The document summarizes skills needs in the publishing industry based on a 2010 survey. It found that while the number of publishing companies increased, the workforce shrank by 15% and became more concentrated in London and southeast England. The workforce also aged and became less diverse. There was an increasing need for technical skills in software, programming, web design and multi-platform content creation. Leadership, business, sales and marketing skills were also in high demand. The survey highlighted future skills needs in areas like meeting industry standards, maximizing opportunities in e-publishing, and developing entrepreneurial and diagonal thinking abilities.
The Australian Digital Skills and Salary Survey Report 2015sladegroup
The Australian Digital Skills and Salary Survey was commissioned by the Slade Group Digital Practice and NET:101 and undertaken by Sweeney Research. The survey was conducted across 150 small to large Australian businesses from a range of sectors.
The survey focused on the current skill-level of digital talent; the acquisition, development and retention of digital employees; and the salary levels in line with responsibilities of digital talent in Australian organisations.
The study reveals: Australia is facing a major digital skills-shortage. In fact Australian employers are under-investing in the skills development of current employees, as well as struggling to find new digital talent. With the growing importance of digital in today’s business landscape, a lag in digital expertise in Australia is a major concern – one that has the potential to hinder the ability for growth and innovation.
The document summarizes a Government Digital Service (GDS) event about a new digital training and support framework. The event included presentations on the framework's objectives of improving access to digital support across government, the assisted digital and digital inclusion lots, and the bidding process. Attendees were given information on the types of in-person digital support that would be provided under Lot 1 and how digital inclusion aims to reduce barriers to internet access and skills. Details were provided about the invitation to tender, evaluation criteria, and timelines for awarding contracts under the framework.
Digital Government - Citizen Value ManagementTarry Singh
The steady penetration of new technologies such as cloud computing, social media and mobile technology) into the everyday lives of people, businesses and governments is a great driver for governments to experiment with new forms of public engagement and relationships that transcend public, private and social spheres. This new (conceptual) digital government innovation ecosystem framework offers opportunities for more collaborative and participatory relationships that allow relevant stakeholders, meaning citizens, business and non-governmental organisations, to actively shape political priorities, collaborate in the design of public services and participate in their delivery to provide more coherent and integrated solutions to complex challenges. Digitally enabled participation and co-creation of services is leading to a change in people’s expectations about their relationships with governments. As a result, new public governance approaches are needed to support a shift from governments anticipating citizens’ and business’s needs (citizen-centric approaches) to citizens and businesses determining their own needs and addressing them in partnership with governments (citizen-driven approaches).
The UK Government Digital Service is the department that looks after GOV.UK, the UK government website. It's a single website that is home to over 300 government departments and agencies. This talk gives some examples of how the GDS Design Principles help our colleagues to create better public services, and how they help us to create better guidance for them too.
The Australian Digital Skills and Salary Survey Report 2015sladegroup
The Australian Digital Skills and Salary Survey was commissioned by the Slade Group Digital Practice and NET:101 and undertaken by Sweeney Research. The survey was conducted across 150 small to large Australian businesses from a range of sectors.
The survey focused on the current skill-level of digital talent; the acquisition, development and retention of digital employees; and the salary levels in line with responsibilities of digital talent in Australian organisations.
The study reveals: Australia is facing a major digital skills-shortage. In fact Australian employers are under-investing in the skills development of current employees, as well as struggling to find new digital talent. With the growing importance of digital in today’s business landscape, a lag in digital expertise in Australia is a major concern – one that has the potential to hinder the ability for growth and innovation.
The document summarizes a Government Digital Service (GDS) event about a new digital training and support framework. The event included presentations on the framework's objectives of improving access to digital support across government, the assisted digital and digital inclusion lots, and the bidding process. Attendees were given information on the types of in-person digital support that would be provided under Lot 1 and how digital inclusion aims to reduce barriers to internet access and skills. Details were provided about the invitation to tender, evaluation criteria, and timelines for awarding contracts under the framework.
