowledge, coupled with the advancement in technology through AI or augmented reality learning, upskilling has become an easily achievable goal. Similarly, in HR, while implementing a new software or large-scale changes, such skills are necessary.” In administration, individuals are supposed to take initiatives and institute large projects. “When we are talking about management, cross-functional skills become more applicable. That is how they become capable of steering the company towards a profitable goal. For instance, leaders at the senior management, will have cross-functional skills and working knowledge of all areas of the business. This is entirely possible, and is in fact, necessary at the top levels. However, cross-functional skills entail developing a working knowledge of all areas of the business, especially the roles, goals and needs of the various departments. This is not practically possible, as areas of learning are becoming more specialised and niched. The former relates to an active and in-depth learning of a function beyond one’s own, along with a proper understanding of all nuances. Rather, only by skilling oneself by understanding functions beyond one’s own domain can one ensure professional growth.Īt the outset, it is important to differentiate between cross-functional learning and cross-functional skilling. Even while upskilling oneself, a vertical approach within a single job function will not ensure continuous growth. In today’s era, career growth is no longer linear.
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