技能革命2.0（英文版）.pdf

SkillsRevolution2.0Robots Need Not Apply: Human Solutions for the Skills RevolutionWe are in the midst of a Skills Revolution. Technology is transforming organizations, skills needs are changing rapidly and we know companies cannot find the talent they need. People with in-demand skills who can continually learn and adapt can call the shots. Those with ubiquitous skills see wages stagnating and insecurity ahead, playing out in politics, protectionism and populism. We also know that digitization and automation is happening at different speeds impacting regions, sectors and organizations at different times in different ways. In the past, transformation took decades, even centuries. Today, it is happening at an unprecedented pace, yet the outcome is not predetermined. Human ingenuity and preference will be the lynch pin for how we leverage technology in our lives and businesses. And in all future scenarios, helping people to upskill in this fast-changing world of work will be what ensures their employability and it must also happen at speed and at scale. Skills and access to employment will be the solution to the Skills Revolution. We must identify skills adjacencies that create clear career paths from education to employment, from this job to that job. We need accelerated reskilling programs with faster, shorter bursts of on-the-job, experiential training. And we must shift more people from declining industries to growth sectors: textile workers to composite materials technicians, coal miners to coders.1We need to help people think differently too. In this digital world success will not always require a college degree, but will rely heavily on the appetite for continuous skills development. We must nurture peoples curiosity and learnability so they have the desire and ability to continuously develop their skills to stay employable.With the right skills mix, people will augment rather than compete with technology. And as leaders, helping people upskill and future-proof themselves will be the defining challenge of our time. Identifying in-demand skills and providing access to employment will be the solution to the Skills Revolution. Jonas Prising,  Chairman & CEO, ManpowerGroupQ2  |   Robots Need Not ApplyHuman Solutions for the Skills Revolution   |  3HUMAN STRENGTHS IN THE SKILLS REVOLUTION:  SOFT SKILLS + TECHNICAL + DIGITAL SKILLS = BEST BLENDHUMAN STRENGTHS include traditional soft skills like communication, collaboration and creativity, as well as uniquely human traits like empathy, relationship-building, cognitive ability, curiosity and the desire to learn. Human strengths are skills that will augment technology and reduce the threat of replacement by automation.Labor market predictions talk of extremes over the long-term: technology eating our jobs, robots replacing drivers, even the threat of a world without work.2In the near-term we are seeing new jobs and new skills. For the second year, eighty-six percent of employers globally say their headcount will remain the same or increase in the next two to three years as a result of automation. And, as skills needs are changing faster, employers do not always know which skills they will need even eighteen months from now.This report provides a real-time view of the impact of automation on the workforce in the digital age not five or ten years out, but now and in the near-term. It shows which functions within companies are set to grow or contract. And it provides insight on the  value of soft skills or human strengths that are most in-demand by employers and which they have the greatest challenge finding. As world of work experts, we find work for 3 million people annually and have nearly 30,000 employees advising 400,000 companies on hiring decisions and skills development every year. We are well-placed to share human solutions for the Skills Revolution.QWE ASKED 20,000 EMPLOYERS IN 42 COUNTRIES ABOUT: The likely impact of automation on their headcount in the next two years Which functions within their organization will be most affected The human skills they value most and which they struggle to find86% of employers  plan to maintain or increase headcount due to automation4  |   Robots Need Not ApplyDIGITIZATION: A GLOBAL PHENOMENONNo country is immune from digitization. As industries shift to more advanced, automated processes, employers need additional people especially those with IT skills to drive transformation. Of the 42 countries surveyed, 34 have more companies expecting to grow rather than shrink their workforce as a result of digitization. % that will Increase Headcount% that will Decrease Headcount41 50 31 40 GuatemalaPanama21 30 11 20 0 10 -1 -10 -11 -20 Peru, Netherlands, USA, South Africa, Belgium, ItalyCosta Rica, Mexico, Portugal, Israel, Taiwan, Spain, CanadaUnited Kingdom, New Zealand, Brazil, Australia, Turkey, Germany, Japan, Argentina, Colombia, Czech