Digital Government - Citizen Value ManagementTarry Singh
The steady penetration of new technologies such as cloud computing, social media and mobile technology) into the everyday lives of people, businesses and governments is a great driver for governments to experiment with new forms of public engagement and relationships that transcend public, private and social spheres. This new (conceptual) digital government innovation ecosystem framework offers opportunities for more collaborative and participatory relationships that allow relevant stakeholders, meaning citizens, business and non-governmental organisations, to actively shape political priorities, collaborate in the design of public services and participate in their delivery to provide more coherent and integrated solutions to complex challenges. Digitally enabled participation and co-creation of services is leading to a change in people’s expectations about their relationships with governments. As a result, new public governance approaches are needed to support a shift from governments anticipating citizens’ and business’s needs (citizen-centric approaches) to citizens and businesses determining their own needs and addressing them in partnership with governments (citizen-driven approaches).
The UK Government Digital Service is the department that looks after GOV.UK, the UK government website. It's a single website that is home to over 300 government departments and agencies. This talk gives some examples of how the GDS Design Principles help our colleagues to create better public services, and how they help us to create better guidance for them too.
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The document summarizes research findings about the publishing industry in the UK. It finds that while the number of publishing companies has increased, the workforce has shrunk by 15%. Publishing employment remains concentrated in London and southeast England. There are skills shortages in areas like sales, marketing, technical skills, and software skills. Employers anticipate increased future demand for technical skills, software skills, multimedia skills, and entrepreneurial skills.
The document provides information about the publishing industry in the UK, including key statistics, demographics of the workforce, skills needed, and how to get into and advance in a career in publishing. It notes that most publishing companies are small businesses with under 50 employees, located predominantly in London and southeast England. The workforce is aging and many skills are in short supply, such as sales, marketing, and software skills. It provides tips on gaining experience through internships and maintaining professional networks and skills.
The document provides information about the publishing industry in the UK, including key statistics, demographics of the workforce, skills needed, and how to get into and advance in a career in publishing. It notes that most publishing companies are small businesses, the workforce is aging and located primarily in London and southeast England. Hard to fill roles include sales, marketing, and technical skills. Internships and networking are important for entering the field, and skills gaps exist in areas like marketing, software, and management.
Internet Alliance recently had conducted a survey to forecast the IT Talent demand as well as the scope of the profession that would be highly demanding in 2018 by the market.
We defined the various corporate sizes with guideline below:
- Multinational Corporation (MNC) – A FDI company in Malaysia, with foreign sales are 25% or more of total sales.
- Large Local Corporation (LLC) – A public limited company in Malaysia, alternatively as “Berhad” company.
- Local Established Corporate – Above SME but not yet a public limited company.
- SME – As according to SME Corp SME definition (http://www.smecorp.gov.my/index.php/en/policies/2015-12-21-09-09-49/sme-definition)
- Startup - A newly emerged, fast-growing tech relevance company that operates under venture capital or various type of funding.
The document discusses using analytics to power the Economic Graph. It provides examples of descriptive statistics and insights that can be gleaned from the Economic Graph, such as popular skills and job titles in Singapore, migration trends of professionals with certain skills, and which universities' graduates enter different industries. It also discusses using skills benchmarking for policy decision making and identifying in-demand and emerging skills, industries that may become economic hubs, and companies poised to expand. The document advocates looking beyond monetization with analytics and testing perceptions with both qualitative and quantitative research to augment the platform's data.
This document provides a summary of a presentation on trends in the South African contact centre industry from 2009 to 2010 and beyond. It discusses key challenges such as increasing customer satisfaction while reducing costs and risks. It provides statistics on the size and characteristics of the South African contact centre industry. It also examines important trends such as staffing issues, technology developments, outsourcing, connectivity improvements, the growth of social media, and new legislation that will impact the industry.
