Abstract:

Many of the business experts and scientists discuss the problem of a labor shortage. While there are business reports and studies outlining the reasons for it (“The Big Quit” in the wake of the COVID-19 pandemic, advancement of artificial intelligence, development of digital technologies, etc.), it is also critical to reveal how different organizations manage the tension.

The paper addresses the results of the study conducted by the SKOLKOVO School of Management in the years 2022-2023 and 2023-2024 to identify key Human Resources (HR) trends. It emphasizes the fundamental business priorities such as retention of key personnel, T&D (training and development) of employees for new tasks and challenges, and mentorship as one of the most effective forms of training.

The author explores the essence and functions of three workforce development strategies. The terms "upskilling," "reskilling," and "cross-skilling" refer to the first, second, and third strategies, respectively.

This paper delves into the case of Lomonosov Moscow State University (LMSU) which is directly experiencing a staffing shortfall because to a purported "happy problem". In recent years, demand for the undergraduate management degree program has grown significantly, and there is a dearth of business and management instructors.

Based on the preliminary results of the LMSU Faculty of Economics Project, the author demonstrates the practices for developing new talents and supporting staff redeployment within educational institution. He provides an overview of implemented upskilling, reskilling and cross-skilling examples.

Since the issue of a labor and employee shortage have become an increasing concern for businesses and educational organizations, this study provides valuable insights for adopting or scaling LMSU model.

Keywords:

Upskilling, reskilling, cross-skilling, staff shortage, management, business, education and research, Russia.