A brief presentation about the key findings by the world economic forum report called "The Future of jobs 2018" + The main reskilling concepts for the next years
Even as many multinationals develop or expand programs for temporary overseas assignments, they remain unprepared to learn from the employees who return from such assignments. A recent study of returnees reveals what's going wrong, and what companies can do to reap the benefits of a global workforce. For more from s+b's Young Profs series, visit: http://www.strategy-business.com/youngprofs
HOW WILL THE FOURTH INDUSTRIAL REVOLUTION IMPACT HR AND LEARNING & DEVELOPMEN...Human Capital Media
First came steam power; then electricity and assembly lines; then computerization. So what comes next? A wave of technology is now crashing into our personal and professional lives like a ton of bricks. So the question becomes, when technology fuses with people, how does that impact and change our lives? How will the way that we work change? How is the fourth Industrial Revolution going to alter the way that we learn, work, and live? We’ll explore the forces of change and how organizations can prepare employees for the coming revolution.
Learning objectives:
Understand what the fourth Industrial Revolution is and the implications for your business
Understand core capabilities needed to build your future state L&D team
Identify trends and key questions to explore with your stakeholders to prepare your business for the future
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
The Era of Talent Intelligence: SIA Executive Forum SlidesLinkedIn Europe
Event: SIA Executive Forum Europe 2018
Speaker: Darren Connolly
As today’s talent landscape is rapidly changing and becoming increasingly complex, we believe the next wave of recruiting lies in the use of data-driven insights to create competitive advantage. This is the idea of talent intelligence.
In this presentation, we dive into the themes shaping the future of work and discuss how staffing firms can harness data and insights to reinvent and improve every step of the recruitment process, to drive business outcomes, and to stay ahead of the competition.
GreenBiz 20 Tutorial Slides: Aligning and Integrating Your Sustainability Str...GreenBiz Group
Join leading organizations WBCSD, U.N. Global Compact and GRI for an in-depth, interactive tutorial that will explore the implications of the Sustainable Development Goals for business, highlight emerging trends and developments across the business and SDG landscape, and underline best practice around strategic alignment with the SDG agenda. This session will address key enablers and barriers to effective integration of the SDGs into business strategy as well as trends in corporate reporting and how best to account for your SDG progress. Participating in this tutorial will help you develop a comprehensive SDG strategy for your own organization.
A comprehensive trend report that covers all the major and minor HR industry trends that are shaping the industry in 2018, including how technology (AR, VR, remove conferencing, etc) is changing the way HR professionals are getting their work done.
Even as many multinationals develop or expand programs for temporary overseas assignments, they remain unprepared to learn from the employees who return from such assignments. A recent study of returnees reveals what's going wrong, and what companies can do to reap the benefits of a global workforce. For more from s+b's Young Profs series, visit: http://www.strategy-business.com/youngprofs
HOW WILL THE FOURTH INDUSTRIAL REVOLUTION IMPACT HR AND LEARNING & DEVELOPMEN...Human Capital Media
First came steam power; then electricity and assembly lines; then computerization. So what comes next? A wave of technology is now crashing into our personal and professional lives like a ton of bricks. So the question becomes, when technology fuses with people, how does that impact and change our lives? How will the way that we work change? How is the fourth Industrial Revolution going to alter the way that we learn, work, and live? We’ll explore the forces of change and how organizations can prepare employees for the coming revolution.
Learning objectives:
Understand what the fourth Industrial Revolution is and the implications for your business
Understand core capabilities needed to build your future state L&D team
Identify trends and key questions to explore with your stakeholders to prepare your business for the future
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
The Era of Talent Intelligence: SIA Executive Forum SlidesLinkedIn Europe
Event: SIA Executive Forum Europe 2018
Speaker: Darren Connolly
As today’s talent landscape is rapidly changing and becoming increasingly complex, we believe the next wave of recruiting lies in the use of data-driven insights to create competitive advantage. This is the idea of talent intelligence.
In this presentation, we dive into the themes shaping the future of work and discuss how staffing firms can harness data and insights to reinvent and improve every step of the recruitment process, to drive business outcomes, and to stay ahead of the competition.
