Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision. Learning Objectives: Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done. Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills. Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.

1. Redefining and Reskilling the Professional of the Future
Lisa Purvis, Specialist Leader – Learning & Career Mobility
May 2019

2. 2
Agenda
Disruptors
Changing Work, Workforce, and Workplace
The Need to Transform Learning
Reskilling and Learning in the Flow of Work
Continuous Approaches to Learning

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The New Realities of our Modern World

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Disruptors
Technology is
Everywhere
Tsunami of Data
Diversity and
Generational Change
Change in Nature
of Career
Jobs Vulnerable
to Automation
AI, Cognition
Comp. & Robotics
Explosion in
Contingent Work
Competitive Talent
Landscape

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Technology is Everywhere

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Tsunami of Data

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AI, Cognitive Computing, Robotics

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Jobs Vulnerable to Automation

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Change in Nature of Careers –
the 100 Year Life

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Diversity and Generational Change

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Explosion in Contingent Work

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Competitive Talent Landscape

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Unprecedented Change and Opportunity
Each element is tied together by the skills, capabilities, and technologies available for
organizations to access and build within their workforces—both human and machine
Technology is
Everywhere
Tsunami of Data
Diversity and
Generational
Change
Change in Nature
of Career
Jobs Vulnerable to
Automation
AI, Cognition
Comp. & Robotics
Explosion in
Contingent Work
Competitive Talent
Landscape
The changing professional landscape is impacting work, the workforce, and the workplace

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QUICKPOLL - Which disruptor concerns you most?
Technology is Everywhere
Tsunami of Data
Diversity and Generational
Change
Change in Nature of Career
Jobs Vulnerable to Automation
AI, Cognition Comp. & Robotics
Explosion in Contingent Work
Competitive Talent Landscape

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The professionals of the future will spend their time on strategic work that requires human
touch, imagination, and constant interaction with digital technologies
Professional must be agile and able to apply key
capabilities to multiple domains throughout their
career.
Professionals must utilize a mix of technical,
industry, professional and leadership skills
regardless of the type of work the future may entail.
Professionals will need to make critical decisions
about the ethical use of technology and data.
Functional &
Business Skills
Enduring Human
Capabilities
Work is Rapidly Transforming

16. The way we work is quickly
evolving
The impact of skill gaps on business
priorities is clear
1.MIT Sloan/Deloitte 2018 Digital Business Global Executive Research: Coming of Age Digitally
2.“From brawn to brains: The impact of technology on jobs in the UK”
3.World Economic Forum Jobs Report, 2018
4.Study: Employees Lack Skills for Digital Transformation,” SAP, 2016
2.5–5
The average half life of
technical/functional skills in today’s
world is 2.5–5 years1
of workers believe they need to
update their skills at least once
every 6 months4
74%
Technology has helped create 3.5
million higher-skilled jobs2
3.5M
of task hours will be performed by
humans by 2022, compared to 71% in
20183
58%
By 2022, there will be an average
shift of 42% in required
workforce skills3
42%
of digital talent are likely to gravitate
toward organizations that offer better
digital skill development4
58%
… But Learning is Not Keeping Up
We know for certain that the future is uncertain

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QUICKPOLL: How ready are you to prepare your workforce for
the future?
Not ready at all
1
I know my workforce’s skills gaps, but not how to address them
2
I have an idea of how to address my workforce’s skills gaps
3
I have a plan to address my workforce’s skills gaps
4
I am already addressing my workforce’s skills gaps
5

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Reskilling and Learning in the Flow of Life
Exponential growth in technology and a highly competitive labor market means
organizations must focus on reskilling their existing workforce by reimagining traditional
Learning & Development models
Integrating learning
into the flow of work
requires leaders to
dramatically rethink their
approaches to learning,
reskilling, and capability
development.
Cultivate enduring human capabilities to identify,
solve, implement, and iterate on activities…
….while developing skills need to operate specialized
tasks…
… and implementing the tools/technologies that
will augment human performance.

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RESKILLING
Reskilling is retraining
based on the skills and
capabilities of the future.
Reskilling as the Tactical Solution
Establishing the capability to quickly engage, enable, and mobilize an organization’s
professionals base is the key to success on multiple fronts moving forward
Establishing new skills and redirecting
current skills
Establishing the capability to mobilize
and enable professionals within the
organization
Enabling the organization to reach new
levels of performance

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Continuous Learning Approaches
Types of Learning:
Continuous
Learning
Approaches
Environment
Exposure
Education
Experience
Macrolearning
Microlearning
“University” Learning
Experiential Learning

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Provide
Resources and
Tools
Operate in a
Blended Human-
Bot
Organization
Build Enduring
Skills and
Domain
Knowledge
Support
Continuous
Learning
Close
Knowledge-Gaps
Reskilling
Reskilling transforms the current workforce into the workforce of the future

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QUICKPOLL- How prepared is your organization to begin
reskilling?
Thinking
About
Starting
Not Started Already
Started
Unsure
Where to
Start
Ready to
Start
1 2 3 4 5

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How does one deal with this era of massive
disruption? One needs to Zoom Out to a
future you can’t yet see, put a stake in the
ground on what you think this future will be
and then Zoom back in to take the first
steps to get there.
- John Hagel, co-chairman of Deloitte Center for the Edge
“
“

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Today’s workers need to approach the workplace
much like athletes preparing for the
Olympics, with one difference. They have to
prepare like someone who is training for the
Olympics but doesn’t know what sport they are
going to enter.
― Thomas L. Friedman, The World is Flat: A Brief History of the Twenty-First Century
“
“

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Resources
Visit Deloitte's Global Future of
Work Site to explore our Future of
Work offerings—along with videos,
webcasts, blogs, and more
To learn more:
2019 Deloitte Human Capital Trends
Report
In 2019, an intensifying combination of
economic, social, and political issues is
forcing HR and business leaders to learn
to lead the social enterprise—and
reinvent their organizations around a
human focus.
Deloitte Insights
Deloitte Insights delivers research,
analysis, and perspectives for business
and government.
Deloitte Review Issue #21:
Navigating the future of work
Articles include:
• A look at 21st century careers
• Reconstructing work: automation,
AI, and the essential role of humans
• Impact of augmented reality and
other technologies

26. About Deloitte
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Copyright © 2018 Deloitte Development LLC. All rights reserved.
Thank you!
Lisa Purvis
Learning & Career Mobility
520-405-5389
lpurvis@deloitte.com