In the post-corona enterprise, key competencies include data handling, collaboration, and continuous learning, supported by competence models for training development. Upskilling initiatives are crucial, as organizations must adapt to technological changes and improve corporate culture, innovation, and productivity. Investing in comprehensive learning programs is essential, as basic knowledge is no longer sufficient to meet evolving workplace demands.

1. QUBE | PEOPLE
Remote Work: Which competencies do we
need in the Post-Corona Enterprise?
DR. DANIEL STOLLER-SCHAI | JULY 23RD 2020
Quelle:AndriyOnufriyenko

2. Which competences are required?
24.07.20 @ Collaboration Design 2019 2
(Stifterverband für die deutsche Wissenschaft, McKinsey 2018)
https://www.future-skills.net/which-skills-are-lacking-in-germany/framework
Various skills and abilities will
become key qualifications for all
types of role in Workplace 4.0 from
Sales Manager to Administrative
Assistant — for example, routine
handling of electronic data, basic
understanding of data privacy,
collaboration with others,
continuous learning, and largely
independent working.
WHY?

3. Key message # 1:
Use competence
models
We need competence models
to answer the question of the
right skills. The competence
models serve as a framework
for the development of
training measures.
Example:
Competence Model of Future-Skills.net
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4. 24.07.20 @ Collaboration Design 2019 4
https://www.dsfm.ch
WHAT?

5. Key message #2:
Offer In-depth
learning
To really delve into new
topics, it's not enough to
watch a few films on
YouTube or take a few
courses on LinkedIn. It takes
in-depth learning.
Example:
“Data Science for Manager”,
a 5-Day bootcamp at
DSFM.ch
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6. PwC: 23rd Annual Global CEO Survey: “Navigating the rising tide of uncertainty”HOW?

7. To upskill or not to upskill is no longer the question
«There are correlations among upskilling progress, economic optimism and revenue
confidence. Furthermore, CEOs who have embraced the potential of upskilling are
realising the rewards, such as a stronger corporate culture, greater innovation and higher
workforce productivity. Those furthest along in the upskilling journey cite employee
retention as the primary challenge, whereas those just beginning the process find
motivation and lack of resources to be the biggest obstacles. One reality is clear:
increases in automation, changes in demographics and new regulations will make it much
harder for organisations to attract and retain the skilled talent they need to keep pace with
the speed of technological change. They will have to grow their own future workforce.»
27. Mai 2020 LERNEN GESTERN. LERNEN HEUTE. LERNEN MORGEN. 7
PwC: 23rd Annual Global CEO Survey: “Navigating the rising tide of uncertainty”

8. Key message #3:
Invest in upskilling
programs
"Hire and Fire" is not the answer.
It requires detailed upskilling
programs to train your own staff
for new requirements and
professions. Studies show that
companies that implement a
sound upskilling program are
rewarded with a better corporate
culture, more loyalty, more
innovation and more business
success.
Example: PwC: 23rd Annual
Global CEO Survey: “Navigating
the rising tide of uncertainty”
@ Collaboration Design 2019 8

9. Which competencies do we
need in the Post-Corona
Enterprise?
1. Use competence
models
2. Offer In-depth
learning
3. Invest in upskilling
programs
24.07.20 @ Collaboration Design 2019 9

10. Many thanks
Dr. Daniel Stoller-Schai is an experienced Digital Collaboration & Learning expert.
He graduated from the University of Zurich with a degree in Education,
Computer Science and Psychology and worked in the field of adult education and
educational research. At the University of St. Gallen, he was involved in setting
up the Learning Center and earned his PhD on the subject of "E-Collaboration".
As manager for digital learning and work technologies, he has implemented
customer projects at Phonak, UBS, CREALOGIX and numerous other companies
and start-ups and gained experience with the global use of Internet-based
learning and work projects.
In February 2019 he founded the company "Collaboration Design GmbH"
(www.collaboration-design.ch), which focuses on the design, implementation and
support of collaborative learning and work processes in companies,
organisations and educational institutions.
Daniel Stoller-Schai is also a lecturer at the Lucerne University of Education, at
the Institute for Communication and Leadership IKF ( Co-Head Certificate of
Advanced Studies [CAS] Arbeit 4.0: Digital Collaboration & New Work) and Head
Advisory Board of the LEARNING INNOVATION Conference (www.learning-
innovation.ch).
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Mail: daniel.stoller-schai@collaboration-design.ch
Web: www.collaboration-design.ch
LinkedIn: www.linkedin.com/in/stollerschai
Twitter: @CollabDesignCH | @stollerschai