GreenBiz 20 Tutorial Slides: Aligning and Integrating Your Sustainability Str...GreenBiz Group
Join leading organizations WBCSD, U.N. Global Compact and GRI for an in-depth, interactive tutorial that will explore the implications of the Sustainable Development Goals for business, highlight emerging trends and developments across the business and SDG landscape, and underline best practice around strategic alignment with the SDG agenda. This session will address key enablers and barriers to effective integration of the SDGs into business strategy as well as trends in corporate reporting and how best to account for your SDG progress. Participating in this tutorial will help you develop a comprehensive SDG strategy for your own organization.
A comprehensive trend report that covers all the major and minor HR industry trends that are shaping the industry in 2018, including how technology (AR, VR, remove conferencing, etc) is changing the way HR professionals are getting their work done.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
La formation : pivot de la transformation digitale Tiphaine Guerout
La MAIF exposera la stratégie qu'ils ont mis en place pour transformer leur entreprise en s'appuyant sur le réseau de formateurs.
Les points clés de notre webinaire :
Enjeux & facteurs-clés de succès d'une transformation digitale
Comment s'appuyer sur le réseau de formateurs pour transformer son entreprise ?
Bâtir son Académie digitale : comment s'y prendre ?
Quels outils pour gagner en autonomie et agilité ?
Rewriting the rules for the digital age2017 Deloitte Global .docxmalbert5
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE
Start exploring with an
augmented reality journey
Get a new perspective on the 10 Global Human
Capital Trends for 2017 by downloading the free
Aurasma app from your preferred app store.
Once you have downloaded the app, launch
your AR journey by holding your tablet or phone
over the report cover.
Deloitte’s Human Capital professionals leverage research,
analytics, and industry insights to help design and
execute the HR, talent, leadership, organization, and
change programs that enable business performance
through people performance. Visit the Human
Capital area of www.deloitte.com to learn more.
Rewriting the rules for the digital age
PREFACE
WELCOME to Deloitte’s fifth annual Global Human Capital Trends report and survey. This year’s report takes stock of the challenges ahead for business and HR leaders in a dramatically changing digital, economic, demographic, and social landscape. In an age of disruption, business and HR
leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the
21st-century workforce.
This workforce is changing. It’s more digital, more global, diverse, automation-savvy, and social media-
proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.
While some view this as a challenge, we see it as an opportunity. An opportunity to reimagine HR, talent, and
organizational practices. An opportunity to create platforms, processes, and tools that will continue to evolve
and sustain their value over time. An opportunity to take the lead in what will likely be among the most signifi-
cant changes to the workforce that we have seen.
Hence, our call for new rules for HR in the digital age.
The 2017 report began last summer with us reaching out to hundreds of organizations, academics, and practi-
tioners around the world. This year, it includes a survey of more than 10,000 HR and business leaders across
140 countries. The report reveals how leaders are turning to new organizational models that highlight the
networked nature of today’s world of work; innovation-based HR platforms; learning and career programs
driven by social and cognitive technologies; and employee experience strategies that put the workforce at the
center. The report closes with a discussion of the future of work amid the changes being driven by advances in
automation and an expanded definition of the workforce.
We are pleased to present this year’s Global Human Capital Trends report and survey and look forward to
your comments. 2017 is positioned to be a year of change as we all manage new levels of transformation and
disruption. The only question now is: Are you ready?
Brett Walsh
Global leader, Human Capital
Deloitte LLP
Erica Volini
US leader, Human Capital
Deloitte Consulting LLP
CONTE.
Leading & Inspiring Employees In the Collaborative EconomyAmy Bishop
Collaboration can increase workforce productivity, boost effectiveness and accelerate innovation. Inspire your workforce to innovate and collaborate to drive tangible business outcomes.
Learn how to harness trends of the collaborative economy to enable employees, managers and executives to build a connected and engaged company. Begin a strategy to implement collaboration within your company to create meaningful business value.
Presented at the PRSA 2014 International Conference on October 12, 2014 in Washington D.C.
How to use data and insights to become more socially engaged [webcast] LinkedIn Europe
This webcast was run on the 3rd October 2018.
