Work’s future is emerging in front of us. The rate of digitalization, remote work, employee empowerment, and worker diversity is at an all-time high, and the economy is booming. Similarly, higher education is being modernised by incorporating more online courses, virtual study groups, and digital learning management systems into instructional design. Both industries are on a fast track through the fourth industrial revolution and into the dynamics of modern collaboration… But are they heading in the same direction?
As we emerge from the pandemic, assess the impact on the workplace, and plan for recovery, business leaders will face a severe talent and skills shortage. We understood this when Covid struck: senior executives considered scarcity as one of their most serious business concerns at the time. As this analysis illustrates, the possibilities are that it will become an even greater menace in the future, particularly in new digital domains. And it’s coming at a time when finances are being slashed like never before.
There is a definite need to prioritize reskilling and upskilling. It is less expensive to develop than to recruit.
Despite acknowledging the importance and necessity for reskilling and upskilling, for nurturing current talent rather than seeking new people from outside, many organisations are not putting it into practise with anything resembling the dedication that is required. “Training” is still segregated; it is often about checking boxes rather than truly integrated performance growth, and skill gap assessment is inadequate.
On the one hand, this means that many enterprises will have to move mountains in order to overcome the anticipated shortages. This will necessitate major internal transformation as well as the replacement of some of their large, unresponsive learning management providers with newer, more nimble players.
We will gather as members of the community from Education, Community Colleges, Workforce Development, Community Based Organizations, Corporates, Micro Small and Medium Enterprises (MSMEs), and beyond to learn more about each other’s services. Share our accomplishments and setbacks, and network to strengthen our bonds.
With the unifying aim of promoting “Future Of Education And Future Of Work (FEFW)” in mind, we may discover ways to align ourselves to create an effective network promoting job preparedness, which leads to the development of a talented workforce.
The collaboration will enable us to improve the outcomes and create stronger program integration across all areas of support.
Today, we welcome you to learn about best practices, share your “light bulb moments,” and network with other professionals.
A pivotal point
- The changing nature of work and workforce development
- Work is changing
- The workforce development market is large and shifting
- The rise of upskilling and reskilling
- The obstacles
- The new priorities
- The landscape of the future
Emerging growth areas
- Challenges and opportunities of the four emerging growth areas
- Skills assessment: how do I improve, if I can’t define?
- Supported career pathways: getting employees from A to B
- Applied, collaborative learning: increasing sharing, uptake, engagement and self-motivation
- Tailored learning: improving relevance and impact 33 How will our four areas of opportunity play out in the future?
- Skills assessment
- Supported career pathways
- Applied collaborative learning
- Tailored learning
Recommendations
- Recommendations for learning and development practitioners
- Recommendations for organisations
- Recommendations for policymakers
- Top five things founders should do
- Top five things founders should avoid
Recommendations for Future Of Education And Future Of Work (FEFW)
- Engage business and industry leaders in forging and strengthening regional industry sector partnerships in support of career education.
- Prioritize resources and efforts to develop career pathways in critical industry sectors as identified by business partnerships.
- Adopt a business-friendly policy for K-16 and work-based learning that promotes a continuum of experiences beginning in the middle grades and extending through postsecondary.
- Recognize the importance of work-based learning in high school by including those experiences in graduation requirements and school accountability ratings.
- Provide policy solutions for workers’ compensation and liability insurance for work-based learning placements.
- Support industry sector partnerships with braided funding from multiple sources federal, state, local, private and philanthropic.
- Provide incentives for employers that offer paid work-based learning experiences.
- Develop the capacity of teachers, school counselors, school leaders and other educators to support students in all stages of career readiness, from career awareness to apprenticeships.
- Promote Simulated Workplace and other virtual solutions to expand work-based learning opportunities in rural and hard-to-serve communities.
- Designate a state agency or special council to work with employers and secondary and postsecondary education agencies to identify, evaluate and approve industry certification examinations, technical skills assessments, dual credit courses and end-of-course assessments that are part of a system of stackable credentials.
- Promote structured dual enrollment programs for career pathways and establish uniform policies so students can earn credits toward high school graduation that are automatically added to students’ transcripts at postsecondary institutions.
