Pedro Drummond

The perception of a shortage of skilled workers is a growing concern among employers around the world. According to a recent survey, 82% of Brazilian respondents understand that there is a shortage of qualifications (the global average was 75%). However, it is essential to question what criteria lead contractors to have this perception. After all, what is a qualified professional? Often, the expectation is to find employees who already have all the necessary skills and who can perform their duties without the need for additional training or integration. This view disregards the importance of continuous development and investment in human potential. When interviewing managers, it is common to notice the “illusion of the ready-made professional”. Leaders blame their unsatisfactory results on unfair competition, the government, the exchange rate, the economy, the younger generations and the lack of qualifications. Rarely are the problems identified internal, originating in the company itself, in management, in business models or in operational capacity. For this reason, some questions must be asked to assess the real scenario: What are the criteria for defining a good qualification? How long does it take for employees to deliver the expected result? Are the goals and planning considering the available workforce supply or are the directors' wishes simply put on paper? This belief that the market must provide fully prepared professionals ignores the natural dynamics of learning and professional growth. Furthermore, it shows the lack of preparation and misinformation regarding the new dynamics of markets and technology. Even candidates with impressive resumes or previous experience in similar fields may not be fully aligned with the specifics and culture of a new organization. Expecting a new employee to be immediately productive without a reasonable period of adaptation or training is, at the very least, unrealistic. Dreaming this dream of people who are ready and don't need monitoring, where everyone knows what to do and delivers results. And, if possible, earning little, to improve the profit margin. Illusions and concepts that are unfortunately very present in companies. Probably, when a manager says that a professional is not qualified for the role, he is saying that the person did not deliver the expected result. And in this case, the question is worth asking: Who said that the person needs to deliver this result in the time and in the way that the manager imagines? Where does this belief come from? Were secure data and information analyzed prior to planning? Another important and very underestimated point is the onboarding process. Many companies hire based solely on technical qualifications or previous experience, leaving new employees to find their feet and adapt. Effective onboarding must cover not only technical and procedural aspects, but also organizational culture and work routine. Investing time and resources in this process is critical to long-term success. Additionally, the lack of regular training programs is very clear in several surveys. Managers, always very busy and with full schedules, do not invest time and resources in training, qualifying and reviewing concepts. This systemic lack of learning promotion prevents skills from being updated and aligned with industry best practices. Furthermore, few companies maintain records of lessons learned or review their processes regularly, which limits the capacity for innovation and continuous improvement. Companies and their managers need to take responsibility for training their employees. And more than that: stimulate the organizational environment so that professionals are engaged in studying and learning. Before placing the blame exclusively on the supposed lack of qualifications of professionals, companies must work on some important aspects. Structured selection processes Conduct detailed selections, interviewing several candidates, applying behavioral tests and evaluating both technical and behavioral skills, in addition to compatibility with the company culture. Technical base Technical knowledge is important, but the ability to learn new subjects is much more impactful. In any market, services change very quickly, new technologies emerge, new tools. If the professional does not have the capacity to learn and if the company does not offer the structure for this, failure is almost certain. Comprehensive onboarding implements an integration process that covers technical aspects, internal processes, organizational culture and work routine, ensuring that the new employee feels welcomed and prepared. Goals and indicators Establish measurable objectives and performance indicators to monitor employee progress, focusing not only on immediate results but also on long-term development. Individual and collective development plans Create growth strategies to identify training needs, promote appropriate talent and offer rewards that effectively encourage motivation. Culture of continuous learning Foster an environment where learning is valued, encouraging everyone to seek constant improvement. Providing educational resources Provide tools and opportunities for employees to study and develop new skills, keeping up with rapid technological and market changes. Cognitive and intellectual capacity It is already a consensus and scientifically proven fact that people who suffer very high levels of emotional stress or are not happy in their work environment are unable to reach their maximum capacity. Each person has their own ability to learn, solve problems and deliver results, but they will never reach their maximum performance if they are not engaged in their purpose and have stable emotional health. Practices such as sleeping well, regular physical activity, a healthy diet and good relationships are essential for performance at work. Human beings want to have a sense of belonging to a group, to see that they are contributing to society and that they are evolving. Leaders need to encourage and work on these aspects in their subordinates. Managing people necessarily means working with emotional health. Thus, this alleged shortage of skilled labor may be, in large part, a consequence of business practices themselves. Instead of waiting for “ready” professionals, companies must take an active role in the training and development of their employees. Investing in robust selection processes, effective onboarding programs, ongoing training, collaborative environments and emotional health should be corporate responsibilities, as they form the basis for an intelligent strategy, increasing the chances of success and sustainability in today's competitive market.

Pedro Drummond

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