The presentation covers:
- Importance of data and insights in the recruitment industry
- Using insights to create an effective engagement strategy
Yard + Cubed - The State of Marketing Planning Whitepaper - Preparing for 2022 Yard Digital
Digital marketing agency Yard partnered with multi-touch attribution vendor Cubed and commissioned a YouGov survey of 1,000 marketing leaders, to determine the state of marketing planning in 2021. Here's a summary of the results and a roadmap to plan and succeed in 2022.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
La formation : pivot de la transformation digitale Tiphaine Guerout
La MAIF exposera la stratégie qu'ils ont mis en place pour transformer leur entreprise en s'appuyant sur le réseau de formateurs.
Les points clés de notre webinaire :
Enjeux & facteurs-clés de succès d'une transformation digitale
Comment s'appuyer sur le réseau de formateurs pour transformer son entreprise ?
Bâtir son Académie digitale : comment s'y prendre ?
Quels outils pour gagner en autonomie et agilité ?
Rewriting the rules for the digital age2017 Deloitte Global .docxmalbert5
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE
Start exploring with an
augmented reality journey
Get a new perspective on the 10 Global Human
Capital Trends for 2017 by downloading the free
Aurasma app from your preferred app store.
Once you have downloaded the app, launch
your AR journey by holding your tablet or phone
over the report cover.
Deloitte’s Human Capital professionals leverage research,
analytics, and industry insights to help design and
execute the HR, talent, leadership, organization, and
change programs that enable business performance
through people performance. Visit the Human
Capital area of www.deloitte.com to learn more.
Rewriting the rules for the digital age
PREFACE
WELCOME to Deloitte’s fifth annual Global Human Capital Trends report and survey. This year’s report takes stock of the challenges ahead for business and HR leaders in a dramatically changing digital, economic, demographic, and social landscape. In an age of disruption, business and HR
leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the
21st-century workforce.
This workforce is changing. It’s more digital, more global, diverse, automation-savvy, and social media-
proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.
While some view this as a challenge, we see it as an opportunity. An opportunity to reimagine HR, talent, and
organizational practices. An opportunity to create platforms, processes, and tools that will continue to evolve
and sustain their value over time. An opportunity to take the lead in what will likely be among the most signifi-
cant changes to the workforce that we have seen.
Hence, our call for new rules for HR in the digital age.
The 2017 report began last summer with us reaching out to hundreds of organizations, academics, and practi-
tioners around the world. This year, it includes a survey of more than 10,000 HR and business leaders across
140 countries. The report reveals how leaders are turning to new organizational models that highlight the
networked nature of today’s world of work; innovation-based HR platforms; learning and career programs
driven by social and cognitive technologies; and employee experience strategies that put the workforce at the
center. The report closes with a discussion of the future of work amid the changes being driven by advances in
automation and an expanded definition of the workforce.
We are pleased to present this year’s Global Human Capital Trends report and survey and look forward to
your comments. 2017 is positioned to be a year of change as we all manage new levels of transformation and
disruption. The only question now is: Are you ready?
Brett Walsh
Global leader, Human Capital
Deloitte LLP
Erica Volini
US leader, Human Capital
Deloitte Consulting LLP
CONTE.
Leading & Inspiring Employees In the Collaborative EconomyAmy Bishop
Collaboration can increase workforce productivity, boost effectiveness and accelerate innovation. Inspire your workforce to innovate and collaborate to drive tangible business outcomes.
Learn how to harness trends of the collaborative economy to enable employees, managers and executives to build a connected and engaged company. Begin a strategy to implement collaboration within your company to create meaningful business value.
Presented at the PRSA 2014 International Conference on October 12, 2014 in Washington D.C.
How to use data and insights to become more socially engaged [webcast] LinkedIn Europe
This webcast was run on the 3rd October 2018.
The presentation covers:
- Importance of data and insights in the recruitment industry
- Using insights to create an effective engagement strategy
Yard + Cubed - The State of Marketing Planning Whitepaper - Preparing for 2022 Yard Digital
Digital marketing agency Yard partnered with multi-touch attribution vendor Cubed and commissioned a YouGov survey of 1,000 marketing leaders, to determine the state of marketing planning in 2021. Here's a summary of the results and a roadmap to plan and succeed in 2022.
Informativo sobre as melhorias na ferramenta de currículo Lattes. Imprescindível para quem quer trabalhar com pesquisas ou pretende desenvolver trabalhos na área acadêmica ou de nível acadêmico.
