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Study shows how companies and workers face challenges in professional qualification

The survey highlights the growing relevance of so-called soft skills, such as critical thinking, adaptability and leadership, which have received more attention than technical skills.

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Estudo mostra como empresas e trabalhadores enfrentam desafios na qualificação profissional

In an article published in Revista GV Executivo, Paul Ferreira, a professor at the São Paulo School of Business Administration (FGV EAESP), and Paulo Tadeu de Resende, a master's student, discuss how the processes of upskilling and reskilling have been used in Brazil to mitigate the gap between the skills demanded by companies and those available on the market. The analysis reflects the mismatch between workers looking for jobs and employers facing difficulties in filling vacancies.

According to the authors, while 67% of organizations in Brazil report difficulty in finding qualified professionals, 45% have vacancies due to a lack of suitable candidates. These figures reflect a global scenario, where 75% of companies report a shortage of talent, according to ManpowerGroup's Total Workforce Index survey. To face these challenges, Brazilian companies such as Mercado Livre and iFood have implemented training and requalification programs. “Investing in upskilling and reskilling means thinking about strengthening the ecosystem as a whole,” say Ferreira and Resende.

The survey highlights the growing relevance of so-called soft skills, such as critical thinking, adaptability and leadership, which have received more attention than technical skills. Technical skills, in turn, are at greater risk of obsolescence due to rapid technological evolution. This change in focus reflects the need to prepare professionals capable of dealing with dynamic and unpredictable environments.

The study also revealed that workers who went through upskilling or reskilling programs showed greater satisfaction and confidence in their current positions. More than 90% of employees considered it essential for their companies to offer opportunities for continuous qualification. On the other hand, professionals who had never taken part in these processes showed less confidence in keeping their jobs, indicating the strategic importance of this training for both talent engagement and retention.

The article ends with practical recommendations for companies wishing to align their qualification strategies with market demands. The first suggestion is to carry out a detailed diagnosis of skills gaps, identifying areas and functions that suffer most from a lack of specific competencies. Based on this mapping, organizations should establish strategic plans to implement training processes that respond to both immediate needs and future market trends.

In addition, Ferreira and Resende emphasize the importance of involving employees in this process, clearly communicating the strategic objectives of upskilling and reskilling initiatives. “It's crucial that employees sail in the same boat as the company, understanding the role of upskilling in strengthening the business and preparing for the future,” they point out. The article suggests that by adopting these practices, companies can not only increase productivity, but also create an environment of continuous learning, improving engagement and promoting a resilient organizational culture.

Finally, the authors stress that the benefits of these processes are not limited to the short term. Investing in upskilling and reskilling contributes to the sustainable development of the labor market, generating a talent pool that is better qualified and prepared for future challenges. These initiatives strengthen organizational competitiveness and position companies as protagonists in facing the economic and social changes shaping the post-pandemic world.

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