Open AccessDifferent Models of Career Reinvention and Retooling in The Post-Pandemic Era
Author(s) -
Lukman Raimi
Publication year - 2022
Publication title -
... international riga technical university conference "scientific conference on economics and entrepreneurship" scee'... proceedings/rtu ... international scientific conference on economics and enterpreneurship scee'... proceedings
Language(s) - English
Resource type - Journals
eISSN - 2661-5533
pISSN - 2256-0866
DOI - 10.7250/scee.2021.0008
Subject(s) - outsourcing , globalization , recession , psychological resilience , pandemic , face (sociological concept) , human capital , value (mathematics) , public relations , political science , business , marketing , covid-19 , economics , economic growth , sociology , market economy , social science , psychology , keynesian economics , psychotherapist , medicine , disease , pathology , machine learning , computer science , infectious disease (medical specialty)
To contribute to human capital development in readiness for the Post-pandemic era, this paper discusses different models of reinvention/retooling as a resilience strategy in the face of vulnerabilities in the labour market. Using a critical literature review (CLR), this paper discusses different models of career reinvention/retooling, including the imperatives in the Post-pandemic era. At the end of the CLR, three insights emerged. First, the twelve (12) different models of career reinvention/retooling in readiness for the Post-pandemic era are task, position, knowledge, occupation, expertise, technical skills, attitude, brand/value, conceptual skills, competencies, managerial skills and entrepreneurial skills. Second, the different models of career reinvention/retooling are imperative because of environmental factors such as economic recession, pandemic/epidemic organisational downsizing, outsourcing, change management, mergers & acquisitions, the emergence of new technologies, globalisation waves, demographic shifts, climate change, migration, and disruptive business models in the labour market, among others. Third, career reinvention/retooling requires tripartite collaboration from critical stakeholders, particularly governments, employees, and business organisations. The paper concludes with policy, managerial and theoretical implications, and suggestions for future research.