Apresentação realizada sobre a Campanha da Roche contra a hepatite em território Brasileiro.
Conteúdo original no Prezi em: http://prezi.com/_8n9sssk-hxt/?utm_campaign=share&utm_medium=copy&rc=ex0share
Trabalho para a Disciplina Marketing de Serviços na Universidade Anhembi Morumbi. Grande parte do trabalho foi apresentado em sala de aula, tendo o power point apenas como direcionador dos temas
Apresentação parcial dos estudos científicos sobre redes sociais e a influência no comportamento de compra e consumo realizada na Universidade Anhembi Morumbi em 24/11/2012
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
6. The future of Jobs across 2018~2022
D r i v e r s o f
c h a n g e
C h a n g i n g
g e o g r a p h y o f
p r o d u c t i o n ,
d i s t r i b u t i o n a n d
v a l u e c h a i n s
A n e t p o s i t i v e
o u t l o o k f o r j o b s
A c c e l e r a t e d
t e c h n o l o g y
a d o p t i o n
C h a n g i n g
e m p l o y m e n t
t y p e s
E m e r g i n g i n -
d e m a n d r o l e s
T r e n d s i n
r o b o t i z a t i o n
A n e w h u m a n -
m a c h i n e f r o n t i e r
w i t h i n e x i s t i n g
t a s k s
G r o w i n g s k i l l s
i n s t a b i l i t y
A r e s k i l l i n g
i m p e r a t i v e
C u r r e n t
s t r a t e g i e s f o r
a d d r e s s i n g s k i l l s
g a p s
I n s u f f i c i e n t
r e s k i l l i n g a n d
u p s k i l l i n g
7.
8. U b i q u i t o u s
h i g h - s p e e d
m o b i l e
i n t e r n e t
A r t i f i c i a l
I n t e l l i g e n c e
w i d e s p r e a d
a d o p t i o n o f
b i g d a t a
a n a l y t i c s
C l o u d
t e c h n o l o g y
They are flanked by a range of socio-economic trends driving business opportunities in
tandem with the spread of new technologies, such as national economic growth
trajectories; expansion of education and the middle classes, in particular in developing
economies; and the move towards a greener global economy through advances in new
energy technologies
Drivers of CHANGE
9. B i g D a t a
A n a l y t i c s
I n t e r n e t o f
T h i n g s
A p p W e b e n a b l e d
m a r k e t i n g
Large proportions of companies are likely or very likely to have expanded their adoption of
technologies such as the internet of things and app- and web-enabled markets, and to
make extensive use of cloud computing. Machine learning and augmented and virtual
reality are poised to likewise receive considerable business investment
Accelerated TECNOLOGY
ADOPTION
10. S t a t i o n a r y
r o b o t s
H u m a n o i d
r o b o t s
Companies across all sectors are most likely to adopt the use of stationary robots, in
contrast to humanoid, aerial or underwater robots, however leaders in the Oil & Gas industry
report the same level of demand for stationary and aerial and underwater robots, while
employers in the Financial Services industry are most likely to signal the planned adoption
of humanoid robots in the period up to 2022.
Trends in ROBOTIZATION
11. S k i l l e d l o c a l
t a l e n t
When determining job location decisions, companies overwhelmingly prioritize the
availability of skilled local talent as their foremost consideration, with 74% of respondents
providing this factor as their key consideration. In contrast, 64% of companies cite labour
costs as their main concern.
Changing GEOGRAPHY of production,
distribution and value chains
12. E x t e n d w o r k
f o r c e t o n e w
e n h a n c i n g
r o l e s
N e w r o l e s C o n t r a c t o r s
d o i n g t a s k -
s p e c i a l i z e d
w o r k
R e m o t e
s t a f f i n g
Large proportions of companies are likely or very likely to have expanded their adoption of
technologies such as the internet of things and app- and web-enabled markets, and to
make extensive use of cloud computing. Machine learning and augmented and virtual
reality are poised to likewise receive considerable business investment
Changing employment TYPES
13. M a c h i n e s
i n c r e a s i n g
t h e i r
c o n t r i b u t i o n t o
s p e c i f i c t a s k s
A u t o m a t e d
d e c i s i o n -
m a k i n g
J o b - r e l a t e d
i n f o r m a t i o n
t a s k s
Companies expect a significant shift on the frontier between humans and machines when it
comes to existing work tasks between 2018 and 2022. Relative to their starting point today,
the expansion of machines’ share of work task performance is particularly marked in the
reasoning and decision-making, administering, and looking for and receiving job-related
information tasks.