Republic, Ireland, China, Switzerland, Singapore, Greece, Poland, Hungary, France, SwedenNorway, Slovenia, Romania, Slovakia, Finland, Hong Kong, BulgariaAustriaNordic and Eastern European firms expect to decrease their workforce due to automation25% of U.S. firms expect digitization will increase hiringEmployers in Guatemala, Panama and Peru are the most optimistic Impact of Technology on Headcount in the Next Two Years66%No Change4%Dont Know10%Decrease20%IncreaseAUTOMATION IS GOOD NEWS FOR JOB SEEKERS: IF THEY HAVE THE SKILLSMost employers say digitization will be a net gain for employment in the near-term. Only 10% expect to reduce their workforce as a result of automation. As companies go digital, most will need more people, not fewer.Latin American employers continue to be the most optimistic about the impact of automation on hiring. In Europe, German and Belgian employers now predict net headcount increases a brighter picture than last year.3In the  U.S., 25% of companies expect automation to increase hiring, versus only 3% of Chinese firms.4THE GLOBAL IMPACT OF DIGITIZATION   Human Solutions for the Skills Revolution   |  5Most employers expect overall headcount to increase as a result  of digitization, however, the impact varies by function.IT comes out on top as organizations invest in digital skills,  and Frontline & Customer Facing functions are close behind.  In contrast, Administrative & Office functions expect the greatest increases in headcount as a result of automation. The rise in consumerism and the value companies now  place on customer service and last mile delivery are  increasingly evident in a digital world. Roles that are  routine or add least value to customers are under  greatest threat of automation. 5%14%9%15%19%24%5%57%4%16%9%Frontline & Customer-FacingITHuman ResourcesFinance & AccountingAdministrative & OfficeManufacturing & ProductionDecrease Headcount Increase HeadcountFunctions Likely to See the Largest Increase and Decrease in Headcount in the Next Two Years-7%-3%0%+5%+6%+9%ROBOTS TAKE TASKS, NOT JOBS: THE SKILLS RESHUFFLEIT functions expect the greatest increase in headcount; Administrative & Office functions expect the greatest decrease.6  |   Robots Need Not ApplyHR & FINANCE:  DOING MORE WITH LESS Most companies expect headcount in HR and Finance functions to remain stable with net hiring at 0 & -3% respectively. As organizations implement new technology and adapt their workforce and skills to leverage it, these functions will be tasked to drive efficient transformation, while the overall workforce grows elsewhere in the organization.In the Financial Services sector specifically companies including financial services, real estate and insurance demand for IT hires is expected to be four times greater than hiring for accountancy staff. MANUFACTURING  & PRODUCTION:  THE BIG CHURN Employers anticipate significant  churn as new skills emerge and  others become obsolete. Manufacturing & Production functions are leading the digital revolution for the second year with employers predicting the highest turnover increases (24%) and decreases (19%). The rise of Industry 4.0 is fueling the advanced manufacturing renaissance. As manufacturers recalibrate their workforce and experiment to find the right digital skills, other industries will soon follow.73% of companies shrinking their HR teams the most, still expect an overall increase in headcountMost Valued Soft Skills Are Hard to FindCommunicationCollaborateProblem SolvingOrganizationCustomer ServiceManagementLeadership30% 56%55%54%49%45%34%33%22%31%24%16%20%18%Hardest to FindMost ValuedHUMAN STRENGTHS STAND OUT IN THE DIGITAL AGEHuman Solutions for the Skills Revolution   |  7NOBODY PUTS IT IN THE CORNER:  DIGITAL COMMUNICATORS IN HIGH DEMAND  FOR FRONT AND BACK OFFICE In the Skills Revolution, for organizations and individuals alike, the best blend of high-tech and high-touch will be the combination of human strengths with technical and digital know-how. More than half of companies say communication skills, written and verbal, are their most valued soft skill followed by collaboration and problem-solving.Finding talent with the right skills mix is a challenge: employers say problem solving, communication, organization and collaboration are also the hardest skills to find in candidatesmunication skills are especially important in IT functions where people are increasingly working across teams leading digitization. IT is no longer a siloed, stand-alone department; today its a cross-functional, core element of business transformation. In turn, organizations value front-line workers who can communicate, problem-solve and understand new technology and systems that provide better client service and add value where customers want it most. 1Most Valued Soft Skills by FunctionHardest to Find Soft Skills by FunctionCommunicationCommunicationCommunicationCommunication22ManagementCustomer Service3CollaborationCollaborationLeadershipLeadership13CommunicationCommunicationCollaborationFinance & Accounting Human ResourcesManufacturing & ProductionAdmin &Office SupportCommunicationCommunicationCollaborationITCommunicationCommunicationCustomer ServiceCustomer ServiceFrontline &Customer-FacingDecrease Headcount Increase HeadcountOrganizationOrganizationCollaboration CollaborationCommunicationProblem SolvingProblem Solving Problem Solving Problem SolvingProblem SolvingProblem Solving Problem SolvingProblem SolvingProblem SolvingProblem SolvingProblem Solving65% of companies planning to increase headcount in IT roles say communication is the most valued soft skill 8  |   Robots Need Not ApplyAs fast as new skills develop, old ones are becoming obsolete. Automation is changing how work gets done and we must find solutions for workers who are displaced from declining industries. This public-private partnership, led by employers, offers a compelling upskilling solution and is transforming hiring demand and revitalizing communities. In Italys Emalia Romagna region, the worlds most advanced motorsport manufacturers Ferrari, Maserati, Lamborghini and Dallara were struggling to find enough skilled workers to fabricate the stronger, lighter-weight components used in their high-performance cars. Partnering with local technical schools, universities and government, ManpowerGroups Experis team opened the Labs and Academy Training Center. Leveraging a unique targeted curriculum, the Experis Lab has retrained hundreds of workers and upskilled the regions under-employed textile workers to work with high-tech materials like carbon fiber to work in the prestigious, high-performing, automotive industry; a formula that can be scaled elsewhere.5In the Skills Revolution, all employees will need digital skills and the ability to problem solve and collaborate as more organizations and functions are poised for greater levels of digitization.UPSKILLING WORKERS FROM DECLINING INDUSTRIES TO HIGH GROWTH SECTORS  IN ITALYIDENTIFYING IN-DEMAND SKILLS:  PROVIDING ACCESS TO EMPLOYMENTHuman Solutions for the Skills Revolution   |  9ACCELERATED RESKILLING OF U.S. VETERANS INTO ADVANCED MANUFACTURING AND DOUBLING SALARIES Manufacturing employers in the U.S are experiencing a gap between the  skills they need and those people have. By 2020, there will be up to  two million unfilled manufacturing jobs. To close this gap, together  with the Digital Manufacturing Design Innovation Institute of Chicago,  ManpowerGroup mapped 165 advanced manufacturing roles, define the  jobs and skills of today and tomorrow.6ManpowerGroup identified military veterans with engineering experience as  a population with relevant adjacent skills that could be easily adapted,  developed and applied to these new roles. They also had strong  learnability: the desire and ability to upskill for these high-demand  instrumentation, automation and controls technician roles.In partnership with Rockwell Automation and the Academy of Advanced Manufacturing, we launched a fast-track 12-week training program combining classroom learning with hands-on lab experience and career coaching with a heavy focus on soft skills. The first class graduated in November 2017; all secured job offers from top employers and many doubled even tripled their salaries. By identifying a skillset with growing market demand, and tapping an underutilized segment of the workforce with adjacent skills and enrolling people with proven learnability, we unleashed their potential, developed valuable talent and changed lives.7Steps employers can take to boost their workforce strategy to prepare for digital transformation, changing business models and shifting skill needs. IDENTIFY SKILLS ADJACENCIES Set people up to succeed. Map out skill needs, then assess and identify candidates with adjacent skills sets those skills that are closely connected and can be adapted to new roles. Build on proven talents and equip people to shift from traditional to digital skillsets. See how ManpowerGroup and the Digital Manufacturing Design Innovation Institute defined and mapped 165 leading-edge manufacturing roles:  right/digitalmanufacturing 2DEVELOP DIGITAL LEADERSWhile 80% of leadership capabilities remain the same adaptability, drive, endurance  and brightness a new style of leadership is required for the digital age. What got  you here, wont get you there. Leaders today must be able to dare to lead and be  prepared to fail fast. They need to nurture learnability, accelerate performance and  foster entrepreneurialism. And of course, they must unleash potential in others.  How ready are you to lead in the digital age? Find your Digital Quotient: digiquotient.io 3HIRE FOR LEARNABILITYEmployers can no longer rely on a spot market for talent. We need people with learnability the desire and ability  to develop in-demand skills to be employable for the  long-term. Employability is less about what you already  know and more about your capacit