The European School of Management and Technology (ESMT) in Berlin has studied twelve industrial companies in Germany and Scandinavia to determine how managers are handling the digital skills of employees. In the "Harvard Business Review ", the researchers report that companies are facing three big problems. First, separate digital units such as accelerators and incubators have to be integrated into the traditional part of the company. Frequently, however, no one is responsible for this. The task then falls to managers, who actually lack the time for it.
Second, the use of new digital skills across the entire workforce is a problem. Often certain groups such as young employees are encouraged to think digitally. Although this has a positive effect, the organization as a whole does not move forward and the digital initiatives therefore have only a local impact.Third, there is often a lack of awareness of how important digital skills are. Managers must identify this clearly. If they fail to do so, only a few employees get involved in brainstorming sessions and idea exchanges.
The Deutsche Gesellschaft für Personalführung (German Association for Human Resource Management (DGFP)) has published a guid e that summarizes the options for teaching the skills required in digital companies. The measures range from e-learning to temporary job rotation.