A new HUMAN-MACHINE FRONTIER
within existing tasks
14. L a r g e - s c a l e
d e c l i n e i n
s o m e r o l e s
L a r g e - s c a l e
g r o w t h i n
n e w p r o d u c t s
a n d s e r v i c e s
R i s e o f m i d d l e
c l a s s e s i n
e m e r g i n g
e c o n o m i e s
D e m o g r a p h i c
s h i f t s
They represent two parallel and interconnected fronts of change in workforce
transformations: 1) large-scale decline in some roles as tasks within these roles become
automated or redundant, and 2) large-scale growth in new products and services—and
associated new tasks and jobs—generated by the adoption of new technologies and other
socio-economic developments such as the rise of middle classes in emerging economies
and demographic shifts.
A net POSITIVE OUTLOOK for jobs
18. D a t a A n a l y s t s
a n d S c i e n t i s t s
S a l e s a n d
M a r k e t i n g
P r o f e s s i o n a l s
A c c e l e r a t i n g
d e m a n d f o r n e w
s p e c i a l i s t r o l e s
Also expected to grow are roles that leverage distinctively ‘human' skills, such as Customer Service Workers,
Sales and Marketing Professionals, Training and Development, People and Culture, and Organizational
Development Specialists as well as Innovation Managers. Moreover, our analysis finds extensive evidence of
accelerating demand for a variety of wholly new specialist roles related to understanding and leveraging the
latest emerging technologies: AI and Machine Learning Specialists, Big Data Specialists, Process Automation
Experts, Information Security Analysts, User Experience and Human-Machine Interaction Designers, Robotics
Engineers, and Blockchain Specialists.
Emerging IN-DEMAND roles
20. S k i l l s r e q u i r e d
t o p e r f o r m j o b s
w i l l s h i f t
s i g n i f i c a n t l y
S h i f t o f 4 2 % i n
r e q u i r e d
w o r k f o r c e s k i l l s
Given the wave of new technologies and trends disrupting business models and the changing division of labour
between workers and machines transforming current job profiles, the vast majority of employers surveyed for this
report expect that, by 2022, the skills required to perform most jobs will have shifted significantly。Global
average skills stability—the proportion of core skills required to perform a job that will remain the same—is
expected to be about 58%, meaning an average shift of 42% in required workforce skills over the 2018–2022
period.
Growing skills INSTABILITY
D i v i s i o n o f
l a b o r b e t w e e n
w o r k e r s a n d
m a c h i n e s
21. A c t i v e l e a r n i n g
a n d l e a r n i n g
s t r a t e g i e s
‘ h u m a n ’
s k i l l s
By 2022, no less than 54% of all employees will require significant re- and upskilling. Of these, about 35% are expected to
require additional training of up to six months, 9% will require reskilling lasting six to 12 months, while 10% will require
additional skills training of more than a year. Skills continuing to grow in prominence by 2022 include analytical thinking and
innovation as well as active learning and learning strategies. Sharply increasing importance of skills such as technology
design and programming highlights the growing demand for various forms of technology competency identified by
employers surveyed for this report. Proficiency in new technologies is only one part of the 2022 skills equation, however, as
‘human’ skills such as creativity, originality and initiative, critical thinking, persuasion and negotiation will likewise retain or
increase their value, as will attention to detail, resilience, flexibility and complex problem-solving. Emotional intelligence,
leadership and social influence as well as service orientation also see an outsized
A RESKILLING imperative
A n a l y t i c a l
t h i n k i n g a n d
i n n o v a t i o n
E m o t i o n a l
i n t e l l i g e n c e ,
l e a d e r s h i p a n d
s o c i a l i n f l u e n c e
24. Companies highlight three future strategies to manage the
skills gaps widened by the adoption of new technologies. They
expect to hire wholly new permanent staff already possessing
skills relevant to new technologies; seek to automate the work
tasks concerned completely; and retrain existing employees.
