{"id":12208,"date":"2020-01-29T00:00:00","date_gmt":"2020-01-29T05:00:00","guid":{"rendered":"https:\/\/fsc-ccf.ca\/?post_type=research&p=12208"},"modified":"2022-07-29T12:27:12","modified_gmt":"2022-07-29T16:27:12","slug":"retour-sur-investissement-lindustrie-comme-leader-en-matiere-de-perfectionnement-et-de-reorientation-des-effectifs","status":"publish","type":"research","link":"https:\/\/fsc-ccf.ca\/fr\/recherche\/retour-sur-investissement-lindustrie-comme-leader-en-matiere-de-perfectionnement-et-de-reorientation-des-effectifs\/","title":{"rendered":"Retour sur investissement : L\u2019industrie comme leader en mati\u00e8re de perfectionnement et de r\u00e9orientation des effectifs"},"content":{"rendered":"\n
\"Skills<\/a><\/figure>\n\n\n\n

\u00c9tant donn\u00e9 que la technologie modifie la nature du travail, les entreprises canadiennes doivent cr\u00e9er une culture d\u2019apprentissage continu pour garantir que leurs employ\u00e9s aient les comp\u00e9tences n\u00e9cessaires. De nombreuses soci\u00e9t\u00e9s ont d\u00e9j\u00e0 pris le taureau par les cornes, investissant des centaines de millions de dollars dans des programmes de perfectionnement et de recyclage pour combler le d\u00e9ficit de comp\u00e9tences. Dans le dernier rapport de Comp\u00e9tences de l\u2019avenir, Wendy Cukier donne un aper\u00e7u de la mani\u00e8re dont les soci\u00e9t\u00e9s telles qu\u2019AT&T, la Banque Scotia, la Banque TD, Accenture et Walmart recyclent leur main-d\u2019\u0153uvre. En outre, ledit rapport examine le r\u00f4le des investissements publics, des partenariats public-priv\u00e9 et de la responsabilit\u00e9 sociale d\u2019entreprise dans le perfectionnement et le recyclage.<\/p>\n\n\n\n

T\u00e9l\u00e9chargez le rapport<\/a><\/p>\n\n\n\n

Points importants<\/h2>\n\n\n\n
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McKinsey estime que 14 % de la main-d\u2019\u0153uvre mondiale \u2014 375 millions de travailleurs \u2014 pourrait devoir changer d\u2019emploi au fur et \u00e0 mesure que la technologie modifiera la nature du travail.<\/p>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n\t

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De nombreuses soci\u00e9t\u00e9s telles qu\u2019AT&T, Amazon, la Banque TD, Accenture et Walmart mettent \u00e0 l\u2019essai des programmes pilotes et de nouveaux outils, alors que d\u2019autres \u00e9laborent d\u2019amples programmes visant \u00e0 maintenir en poste d\u2019importants segments de leur main-d\u2019\u0153uvre.<\/p>\n\t\t\t<\/div>\n\t\t<\/div>\n\t<\/div>\n<\/div>\n\n\n\n

\"Shot<\/figure>\n\n\n\n

R\u00e9sum\u00e9<\/h2>\n\n\n\n

In Canada and beyond, employers face challenges in recruiting and retaining staff that have the skills they need. These challenges will only increase as digitization, automation and artificial intelligence change the types of skills employers require. McKinsey estimates that 14% of the global labour force may need to change jobs as technology transforms the nature of work.<\/p>\n\n\n\n

To change jobs, workers will need to upskill their current skills or reskill in new fields. Yet compared to peers in the Organisation for Economic Co-operation and Development, Canadian employers invest relatively little in training. On average, Canadian employers spent $889 CAD per employee on learning and development from 2016-2017.<\/p>\n\n\n\n

Yet some employers have begun to recognize the severity of the issue and are taking dramatic action. In a survey of executives at 1,500 large companies, two-thirds said that addressing the skills gap caused by automation and digitization was among the top 10 priorities at their company. Many companies are developing ambitious strategies to reskill and upskill their employees; for instance, Scotiabank has committed to investing $250 million over 10 years to create a highly skilled workforce, while AT&T has invested $1 billion to retrain nearly half its workforce.<\/p>\n\n\n\n

