REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
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The document discusses the need for organizations to adapt and reskill their workforce in response to disruptions from technology, automation, and changing job landscapes. It emphasizes the importance of continuous learning and the integration of training within the workflow to develop necessary skills for future careers. Additionally, it highlights the critical role of human capabilities amidst advancing technologies and the necessity for professionals to be agile and ethically aware in their use of tech and data.
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
- 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
- 3. 3 Image Source: https://www.google.com/search?biw=1536&bih=724&tbm=isch&sa=1&ei=VbfYXNP-HaqJ0wKx_o_oAw&q=reimagine+work&oq=reimagine+work&gs_l=img.1.0.0i24l4.261560.265868..267guatda.com/cmx.p820...0.0..0.90.1193.14......1....1..gws-wiz- img.......0j0i67j0i5i30.xvdionLr0TU#imgrc=D7Qfui5WIW8eNM: The New Realities of our Modern World
- 4. 4 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
- 7. 7 AI, Cognitive Computing, Robotics
- 8. 8 Jobs Vulnerable to Automation
- 9. 9 Change in Nature of Careers – the 100 Year Life
- 10. 10 Diversity and Generational Change
- 11. 11 Explosion in Contingent Work
- 13. 13 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
- 14. 14 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
- 15. 15 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
- 17. 17 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
- 18. 18 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.
- 19. 19 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
- 20. 20 Continuous Learning Approaches Types of Learning: Continuous Learning Approaches Environment Exposure Education Experience Macrolearning Microlearning “University” Learning Experiential Learning
- 21. 21 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
- 22. 22 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
- 23. 23 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 “ “
- 24. 24 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 “ “
- 25. 25 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 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. Copyright © 2018 Deloitte Development LLC. All rights reserved. Thank you! Lisa Purvis Learning & Career Mobility 520-405-5389 lpurvis@deloitte.com