The need for continuous training has been a labor dogma for years. As a result, both professionals and companies themselves spend a lot of time and money acquiring the most varied knowledge. From, of course, languages, to technical training of all kinds, through courses in emotional intelligence or team leadership.

But, as in all areas, training for the professional field is also in flux, rapidly adapting to the consequences of the Covid pandemic. The virus, which forced the planet to learn to telework in a matter of days, will also have consequences in the medium term, when I stopped becoming a very close threat to the mere routine of professional activity. For now, some ‘soft skills’ are more valued, that is, skills related to the social field, such as self-motivation, autonomy and the ability to work as a team, something more complicated remotely. And it is even more essential to move with ease – technical and mental – in the digital field.

To analyze these phenomena, Retina recently organized, in collaboration with Work Café Santander, an online meeting under the title ‘Continuous and personalized training: New skills for the new normal?’ There, several of the lines that were already being advanced in the Training section of the Retina 2020 Trends Observatory were emphasized, such as the need to constantly update knowledge.

Skills and attitudes

Skills also suffer from obsolescence, and avoiding this problem requires specific attitudes. Reality imposes a change of mentality: compared to the past conception of training courses as something that the company offered, and that many times it was carried out almost as a procedure to please the boss, “professionals are realizing how important which is to assume their responsibility in their development, “said Ibrahim Jabary, CEO of Gamelearn, a company specialized in the use of ‘gamification’ for training. “Everything can be learned by playing, and the human brain is always ready to play: the trick is to lay out the game board well,” he says, explaining what his company does.

From that side, that of the training offer, the challenge is “to connect with individual motivation, which is something that the system sometimes crushes,” said Mariana Costa, co-founder and CEO of the Peruvian company Laboratoria. “We have to get people to connect with their responsibility to learn, not to do it because they are told or forced to. The ability to learn to learn is the most important thing ”.

Laboratoria is a good example of the enormous possibilities, also social, that digitization opens up for training. Costa explained how the company was born as a software company, but given the lack of specialized technical profiles, especially women, began training seven years ago, with six-month ‘bootcamps’. That making of necessity a virtue is today a digital training network for women present in five Latin American countries, from Guadalajara (Mexico) to Santiago de Chile. “The power of collaborative learning, where there are no borders, is very valuable,” emphasized Costa from Lima.

Your company was born from a problem: the university does not offer what the job market needs. “Their employability rates are sometimes very low, and it would seem that they tell you ‘if you can’t find a job, it’s not my problem,'” Costa lamented. Azahara Palomero, founder and CEO of Looking for Talent, a consultant specialized in headhunting and professional career development, had an impact on the same line: “The educational system does not offer the necessary training to enter the labor market.”

Consequently, “companies increasingly give less importance to formal training, to universities.” That does not mean that they necessarily have a bad future: “In reality, they have it easier than anyone,” said the headhunter, “because they have facilities, resources, and teachers … but they must put their batteries and adapt, as companies constantly do. . They have to open their minds and accept that everything is changing ”.

Not everything is digital in the training that is already coming, not even related to gamification, Jabary’s area of ​​expertise. “You learn by doing, and receiving opinions and recommendations about what has been done. This ‘feedback’ is more difficult in the digital field, where the creation of team dynamics is also complicated ”, an area in which training has a lot to say.

The future looks uncertain, but precisely because of this lack of predictability, it indicates that continuous training will be a necessity, evolving, according to the experts at the table, to even less theoretical formats. In times of social, political and economic turmoil, the need for continuous relearning can be stressful, but the good news is that individual initiative gains weight, and never has so much quality content been so available.