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1、The Skills Revolution The Skills Revolution DIGITIZATION AND WHY SKILLS AND TALENT MATTER 淘宝店铺 “Vivian研报” 首次收集整理 获取最新报告及后续更新服务请在淘宝搜索店铺 “Vivian研报” 或直接用手机淘宝扫描下方二维码 2 | The Skills Revolution The Skills Revolution The Skills Revolution We are seeing the emergence of a Skills Revolution where helping peo
2、ple upskill and adapt to a fast-changing world of work will be the defining challenge of our time. Those with the right skills will increasingly call the shots, create opportunities and choose how, where and when they work. Those without will look to the future and not be able to see how their circu
3、mstances will improve. This polarization of the population that is playing out in front of our eyes is no good for society or for business. We need aggressive workforce development to address the widening gap between the Haves and the Have Nots. Now is the time for leaders to be responsive and respo
4、nsible: we cannot slow the rate of technological advance or globalization, but we can invest in employees skills to increase the resilience of our people and organizations. Individuals also need to nurture their learnability: their desire and ability to learn new skills to stay relevant and remain e
5、mployable. We need to take immediate action to fast track the upskilling and reskilling of existing employees to ensure we have a workforce with the skills required for the future. We also need to draw in those that are not fully participating in the workforce. We need to be ready for new jobs and n
6、ew skills. Thats what we mean by the emergence of the Skills Revolution. Jonas Prising, Chairman Bulgaria, Slovakia and Slovenia are close behind. Where Will Digitization Increase or Decrease Headcount? 64% No Change 5% Dont Know 12% Decrease 19% Increase How Will Digitization Increase or Decrease H
7、eadcount? 2 Global Human Capital Trends, Deloitte (2016) Digitization and Why Skills and Talent Matter | 5 IN DEMAND: WHICH JOBS, WHAT SKILLS? Skills and talent matter even more in a Skills Revolution. Skills cycles are shorter than ever and 65% of the jobs Gen Z will perform do not even exist yet.
8、People working in IT and customer- facing roles should feel optimistic: those employers anticipate greatest increases in headcount. Rapid growth in demand is also expected across almost all industries and geographies3 for data analysts required to make sense of big data, and for specialized sales re
9、presentatives to commercialize digitized offerings. In HR too, headcount is set to increase in the short-term as they steer companies through this period of adjustment. Finance and Accounting 1% Production and Manufacturing 4% Admin and Office 5% IT 26% Human Resources 20% Frontline/ Customer Facing
10、 15% Small IncreaseLarge Increase The Future is Bright for IT, HR and Customer Facing Positions 65% of the jobs GenZ will perform do not yet exist LEARNABILITY the desire and ability to learn new skills to be employable for the long-term CONSTANT CURRENCY: SKILLS ADJACENCY, AGILITY AND LEARNABILITY
11、In the Skills Revolution, the value we place on different skills will change. Digitization and growth in skilled work will bring opportunities, as long as organizations and individuals are ready. Technology will replace both cognitive and manual routine tasks so people can take on non-routine tasks
12、and more fulfilling roles. Creativity, emotional intelligence and cognitive flexibility are skills that will tap human potential and allow people to augment robots, rather than be replaced by them.4 People will increasingly find they need to upskill and diversify into new areas. Skills adjacency, ag
13、ility and learnability will be crucial. Activites Within Jobs Full Jobs 45%5% Automation Can Replace5 3 The Future of Jobs, World Economic Forum (2016) 4 The Future of Jobs, World Economic Forum (2016) 5 Where Machines Could Replace Humans and Where They Cant (Yet), McKinsey (2016) 6 | The Skills Re
14、volution FUTURE PROOFING: HUMANS AUGMENTING ROBOTS The future of work will require different skills and employers will need to focus on reskilling and upskilling people more than ever before to address todays talent shortages and anticipate the demands of tomorrow. Almost three-quarters are investin
15、g in internal training to keep skills up to date, 44% are recruiting additional skillsets rather than replacing and more than a third are easing the transformation by bringing in contractors or third parties to transfer expert skills to their own workforce. We should not underestimate the value of h
16、uman connection. Transformation of work in the machine age need not be a battle of human versus robot. Reskilling and UpskillingRecruiting/Outsourcing Offer internal training Offer external training 74%62% Recruit staff with new skill sets in addition to existing employees 44% Bring in outside experts on a temporary basis to transfer skills to existing employees 39% Recruit staff with new skill sets to replace existing employees Outsource business functions to third parties 29