This report reviews the literature on employers\u2019 efforts to upskill and reskill their employees, and examines the effectiveness and return on investment of various approaches. In addition to corporate programs, it considers three types of investment in reskilling and upskilling: government investment; public-private partnerships, such as Siemens\u2019s partnership with academia and government; and skills training as part of corporate social responsibility and philanthropy, such as the Royal Bank of Canada\u2019s commitment to invest $500 million to help Canadian youth prepare for the jobs of tomorrow.<\/p>\n\n\n\n

While there is no clear consensus on whether government or corporations should be responsible for upskilling and reskilling, many corporations are taking the lead. Case studies from companies including Amazon, TD Bank, Accenture, and Walmart demonstrate how some organizations have taken small steps by experimenting with pilot programs and new tools, while others have developed comprehensive programs to retrain large segments of their workforce. In some instances, as at Microsoft, these initiatives support both the company and its customers.<\/p>\n\n\n\n

While companies forge ahead with reskilling and upskilling programs, a lack of empirical data makes it difficult to rigorously determine the success and impact of these programs. Better labour market data, common definitions around skills, and more research to systematically understand the rationale behind corporate investments to reskill, including the return on investment, are needed to better understand and improve reskilling and upskilling initiatives. Further, reskilling and upskilling strategies need to build in performance measurement systems to assess what works and what does not.<\/p>\n\n\n\n

As digitization continues to shift the type of skills employers need, it will only become more urgent for Canadian companies to understand the impact of reskilling and upskilling programs, and to create a culture of continuous learning to ensure employees have the skills they need.<\/p>\n\n\n\n

T\u00e9l\u00e9chargez le rapport<\/a><\/p>\n\n\n\n

Pour de plus amples informations<\/strong><\/h2>\n\n\n\n

Eglantine Ronfard
Responsable Communication
Centre des Comp\u00e9tences futures
Te\u0301le\u0301phone : 647 262 3706
Email : eglantine.ronfard@fsc-ccf.ca<\/a><\/p>\n\n\n

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Wendy Cukier<\/h3>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t
\"Wendy<\/div>\n

Wendy Cukier figure parmi les principaux experts au Canada en mati\u00e8re de technologies perturbatrices, de processus d\u2019innovation et de diversit\u00e9. Elle a \u00e9crit plus de 200\u202farticles sur la technologie, l\u2019innovation et la gestion. Elle est aussi la coauteure de l\u2019ouvrage \u00e0 succ\u00e8s Innovation Nation: Canadian Leadership from Java to Jurassic Park. Elle est la fondatrice du Diversity Institute de l\u2019Universit\u00e9 Ryerson dont l\u2019objectif est de promouvoir la participation et l\u2019avancement de groupes sous-repr\u00e9sent\u00e9s. Auparavant, \u00e0 titre de vice-pr\u00e9sidente de la recherche et de l\u2019innovation \u00e0 l\u2019Universit\u00e9 Ryerson, elle a dirig\u00e9 plusieurs projets d\u2019envergure impliquant de multiples intervenants, comme la proposition du Centre ontarien Innovation-Emploi. Actuellement, elle est \u00e0 la t\u00eate du Portail de connaissances pour les femmes en entrepreneuriat ainsi que des projets de recherche pour le Centre des Comp\u00e9tences futures. Dre\u202fCukier a amorc\u00e9 sa carri\u00e8re dans le domaine des technologies de l\u2019information et a \u0153uvr\u00e9 pendant des d\u00e9cennies pour des firmes r\u00e9put\u00e9es en pr\u00e9vision et en strat\u00e9gie ainsi qu\u2019en \u00e9tude et de strat\u00e9gie de march\u00e9, y compris l\u2019Institute for the Future (Menlo Park, CA) et l\u2019International Data Corporation. Elle est active au sein de diverses associations de l\u2019industrie, dont l\u2019Association canadienne de la technologie de l\u2019information (ACTI), la Canadian Advanced Technology Alliance (CATAAlliance) et le Conseil des technologies de l\u2019information et des communications (CTIC). Elle a par ailleurs gagn\u00e9 plusieurs prix pour son travail visant \u00e0 faire progresser la diversit\u00e9 et l\u2019inclusivit\u00e9 dans ce secteur<\/p>\n<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/div>\n<\/div>\n\n

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Contenu connexe<\/h2>\t\t\t\t
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\n\t\t\t\tSoutenir l\u2019apprentissage inclusif int\u00e9gr\u00e9 au travail en tant qu\u2019employeur<\/a>\n\t\t\t<\/h3>\n\n\t\t\t
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