Data, Time & a Solution = Change?...
Simon Gibson
Changing Work, Learning & Culture | Transformational People & Talent Leader | Chief Learning Officer | Future of Work, Skills & Careers | Advisory Board Member
Did you know 57% of stats are made up on the spot, 27% of the time?.... Yep, I just made that up, but if know me, I’m serious about data and insight, even more so now.
As the world continues to turn at what feels an even slower pace (to me that is), I’m devouring more and more data, information and insight about the “digital shift” the world of work requires and the relevant impact across people and business alike. It led me to put this together and share more on some of my views.
If you don’t know me, I’ve been contracting the last few years, across some brilliant companies and working with some amazing business problems. I was super pleased last week to learn that my previous company (RS Components) had just made the top 100 Apprenticeship Employers 2020 – huge applause to Tim Beasley for his work and also to Decoded for the trusting partnership on wider use of the Apprenticeship levy. I also learnt that my previous team at my role prior (Fujitsu), had been nominated for an Innovation in Learning award with the LPI. Again, massive applause to Melody Porter and Martin Jump along with the team at DESQ for making it all happen.
I’m sharing these examples as sometimes you have to start something as a contractor that you know is right for the business, it will have an impact and it will make a difference but you in all likelihood, you won’t be around to see that data and outcome really come to life. Some of these journeys started over two years ago , I’ve talked before about the bravery and battles I had with CFO’s to justify the relevant approach. Time, energy and money very well spent I’d say so far...
The flip to this though is that whilst those business problems are being attacked and overcome, the macro challenges around us seem to be growing too and not in a positive way. The noise from the data is growing louder every day.
As I’ve said, I put a lot of time and energy into reading reports, insight and data from around the globe on skill challenges and what can be done to overcome them. One of my favourite insights is the World Economic Forum report on the Future of Jobs. Back in 2018 it had a very educated guess that come 2022 a net positive of 58 million (yes 58 million!) new roles/jobs would be created. Last week this report was further updated but now the figure stands at net positive of 12million by 2025. Ok, so I’m not directly getting into the ins and outs of the data/research and how it now compares, but it does throw up some tough and big challenges. I believe these challenges can really help companies understand that you can’t just “fix” today without a little bit more focus on tomorrow. I am saying, yes address your companies key issues but some are going to take a bit more time to see how well it’s worked out. Almost four months ago I wrote my last piece on why I felt change and transformation for the positive benefit of all was ready to be taken “If not now?...When?”…
On average, companies estimate that around 40% of workers will require reskilling of six months or less and 94% of business leaders report that they expect employees to pick up new skills on the job, a sharp uptake from 65% in 2018
As the new WEF report builds up a massive global picture, here’s my summary on some of those issues the report talks to and businesses need to be prepared to address –
- The impact and economic slowdown of COVID whilst felt fiscally different across the world, it will be years before we really can look back at the data and understand the true nature of how well we “recovered” commercially.
- That, coupled with many businesses ability to now “automate” certain tasks and really look at how to run “lean” operating models, it has kept new job creation low but job reduction up. Less jobs, more people, less skilled.
- The global skill gap on all things AI, Machine Learning, Data etc. is still very much alive. There are not enough qualified, experienced and growth mindset people to go around.
- We’ve got another huge challenge in the UK on youth unemployment (roughly 18-24 yr olds). It’s now hitting record levels as organisations look back in time at the data and better understand the social and commercial gaps being caused by prolonged unemployment in this bracket (especially the last 6mths)
- We are not doing enough as a joined-up country (public, private, education and charity sectors) to transform past this skill gap. The noise just gets louder and louder the more you look into it.
I encourage you to read the latest WEF report when you can, reach your own conclusions. Go and find other insights, challenge your thinking and current actions. Analyse and look at the data and then really question what you are doing to attack your real business problems, even if you won’t be around to see the true business impact come to pass. Not every business problem is solved by a learning solution and yet it is very clear we do not have enough skilled people. The solution, whatever it becomes will take time. Or maybe, just maybe I'm wrong and it was made up...27% of the time!
