This document discusses building a future workforce in Bangladesh to achieve Vision 2041 through digital transformation and skills development. It outlines the government's initiatives to achieve Vision 2021 goals such as digitizing services, expanding broadband access, and skills training programs. However, disruptive technologies will impact jobs, requiring new competencies like knowledge, skills, abilities, and behaviors. The document recommends reforming education to focus on these competencies through competence-based and blended learning systems to align education and employment. This will help realize Visions 2021 and 2041 by developing a workforce ready for the digital future.
Bring Your Own Device It’s all about Employee Satisfaction and Productivity, not Costs!
BYOD is becoming more popular globally. For instance, a survey indicated that about 28% of the global workforce in 2011 used personal devices for official purposes. This growth of BYOD is creating doubts in the minds of CIOs. Most focus on BYOD has primarily been from a cost savings perspective, however, our analysis indicates there are more important reasons for CIOs to consider.
taming the digital tiger: seizing opportunities from new ways of workingOrange Business Services
This paper describes why ways of working are changing, how the digital phenomenon
is transforming business and the impacts on different parts of the organization. It
offers inspiration through what others are doing to find their way and prosper.
For more information on the digital workspace visit http://oran.ge/1hfu4MV.
Why india still has an edge in software development outsourcing in 2022, desp...ISHIR
India is known for its cost advantage and the largest pool of IT talent, If you consider outsourcing software development projects to India, you should not focus solely on India’s edge in software development.
Careers in Information Technology and Web DevelopmentREVA University
The strategic importance of computers and information technology in the corporate world has put India in a higher pedestal when it comes to churning out skilled IT professionals. Some of the most preferred career paths after a degree in information technology include computer hardware engineering, software engineering, systems manager, network administrator, programmer, systems and data analyst etc.
Bring Your Own Device It’s all about Employee Satisfaction and Productivity, not Costs!
BYOD is becoming more popular globally. For instance, a survey indicated that about 28% of the global workforce in 2011 used personal devices for official purposes. This growth of BYOD is creating doubts in the minds of CIOs. Most focus on BYOD has primarily been from a cost savings perspective, however, our analysis indicates there are more important reasons for CIOs to consider.
taming the digital tiger: seizing opportunities from new ways of workingOrange Business Services
This paper describes why ways of working are changing, how the digital phenomenon
is transforming business and the impacts on different parts of the organization. It
offers inspiration through what others are doing to find their way and prosper.
For more information on the digital workspace visit http://oran.ge/1hfu4MV.
Why india still has an edge in software development outsourcing in 2022, desp...ISHIR
India is known for its cost advantage and the largest pool of IT talent, If you consider outsourcing software development projects to India, you should not focus solely on India’s edge in software development.
Careers in Information Technology and Web DevelopmentREVA University
The strategic importance of computers and information technology in the corporate world has put India in a higher pedestal when it comes to churning out skilled IT professionals. Some of the most preferred career paths after a degree in information technology include computer hardware engineering, software engineering, systems manager, network administrator, programmer, systems and data analyst etc.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Electronic government (e-government) has been attracting the attention of the world for the past two decades, and specifically, upon the advent of the internet. Governments worldwide have spent billions of dollars to date to transform themselves into e-government. However, their efforts and large investments resulted mainly in online portals and scattered electronic services. Various studies indicate that e-government initiatives are failing to meet citizens' expectations for convenient service delivery systems. Nonetheless, the rapid pace at which technology is innovatively evolving and its disruptive nature is forcing new realities to be accepted in e-government domain. The new forms of mobility made possible by the transforming technologies are not only changing how people live their lives today, but also redefining business models, employee productivity, customer relationship, and even how governments are structured. The growing usage of smartphones and tablets have significant impact on all industries, but at large how government services are delivered. This study attempts to provide some qualitative input to the existing body of knowledge. It sheds light on some trends that have high impact to disrupt existing technological-based channels of interaction between governments and citizens, and ultimately on service delivery. It also sheds light on the role of modern identity management infrastructure in enabling higher levels of trust and confidence in mobile transactions.
