79flag his or her intention to completely switch careers and be employed outside
the financial industry.
Ideally, individual workers should feel they are in charge of their own pro-
cess. In the French upskilling initiative CompteActivité, which was championed
by President Emmanuel Macron, individual control is central. A law passed in
August 2018 created an individual training account, in which workers can ac-
cumulate “training funds.” Employers provide ¤5,000 or ¤8,000 ($5,600 or
$9,000) for nonqualified and qualified workers, respectively, over a 10-year pe-
riod. The program also incorporates certification of approved training provid-
ers. This collaboration, in which workers manage their own development on
their personal time, while employers provide funding and guidance, empowers
both sides.
- Match jobs and engage workers. It’s rare to find the perfect match right
away; make use of IT systems that quantify the skills gap between the candi-
date and job requirements. Consider using artificial intelligence and machine
learning algorithms to broaden and deepen the talent pool — for instance, by
identifying potential candidates for difficult-to-fill positions who would never
otherwise think to join an upskilling initiative.
Employee engagement goes beyond individual coaching. There should be
positive communication with supervisors, transparency about the project and its
implications for employees, encouragement to ask for help when needed, strong
support for the workers’ upskilling decisions, and standardized rules for all per-
sonnel advisors. Individual, independent personal career advice helps employees
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