The virtuous cycle of training

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The powerful upsurge of the digital and the emergence of hardly insurable new risks have upset all conventional scenarios, with this new evolution opening up new horizons for insurers and creating new needs and trades.

Within this context marked by full-swing overhaul and shortage in skills, the role of training takes a new dimension, shifting from the old status of burden into that of a long-term investment, a real lever of growth.

Raised to the rank of priority at the corporate level, training is now incentivizing teams, attracting staff and enabling their preservation. Moreover, training contributes substantially to the loyalty of collaborators who manage, through the years, to fulfill more important positions and responsibilities.

On the external level, the upgraded skills of wage earners trigger favorable effects on companies, enabling the latter to conquer new markets and to develop their turnover.

In search of a competitive landscape, new graduates are, on their part, attracted by companies that provide career perspectives. They are seeking challenge in an “apprenticeship” framework, yearning to learn in order to subsequently hold positions that are consistent with their training.

This employee-employer win-win relationship is what human resources officers in successful corporates are managing, with training representing common interests for both parties.

Atlas Magazine N°167, January 2020 [1]