Review on gamification in children computer interaction (CCI) for persona mod...journalBEEI
Human Computer Interaction (HCI) plays an important role in connecting humans and computers. Many studies conducted to find better alternatives to improve communication between humans and computers. Various frameworks, catalogue and models revised to complement the lack of existing ideas. The growing technology is increasingly being used by not only adults but also children. However, many applications developed do not fully emphasize the use of HCI suitable for children. Thus, Children Computer Interaction (CCI) created to meet the specific needs of children. Yet, there are still many CCI weaknesses being improved to overcome various problems from time to time. One of the ideas presented is through gamification, which is fun and enjoyable in accordance with the nature of the children. Still, the use of gamification is not as simple as adding some game elements into children's apps, but wider to ensure success in achieving the objectives of the developed application. One way that matter is through the use of user-centered design-persona model. So, this paper reviewed the use of current HCI/CCI, gamification and modified the previously proposed design principles in HCI for children into interview questions for data collection which will be analyzed later to create persona model for future work.
Augmented Reality: A New Workforce Mobilization ParadigmCognizant
Augmented Reality (AR) technology is a rapidly growing, transformative segment of the marketplace with training and other applications here or in development. We offer an overview of how AR can be applied within your organization.
Talent Landscape - India Story,Nature of Premium Quality Talent,Impact of Growth on Talent,Dynamics of Today's Workforce,Honing Versus Using Talent,Matching Individual and Organizational Needs Through Active
HR Participation,
Another Covid surge and constantly ongoing lockdown in various parts of the country, especially big cities further amplifies the problems in job opportunities and keeping up with the current jobs.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Catering to 'Generation Now': Making Digital Connections Intelligent, Persona...Cognizant
Our recent research uncovers the digital media preferences among the younger cohort - Generation Z and millennials - concerning connectivity, content and commerce.
Electronic government (e-government) has been attracting the attention of the world for the past two decades, and specifically, upon the advent of the internet. Governments worldwide have spent billions of dollars to date to transform themselves into e-government. However, their efforts and large investments resulted mainly in online portals and scattered electronic services. Various studies indicate that e-government initiatives are failing to meet citizens' expectations for convenient service delivery systems. Nonetheless, the rapid pace at which technology is innovatively evolving and its disruptive nature is forcing new realities to be accepted in e-government domain. The new forms of mobility made possible by the transforming technologies are not only changing how people live their lives today, but also redefining business models, employee productivity, customer relationship, and even how governments are structured. The growing usage of smartphones and tablets have significant impact on all industries, but at large how government services are delivered. This study attempts to provide some qualitative input to the existing body of knowledge. It sheds light on some trends that have high impact to disrupt existing technological-based channels of interaction between governments and citizens, and ultimately on service delivery. It also sheds light on the role of modern identity management infrastructure in enabling higher levels of trust and confidence in mobile transactions.
Review on gamification in children computer interaction (CCI) for persona mod...journalBEEI
Human Computer Interaction (HCI) plays an important role in connecting humans and computers. Many studies conducted to find better alternatives to improve communication between humans and computers. Various frameworks, catalogue and models revised to complement the lack of existing ideas. The growing technology is increasingly being used by not only adults but also children. However, many applications developed do not fully emphasize the use of HCI suitable for children. Thus, Children Computer Interaction (CCI) created to meet the specific needs of children. Yet, there are still many CCI weaknesses being improved to overcome various problems from time to time. One of the ideas presented is through gamification, which is fun and enjoyable in accordance with the nature of the children. Still, the use of gamification is not as simple as adding some game elements into children's apps, but wider to ensure success in achieving the objectives of the developed application. One way that matter is through the use of user-centered design-persona model. So, this paper reviewed the use of current HCI/CCI, gamification and modified the previously proposed design principles in HCI for children into interview questions for data collection which will be analyzed later to create persona model for future work.
Augmented Reality: A New Workforce Mobilization ParadigmCognizant
Augmented Reality (AR) technology is a rapidly growing, transformative segment of the marketplace with training and other applications here or in development. We offer an overview of how AR can be applied within your organization.
Talent Landscape - India Story,Nature of Premium Quality Talent,Impact of Growth on Talent,Dynamics of Today's Workforce,Honing Versus Using Talent,Matching Individual and Organizational Needs Through Active
HR Participation,
Another Covid surge and constantly ongoing lockdown in various parts of the country, especially big cities further amplifies the problems in job opportunities and keeping up with the current jobs.