Senior Global Learning/Leadership Development Professional | Public Speaker. Working at the intersection of digital, organisation capability, transformation & culture. Powered by Systems Thinking & Human-Centered Design.
4 年Thanks for tagging me Simon Gibson - just got around to reading this. Firstly, please continue to write, I love the mix of real-talk, provocation and reflection in your writing. I can see you saying this, it’s authentically your tone of voice! A lot of this is completely relatable for me since I’m currently working as a contractor and did previous stints in consulting. We start but seldom see things through. Initially that was alien to me as personally as I like to see things through. Then over time I realised that it’s not necessarily a bad thing as it’s tapping into energy that’s usually high (the front-end) and handing over the baton. Also, when it comes to capability development, there seems to be an insatiable appetite to see success in immediate terms. If we take your examples (and many others) the true impact IMHO is about sustainability, not the perceived immediate causation with L&D interventions. So those orgs you mentioned, I have no doubt (especially knowing your MO) that you contributed to the very things they are celebrating. Whether it’s at the front-end building advocacy/having the tough conversations through to the actual development, it’s all part of the mix.
L&OD leader & change maker - Specialising in digital & learning transformation and making the impossible possible!
4 年Simon you are 75% right 50% of the time......:) You make some very valid points.....I just don't know who is caring enough about it right now as they are being distracted by so much that has gone on. My concern is that as the problem increases, certain companies have de-invested in both HR and Learning......there is a high street chain well known to all that cut 50% of those staff combined.....that in itself is alarming......I think as this industry is so fragmented and we cannot agree on certain terms and we invent new terminology, our customers are confused.....what value do we really bring...what can we do to make real impact....if I had ￡5 to spend, where would I spend it to get a return.....I sadly do not think that either the LPI and CIPD are helping as there is no unity between anyone and we have data coming out of our ears......Just my view
Managing Director at NUDGE CONSULTING AND DEVELOPMENT LIMITED
4 年Great article Simon and thought-provoking as always. Working with many of our manufacturing clients feels light years away from much of the data contained in the WEF report (yes, you got me reading it - thank you), but what this pandemic has shown them is that they can adapt and change quickly when they need to. Short term it may be, but change can happen with small steps. Whether that approach, for some of the bigger challenges on the horizon, will be enough, remains to be seen .....’
Changing Work, Learning & Culture | Transformational People & Talent Leader | Chief Learning Officer | Future of Work, Skills & Careers | Advisory Board Member
4 年Great further builds Sukh, I’m drawn to the ‘future problem, with not enough present focus’ as it it almost seems to re-enforce the nature of we can fix that tomorrow....maybe, but as you highlight the trend (this is now 10 plus years data) suggests anything but that...oh and we’ve spent billions on ‘Learning’ in both the private and commercial sectors...something is not quite right and yet a brilliant chance to really make a positive change
Bringing the best of learning and development thinking and skills to business success. L&D, OD, Talent, Resilience Author, ex-Business Owner, Speaker
4 年This is a really good thinking piece, Simon, and is one of the reasons I enjoy our discussions. You showcase here how to hold big ideas with more accessible day to day stuff. There's a lot here to think on and I'm going to keep thinking. It's interesting you highlight how the skills for AI/Machine Learning are still light compared to the promise of what could be achieved in that space. I've felt the same is true of overall digital literacy of the workforce. If the trend towards technology enabled organisations remains as true as it seems, a lot of the workforce is going to be left woefully behind - a future problem, with not enough present focus. What you also help me to articulate here is that sometimes we shouldn't pass commentary on things because we don't know the impact of them. Yes, Covid is proving to be economically damaging to many countries, and although some countries are faring better, the inter-connectedness of world commerce means a global slowdown is all but inevitable. As you say it'll be some years before we understand the genuine impact without even factoring in some level of austerity measures to "claw back" the immense fiscal packages that have been made available.