The document summarizes the results of the 2015 IT Sector Census. Some key findings include:
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- Most responses came from Latin America (87.6%), followed by Europe (7.4%) and Africa (5%)
- Brazil had the most participants (55.1%) followed by Argentina (8.5%) and other Latin American countries
- The census database with over 188,000 individual answers from 2013-2015 is available for further in-depth analysis by associations, universities, and governments to better understand IT sector trends.
Microsoft Program Manager Monique Douglas shares some of her team's success in mobile recruiting and automated job distribution in partnership with Jibe.
Slides outlining results of Skillset's research in 2010 and 2011 on digital skills gaps and shortages for the publishing industry. Produced for the digital skills event run by the Society for Young Publishers, June 2011
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“Fulfilling the IT Recruitment needs of companies, organizations and candidates, we aim to deliver 100% of the time, whatever the technology, wherever the location, however the urgency.”
This document summarizes an IT consulting firm that provides end-to-end technological solutions to help customers simplify business management, accelerate change, and promote innovation. The firm has over 14 years of experience working with over 250 projects in 2014 for over 100 customers. It offers solutions based on SAP and other technologies, as well as implementation, maintenance, training, and licensing services.
2015 Global Contact Centre Benchmarking Report key findingsDImension Data
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For further information, and to get your copy of the Report, visit: www.dimensiondata.com/ccbenchmarking
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The document outlines a proposed solution for travel and service companies, summarizing:
- The solution provides an effective CRM system that streamlines unique business processes and reduces operational costs by 30% in the first year.
- The technology uses a service request module as the foundation, along with modules for customers, orders, billing, and more.
- The target market is the 8,000 travel agencies and service companies in Ukraine and CIS, with an average of 10 users per company.
24. ICV Srbija sastanak, 18.11.2015 - Pozicija CFO u modernoj kompaniji, Niko...Menadžment Centar Beograd
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How familiar are small and medium businesses (SMBs) with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
In this report you’ll learn:
What keeps SMBs up at night
The terminology that works best with SMBs when discussing the cloud
The applications SMBs use today
SMB application adoption plans
Which applications SMBs use in the cloud – and their migration outlook
How freemium services drive adoption
Why SMBs adopt cloud solutions
How SMBs rank cloud benefits
The channels SMBs prefer
What SMBs want from a cloud vendor
You’ll get actionable insights to put to work in your 2020 SMB marketing plans.
City uni libraries publishing module talk march 2014 finalSuzanne Kavanagh
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The publishing industry in the UK is dominated by London and the South East, with over 11,000 small businesses, most having fewer than 10 employees. While the number of publishing companies is increasing, the workforce is shrinking and aging. There are also decreasing levels of diversity. Employers struggle to fill vacancies in areas like sales, marketing, and technical skills. Students studying publishing are also not meeting the industry's needs for skills in areas such as sales, marketing, and software proficiency. Overall the publishing industry faces challenges around an aging workforce, skills gaps, and attracting new talent.
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This document outlines nine tips for skills that employers look for in the publishing industry. These include having a positive attitude, strong research and study habits, technical and digital literacy, strong communication skills, literacy and numeracy abilities, organizational skills, project management skills, problem-solving abilities, and being a strong team player. It also provides contact information for an organization called Skillset that can provide more information and resources for those looking to enter the publishing industry.
12. Current skills gaps 36% Leadership and management 38% Business skills (inc. specific mention of entrepreneurial skills 17%) 46% Software packages (inc. Photoshop, Avid, Final Cut Pro etc) 50% Technical skills (inc. computer programming, usage and web/internet design/development) 64% Sales and marketing
16. Multi-platform Content Creation Gaming Animation Interactive media TV Radio Advertising Audio planning, production & editing Brand management cross platform Non-linear narrative Design & storyboard Video planning, production & editing API & App development, web optimisation Platform neutral digital publishing (multi-platform content and traditional ‘craft’ skills)
17. Entrepreneurs & Diagonal Thinking ‘ Oscillating effortlessly between logical or rational thinking, and creative or lateral thinking, they are able to analyse a company’s business and then make creative leaps based on their findings.’ Source: IPA http:// www.diagonalthinking.co.uk /
18.
