If you’ve noted the repeated references to skills in my recent posts and other work, you might be interested in knowing where this thinking stems from. In early 2019 I was asked by TAFE NSW to help with the creation and writing of an indepth report looking into Australia’s future skills challenges and the strategies that might help organisations to avoid them.
The result is the report The Evolution of Skills, and it has yielded numerous findings, ranging from the universal requirement for not just digital skills in the workforce, but also for soft skills such as problem solving, collaboration and systems thinking. It also demonstrated the trend towards specialisation in many roles, and the challenge this presents in finding people with the requisite expereince to do the jobs that will emerge in the next ten years. Conversely, it also showed how many roles will require a blend of skills from multiple disciplines, creating the need for cross-skilling of a large segment of the workforce.
The key conclusion of the work was that the employment market simply won’t be able to supply the workers that Australian organisations will need to succeed through this decade. This will in turn arise the need to identify those workers who are best suited to reskilling and then invest in the programs that will get there where they need to be.
Interestingly two of the best examples or organisations thata are taking a strong stance on reskilling are both publicly-owned organisations – Sydney Water and Service NSW, and you can read their stories in the Infrastructure and Government sections of the report.
This content has become a key component of much of current public speaking work, and has also informed my ongoing investigations in the attributes of transformative leaders.