The question of who should pay for reskilling is a thorny one. For individual companies, the temptation is always to let go of workers whose skills are no longer in demand and replace them with those whose skills are. That does not always happen. AT&T is often given as the gold standard of a company that decided to do a massive reskilling program rather than go with a fire-and-hire strategy. Other companies had also pledged to create their own plans. When the skills mismatch is in the broader economy, though, the focus usually turns to government to handle. Efforts in Canada and elsewhere have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers, even at times and in regions where unemployment is high.
谁应该为再就业买单的问题是一个棘手的问题。对于个别公司来说，总是让那些没能力的员工离开，把他们换成那些有能力的人。这种情况并不总是发生。美国电话电报公司（AT&T）通常被视为一家决定实施大规模再培训计划而不是采取解雇和雇佣战略的公司的金标准。其他公司也承诺制定自己的计划。不过，当技能错配出现在更广泛的经济领域时，重点通常会转向政府来处理。加拿大和其他地方的努力充其量也可以说是乏力的，这给了我们这样一种情况：我们经常听到雇主乞讨工人，甚至在失业率高的时候和地区也是如此。
“Reskilling” is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind. We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain. Research by the World Economic Forum finds that on average 42 per cent of the “core skills” within job roles will change by 2022. That is a very short timeline.
“再就业”听起来像是一个时髦词，但实际上是一个要求，如果我们对未来有计划，许多失业者将不会被淘汰。我们知道，我们正进入一个工作岗位需求迅速变化的时期，剩余工作岗位的需求也将迅速变化。世界经济论坛（World Economic Forum）的研究发现，到2022年，工作岗位中平均有42%的“核心技能”将发生变化。这是一个非常短的时间表。
With the pandemic, unemployment is very high indeed. In February, at 3.5 per cent and 5.5 per cent respectively, unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere. As of May, those rates had spiked up to 13.3 per cent and 13.7 per cent, and although many worker shortages had disappeared, not all had done so. In the medical field, to take an obvious example, the pandemic meant that there were still clear shortages of doctors, nurses and other medical personnel.
随着这场大流行，失业率确实很高。2月份，加拿大和美国的失业率分别为3.5%和5.5%，处于代际低点，到处都是工人短缺。截至5月，这两个比率分别飙升至13.3%和13.7%，尽管许多工人短缺现象已经消失，但并非所有人都消失了。在医疗领域，举一个明显的例子，大流行意味着医生、护士和其他医务人员仍然明显短缺。
Of course, it is not like you can take an unemployed waiter and train him to be a doctor in a few weeks. But even if you cannot close that gap, maybe you can close others, and doing so would be to the benefit of all concerned. That seems to be the case in Sweden: When forced to furlough 90 per cent of their cabin staff, Scandinavian Airlines decided to start up a short retraining program that reskilled the laid-off workers to support hospital staff. The effort was a collective one and involved other companies as well as a Swedish university.
当然，这并不是说你能在几周内把一个失业的服务员培养成一名医生。但是，即使你不能缩小这个差距，也许你也可以缩小其他差距，这样做对所有有关方面都有利。瑞典的情况似乎就是这样：当90%的机舱员工被迫休假时，斯堪的纳维亚航空公司决定启动一项短期再培训计划，重新培训下岗员工，以支持医院员工。这是一次集体行动，涉及到其他公司以及一所瑞典大学。
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