Editor's Notes
About Skillset About the Research: 1. Strategic Skills Assessment for Creative Media industries to be published before Christmas (submitted to UK CES this week) 2. Will analyse full publishing data set and produce a Publishing digest by end of January 3. Methodology: primarily telephone interviews, with some online surveys - 2634 responses from CM employers - 479 publishing employers - 115 books - 124 newspapers - 189 journal & periodical publishers - 51 other publishing
11,600 businesses (increase from 9,800 in 2007) Factors include reclassification of Standard Industry Classification codes. Largest Creative Media sector in Scotland, England & London 27% London 19% South East 11% East 9% South West 88% <10 employees 97% <50 employees
The number of people employed by the industry has shrunk by about 15% in the last 3 years. From 209k to 178k Books has dropped from >35k to about 31k Newspapers have dropped by a whopping 15,600 – or 25% - from 62.5k to c. 47k Modest growth in journals and periodicals – up from 41k to 43.6k Recession Structural Efficiencies & outsourcing
5% Managers and senior officials -2% Skilled trades -2% Sales and customer services
Decrease from 2007 of 4% Most pronounced in News Agencies, but due to reclassification of companies to other new categories.
We have an ageing workforce. Increases in 40-49 and 50+ age groups Recession and recruitment freeze Are there other, underlying structural changes?
1% fewer women in the workforce 1% fewer people from Minority Ethnic groups Same number of people with a disability Taking into account that 36% of the workforce are based in London And representation from BAME groups was at 27% in 2007 Unsettling underlying trend which is getting worse. Mention this in context of link between technical skills and those who consider a career in it E-skills reported in 2009 that those from BAME background in UK for IT & Telecoms at 14% of workforce Greater than national average. We have gone from 6 to 5%
2010: 37% recruited from HE in the last year
28% of employers report
Look beyond and through the supply chain, think about supplementing your skills with freelance and contract support or different companies and suppliers. Publishing is a globally integrated sector which needs a necessary broadening and deepening of the skills base. One thing is for sure if a company adopts this approach: you’ll need excellent project and supplier management plus team working skills! Mutli-skilling, multi-platform skills, management, leadership, business and entrepreneurial skills and IP & monetisation of multi-platform content are all essential of the future publishing workforce.
We’ve identified that publishing has: Been impacted on by the recession and has a shrinking workforce Has reduced the level of recruitment of graduates who they believe understand digital better Is reliant on the existing talent, who are older and more experience but accept they understand digital less Don’t reflect the diverse communities that they operate in that may have broader skills base that we need What do we do next? Where do we go for inspiration?
2 nd column drawn from the report: ‘From Recession to Recovery’ (2009) Right hand column: is it a big ask to expect graduates to have all of this? Are some of them what you gain from experience?
Need to understand how to create, market and distribtue content across a range of channels Using existing staff, new entrants, freelancers and consultants or alliances and partnerships with other companies Here is just a few examples of where the skills we need now and for the future come from across creative media industries Diagnostic tools to help you identify existing competencies – use National Occupational Standards across these sectors to help you identify skills needs Then use skillset.org courses directory to search relevant, recognised training in these areas Links on final slide. Slides will be posted on Slideshare and I’ll tweet the link.
Pioneered by the advertising industry. Diagnostic tool launched by the Institute for Practitioners in Advertising (IPA) Strong demand in their industry for those who can be both creative and entrepreneurial. That people need to be both ‘linear’ and ‘lateral’ thinkers Be both creative, but have a strong business and entrepreneurial sense. Be able to collaborate between creative and technical drivers of the digital work to research, develop and prototype new products Meanwhile equip current and future workforce with right skills to innovate, create and communicate in a digi environment
Leave you with some thought-provoking stats: 45% of employers surveyed said that they fund or arrange learning and development 41% in books, journals & periodicals 3 rd lowest in whole of creative media 13% have a learning and development plan