Study shows how companies and workers face challenges in professional qualification
In an article published in GV Executive Magazine, Paul Ferreira, professor at the School of Business Administration of São Paulo (FGV EAESP), and Paulo Tadeu de Resende, master's student, address how upskilling (improvement of skills) and reskilling (requalification for new functions) processes have been used in Brazil to mitigate the gap between the skills demanded by companies and those available in the market. The analysis reflects the mismatch between job seekers 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 open positions due to the lack of suitable candidates. These data reflect a global scenario, where 75% of companies point to a shortage of talent, according to ManpowerGroup's Total Workforce Index survey. To face these challenges, Brazilian companies, such as Mercado Libre and iFood, have implemented training and requalification programs. "Investing in upskilling and reskilling is thinking about strengthening the ecosystem as a whole," say Ferreira and Resende.
The research highlights the growing relevance of so-called soft skills, such as critical thinking, adaptability, and leadership, which have received greater attention in relation to technical skills. Technical skills, in turn, are at greater risk of obsolescence due to rapid technological evolution. This shift 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 demonstrated greater satisfaction and confidence in their current positions. More than 90% of employees considered it essential that their companies offer opportunities for continuous qualification. On the other hand, professionals who had never participated in these processes showed less confidence in keeping their jobs, indicating the strategic importance of these trainings for both engagement and talent retention.
The article concludes with practical recommendations for companies that want 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 the lack of specific skills. From this mapping, organizations must 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 is crucial that employees sail in the same boat as the company, understanding the role of qualification in strengthening the business and preparing for the future", they highlight. 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 fostering a resilient organizational culture.
Finally, the authors reinforce 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 more qualified talent pool prepared for future challenges. These initiatives strengthen organizational competitiveness and position companies as protagonists in facing the economic and social changes that shape the post-pandemic world.