The likelihood of hiring new permanent staff with relevant skills
is nearly twice the likelihood of strategic redundancies of staff
lagging behind in new skills adoption. However, nearly a
quarter of companies are undecided or unlikely to pursue the
retraining of existing employees, and two-thirds expect
workers to adapt and pick up skills in the course of their
changing jobs. Between one-half and two-thirds are likely to
turn to external contractors, temporary staff and freelancers to
address their skills gaps.
CURRENT STRATEGIES FOR
ADDRESSING SKILLS GAPS:
25. Workers will need to have the appropriate skills enabling them to
thrive in the workplace of the future and the ability to continue
to retrain throughout their lives. Crafting a sound in-company
lifelong learning system, investing in human capital and
collaborating with other stakeholders on workforce strategy
should thus be key business imperatives, critical to companies’
medium to long-term growth, as well as an important
contribution to society and social stability. A mindset of agile
learning will also be needed on the part of workers as they shift
from the routines and limits of today’s jobs to new, previously
unimagined futures. Finally, policy-makers, regulators and
educators will need to play a fundamental role in helping those
who are displaced repurpose their skills or retrain to acquire new
skills and to invest heavily in the development of new agile
learners in future workforces by tackling improvements to
education and training systems, as well as updating labour policy
to match the realities of the Fourth Industrial Revolution.
INSUFFICIENT RESKILLING
AND UPSKILLING
28. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
29. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
32. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
34. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
36. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
38. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
40. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R E A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
43. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
45. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
46.
47. GROWTH MINDSET
L E A R N I N G
A D D I C T I O N
D O N E I S B E T T E R
T H A N P E R F E C T
C U S T O M E R
E M P A T H Y
D O I T , D O I T
A N D D O I T
C O M P E T I T I V E C R I A T I V E A N D
S T U B B O R N
D A T A D R I V E N
D O N ’ T P A N I C
W I T H F A I L U R E
T E A M W O R K
I S E V E R Y T H I N G
48. TEAM WORK
CREATIVE MIND
NUMBER FOCUSED
HIPSTER HACKER
HYPER HUSTLER
KNOW ALL THE TRICKS
KNOW WHAT THE COSTUMER
AND ORGANIZATION NEEDS
52. 1. Have a clear purpose,
which reflects your DNA,
which everyone knows,
that is communicated
in a clear and tangible
and applicable manner;
53. 2 . S e l l a d r e a m i n s i d e a n d
o u t . T h e b e s t p e o p l e d o
n o t j u s t w o r k f o r m o n e y
a n d c u s t o m e r s d o n o t j u s t
b u y t h e c h e a p e s t - t h e y
s e e k e m o t i o n a l b e n e f i t s
b e y o n d m e r e t e c h n i c a l
c h a r a c t e r i s t i c s . R e c o g n i z e
a n d r e w a r d p e r f o r m a n c e
a n d r e s u l t s , c r e a t e g o a l s
a m b i t i o u s b u t a c h i e v a b l e
a n d d e l i v e r e d v a l u e ;
54. 3. Approach people and
technology (s). Empower
people, develop technologies,
adopt human culture vs.
digital;
55. 4. Focus on high
added value niches,
solving market
problems, identify
promising markets and
position themselves
clearly vis -à-vis
others, creating
differentiation;
56. 5. Create an ecosystem,
outsource what does not
matter, build an open
innovation network,
reinforce collective intelligence
and sharing economics;
57. 6. Interact with the
customer. Listen and
observe it, invite it to
"come in" and evolve
with your
recommendations and
ideas
58. 7. Fail fast. Prototype and fail
fast. Test the MVP (minimum
viable product), analyze the
data and make the
adjustments and only then
"truly throw yourself to the
sea"
59. 8. Do your Digital
Transformation. Map
your client's journey,
digitize processes and
incorporate relevant
technology into the
business, defining a
new business model if
necessary
61. 10. Adopt strategic
innovation as a
professional mantra.
Create, reinforce and
disseminate a
culture of innovation,
adjust cycles of growth
and decline, and adopt
a circular and
permanent process of
innovation.
62.
63. Main:
The Future of Jobs Report 2018
Zeitgeist Aprendizagem 2018
What's Next 2020-2030
Secondary :
BRIDGING THE SKILLS GAP
Learn or Die | Upskilling
REFERENCES