The linking of computers around the world is going to have far reaching effects, and the spread of knowledge, the interchange of ideas and the dissemination of information are going to produce a revolution in our society. Digital business use technology to create new value in business models, customer experiences and the internal capabilities that support its core operations. The term includes both digital only brands and traditional players that are transforming their businesses with digital technologies. the more important benefits derived from developing a digital business include the ability of your organization to rapidly develop and move into new markets uncover and form partnerships reach new customers and expand your brand with new and existing customers as an innovator, among many others. Digital business is about the creation of new business designs by blurring the physical and digital world. It is about the interaction and negotiations between, business, and things. A. Karthik | M. Karthikeyan | P. H. Gopikannan "Digital Business" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33644.pdf Paper Url: https://www.ijtsrd.com/management/marketing/33644/digital-business/a-karthik
Background of Digital Entrepreneurship and Digital Entrepreneurship Ecosystem...Tutors India
Digital entrepreneurship has had a huge impact on businesses across the globe. Facebook, Microsoft, Google, Apple and Twitter have entirely metamorphosed the way communication is being carried out in the current day.
URL: https://bit.ly/3u9A3Dd
JIMS Rohini Conclave 2016 "Digitalization of Businesses: Promises and Perils’JIMS Rohini Sector 5
We are pleased to invite you to the JIMS Conclave 2016 on the highly relevant theme of ‘Digitalization of Businesses: Promises and Perils’.
Date: Saturday, 10th December, 2016
Time: 9.30 am – 5.00 pm
Venue: Lakshmipat Singhania Auditorium, PHD House,
4/2, Siri Institutional Area, New Delhi
Session Topics:
• Digitalization-Stakeholders perspective : Inaugural
• Insights into Digital Markets : Session - I
• Digital Transformation at Workplace : Session - II
In case you wish to invite guests from the Corporate / Academia, kindly forward the invitation to them and confirm their particaption to us, in advance.
Visit Website
http://www.jimsindia.org/
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
Similar to A roadmap to build future workforce towards vision 2041 (20)
Strengthening the connection between technical education and employmentMozammel Hoque
Changing the current nature of work/job rely on multi-level competencies though till now for many students and families, technical education is still considered as the path to a better future. In this seminar it is intended to demonstrate what approach could be followed by teachers-students and planners in order to meet the labor market.
It is all agreed that High-level Competency: a critical asset for Individuals, Businesses, and Country are the means of economic growth. We can attain it by linking Technical Education with Employment that must meet the labor market needs, which in turns meeting the strategic options of the poverty reduction agenda of the government. Hence STEP - Skills and Training Enhancement Project was adopted in 2010 through TVET - Technical and Vocational Education and Training system. Skill competition is one of many ways to promote TVET. “How can this Competence be generated by the Technical Education System?” is going to be disclosed here.
Performance optimization: A combination of User Experience, Business and ITMozammel Hoque
Whenever we receive complain on Performance, we look for what causes the problem for this transaction and come up with the solution – mostly from Database end. A lot of tools/techniques from Infrastructure end and Approach/Method are being used in the phase of Performance Troubleshooting. In Digital era the traditional approach is not enough to restore services against performance issue(s). It is now agreed that digitalization brings performance challenges in a complex manner. Hence, a unified approach is required to fix performance issue.
Time Management – Clock Time & MIND Time is the heart of Performance, is my research output. And Critical Thinking is the only way to QoR.
Business process analysis and optimization: A pragmatic approach to business ...Mozammel Hoque
The rapidly changing economic and socio-economic environment has led to think how to keep the business processes continuously optimized in highly uncertain and unexpected markets. This turbulent market situation has been brought two major challenges - Socio-cultural (Behavioral) challenge and Technical challenge (IT). The current industry practice and the academic researchers are trying to get out of this by looking the answer from the technology and business model end: “HOW” to manage the challenges of continuous change concentrating on flexibility and speed, maintainability and scalability, cost. Aftermath of it, there is numerous business process modeling techniques are being proposed by the researchers and the technology industry that well captures both approaches - Quantitative analysis: Objective Approach and Qualitative analysis: Subjective Approach though these approaches have its own drawback. (It is not the purpose of this seminar to enlighten on this drawback.) But, the socio-cultural challenge is ignored though our investigation reveals that Information behavior changes faster than information systems, which has driven us to work on it. Therefore, the aim of this seminar is to demonstrate how socio-cultural factors have significant impact, i.e. WHY IT MATTERS, on the success of business process optimization.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Russian anarchist and anti-war movement in the third year of full-scale war
A roadmap to build future workforce towards vision 2041
1. A Roadmap to build future workforce towards Vision 2041
Written by: MDMozammelHoque,EnterpriseConsultant,Infraoptimization
The initiative, ICTenable education system, Digitizing govt. services, and
broadband connection across thecountry etc., the currentgovt. has taken so far
making Vision 2021 a reality with the goal of ending poverty, inequality, and
human deprivation must be applauded. It, here, is not my intention to critic on
the adopted action, rather the intention is to sharemy thoughts with the govt. on
“ResourceDevelopment making vision 2021 and 2041” successful. Pointto be
noted here that vision 2041 will pass through the Fourth IndustrialRevolution.
Thus, our future workforce, a critical assetfor Individuals, Businesses, and
Country are the means of economic growth, should haveability to control over
digital technology.
Govt. initiatives making vision 2021 successful with the goal of developing
workforce(though it is the greatest challenges) can be fallen into 3 major areas as
follows:
Digitization in all walks of life, i.e. Digitizing govt. services as drivers to ICT
destination
Digital divide approach, i.e. govt. actively promotes equal opportunities as
drivers to ICTdestination
Skills and Training Enhancement Project (STEP), i.e. drivers to prepare
workforce
But the pace of disruptivechanges, such as IoT(Internetof Things), big data,
ImmersiveCommunications, ArtificialIntelligence and Robotics, the way we think
and work havea reflective impact on Job Profile, Job Type, and Recruitment
Patterns, whereas till now for many students and families, Academic Education is
still considered as the path to a better future. Therefore, anticipation and
preparation for futurecompetency requirements has to be drawn now in order to
2. build a High Performing Workforce, i.e. Multilevel Competencies followed by the
below KEY words
Knowledge - Factual, Conceptual, Contextual, Procedural, and Meta- cognitive
Skills
Abilities
Behavioral capabilities
Towards the realization of the vision 2021 and 2041 a reformmovement across
the country fromfamily to society/community is imperative.
First, it is important to know the definitions of related terms to the topic
Digitization
refers to “the action or process of digitizing; the conversion of analogue
data (esp. in later use images, video, and text) into digital form.
Digitalization
refers to “the changes associated with the application of digital technology
in all aspects of human society”. [1]
is known as the “ability to turn existing products or services into digital
variants, and thus offer advantages over tangible product.” [2]
refers to “the adoption or increase in useof digital or computer technology
by an organization, industry, country, etc.” [3]
Digital Transformation
refers to changes at severallevels: process, organizational, business
domain and societal.
3. Internetof Things (IoT)
connected devices
beyond machine-to-machine (M2M) communications and covers a
variety of protocols, domains, and applications.
IndustrialInternetof Things (IIoT)
The application of the IoTto the manufacturing industry is called the
IIoT.
IndustrialInternet
IndustrialInternetautomates and rationalizes operations as well as
enables new business in the industrialecosystemby connecting
intelligent machines, equipment, users and organizations together so
that decision making can be improved by using advanced data-analytics
methods. [4]
Big data is a term for data sets (both structured and unstructured).
5G is 5th generation mobile networks, i.e. lower battery consumption, for
better implementation of IoT.
Artificial intelligence (AI) means the power of a machine to copy intelligent
human behavior
IndustrialData Space (IDS) was launched in 2016, Germany aiming at creating
a securedata spacethat supports enterprises of differentindustries and
different sizes in the autonomous managementof data.
4. Impact of Digitalization
The impact of digitalization can be identified from three different viewpoints:
1. Internalefficiency: Itimproves business process efficiency, quality, and
consistency via eliminating manual steps and gaining better accuracy.
2. External opportunities: Itincludes improved responsetime and client
service, as well as possibilities for new ways of doing business.
3. DisruptiveChanges: Itinvolves changes in the operating environmentof
the company caused by digitalization
Fromthe aboveexplanation, our principles should be
- Supportdigital development
- Actively address structuralchange
- Create Networked transformation processes
As stated earlier that govt. has already introduces ICT. But, not raising
awareness on digital age and its continuous impact into our daily life this
endeavor will fail. Fromfamily to Society everybody should beincluded this
sortof awareness session. This awareness willlet them know which
competencies the labor market will need in the future. The preparation starts
fromthere.
What Matters toEmployer: Competence or Skills
Workforce’s exemplary performance on meeting rapidly changing business
environments due to economic uncertainty is the key to sustain business
growth. Hence, employer’s always look for multi talented or multi skilled
resources on ground. Talent Management is thus now well practiced by the
organization which is built on the basis of Competencies.
5. Skills: Skills define specific learned activities.
Competency = Knowledge+ Skills + Abilities + Attitudes + Behavior
Thus, multilevel competencies are required to face the challenges fromthe
economic uncertainty.
Example:
1. To define the problem Skill
2. Identify potential solutions Knowledge
3. Evaluate potential solutions Skill
4. Try out different solutions Behavior
Employer’s PerceptiononWorkforce:work smarter, notharder
Employer always wants to see his human resources as a valuable assetto the
business.
Employment is about getting a job.
Employability is about having an effective mix of skills, attributes and attitudes
to function successfully in required roles (e.g. in a job, as a student, as a
manager, etc) . Employability is taught and developed at module level.
Employability skills arethose skills necessary for getting, keeping andbeing
successful inajob.
Hire quality employees
Greater job knowledge and competence
Quick learning and targeted development
Greater employee retention and motivation
Build a high performing workforce
6. Findings: Skills mismatch
Manpower Demand
Job applicants do not always possess relevantqualifications for specific jobs
resulting skillmismatch, a major concern, which brings higher unemployment
rate.
Skill shortage Demand for a particular type of skill exceeds the supply of
people with that skill at equilibrium rates of pay.
Qualification
mismatch
The level of qualification and/or the fled of qualification is
different fromthat required to performthe job adequately.
Over-(Under-)
qualification/
education
The level of qualification/education is higher (lower) than
required to performthe job adequately.
Skill gap The type or level of skills is different fromthat required to
performthe job adequately.
Over-(Under-)
skilling
The level of skill is higher (lower) than required to
adequately performthe job.
Pathway to Produce Economic Value
Human Resource Development
Human Capacity Development
Human Capital Development
Human Talent Management
7. Pathway to Connecting Education and Employment: learn to Become - to do well
in the lives
Life- and Career-Focusedlearning:
Competency & Blended -Based Education & Learning
A Future Orientation – Career Information, Guidance and Counseling
Align the
Education and Employment
• Education System
Employment-Oriented
Labor Market Oriented
Outcome-Based
Work-Based Learning
The needs of today’s workplace… and tomorrow’s
• Professional Qualifications
Employabilityskills
Certification/Accreditation
Recommendation:
Enable Dual Certification Program in parallel
Course Completion Certificate
Competence Achievement Certificate
Through Competence-Based to
8. Knowledge Triangle: Effective & Efficient Links among
Education, Research, Innovation and Business
Learning, Discovering and Innovating
Universities, Laboratories and Companies
Teachers, Scientists and Entrepreneurs
Conclusion
Making vision 2021 and 2041 reality needs to startreforming at the granular
level -from family to society, strengthening connection between education
and employment. Building a social consensus –Adopt and Adapt disruptive
changes and Ethical, Legal and Social Implications (ELSI) should bepromoted
by govt. and industry. In another word, DigitalBangladesh will come true when
our workforces willhave the competencies of Creativity, Innovative,
Improvisation, ICTexpert and Social Competence through Competence and
BlendedBasedEducationSystem.
References
[1] E. Stolterman and A. C. Fors. “Information Technology and the Good Life,”
in Information Systems Research:Relevant Theory and Informed Practice, B.
Kaplan et al. (eds), London, UK: Kluwer Academic Publishers, 2004.
[2] E. Henriette, F. Mondher and I. Boughzala, “The Shape of Digital
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