White Paper

The pace of change is accelerating. Competition for the right talent is fierce. And ‘talent’ no longer means the same as ten years ago; many of the roles, skills and job titles of tomorrow are unknown to us today. How can organisations prepare for a future that few of us can define? How will your talent needs change? How can you attract, keep and motivate the people you need? And what does all this mean for HR? This isn’t a time to sit back and wait for events to unfold. To be prepared for the future you have to understand it. In this report we look in detail at how the workplace might be shaped over the coming decade. This isn’t a time to sit back and wait for events to unfold. To be prepared for the future you have to understand it. In this report we look in detail at how the workplace might be shaped over the coming decade.

While technology provides opportunities, many workers risk job automation. Policymakers must ensure displaced workers are protected and can find new jobs.

Assistive social robots are believed to be useful in eldercare for two reasons, a functional one and an affective one. Such robots are developed to function as an interface for elderly to digital technology, and to help increase the quality of life of elderly by providing companionship respectively. There is a growing attention for these devices in the literature. However, no comprehensive review is yet performed to investigate the effectiveness of such robots in the care for elderly. Therefore, we systematically reviewed and analyzed existing literature on the effs of these devices.

Behavioural Competencies describe the behaviours, attributes, traits and motives that you demonstrate when doing a job—they enable you to do your job well. Behavioural Competencies differentiate average from superior performance. You can use competencies throughout your career with the BC Public Service to 1. Prepare for interviews and career moves, 2. Identify work and learning goals, and 3. Develop strengths and skills for higher performance.

Since 1980 the U.S. economy has experienced a large increase in income inequality. To explain this phenomenon, we develop a life-cycle, overlapping generations model with uninsurable labor market risk, a detailed tax system and investment specific technological change (ISTC). We calibrate our model to match key characteristics of the U.S. economy and study how ISTC, shifts in taxation, government debt and employment have contributed to the rise in income inequality. We find that these structural changes can account for close to one third of the observed increase in the post-tax income Gini. The main mechanisms in play are the rise in the wage premium of non-routine workers, resulting from capital-non-routine complementarity, as well as a reduction of the progressivity of the labor income tax schedule, which increases post-tax inequality. We show that ISTC alone accounts for roughly 15% of the change observed in post-tax income Gini, while the reduction in progressivity accounts for 16%.

Skills development is essential for increasing the productivity and sustainability of enterprises and improving working conditions and the employability of workers. 1 In order to secure that first job as well as navigate in the labour market, young women and men need the technical skills to perform specific tasks as well as core work skills: learning to learn, communication, problem-solving and teamwork. Development of core skills, awareness of workers’ rights and an understanding of entrepreneurship are the building blocks for lifelong learning and capability to adapt to change. The ILO defines employability skills as: … the skills, knowledge and competencies that enhance a worker’s ability to secure and retain a job, progress at work and cope with change, secure another job if he/she so wishes or has been laid off and enter more easily into the labour market at different periods of the life cycle. Individuals are most employable when they have broad-based education and training, basic and portable high-level skills, including teamwork, problem solving, information and communications technology (ICT) and communication and language skills. This combination of skills enables them to adapt to changes in the world of work

This project forms part of the Sector Insights research undertaken by the UK Commission for Employment and Skills (UKCES). The overall aim of the programme is to examine skills and performance challenges across a range of industry sectors of critical importance for the UK economy. This report presents conclusions about the energy sector, focusing upon a selected number of key occupations in order to yield in-depth insights: • engineer; • technician; • project/change manager; • sales and marketing manager; • overhead lines worker.

This paper identifies and analyses some key challenges that OECD and partner economies may face over the coming 50 years if underlying global trends relating to growth, trade, inequality and environmental pressures prevail. For example, global growth is likely to slow and become increasingly dependent on knowledge and technology, while the economic costs of environmental damages will mount. The rising economic importance of knowledge will tend to raise returns to skills, likely leading to further increases in earning inequalities within countries. While increases in pre-tax earnings do not automatically transform into rising income inequality, the ability of governments to cushion this impact may be limited, as rising trade integration and consequent rising mobility of tax bases combined with substantial fiscal pressures may hamper such efforts. The paper discusses to what extent national structural policies can address these and other interlinked challenges, but also points to the growing need for international coordination and cooperation to deal with these issues over the coming 50 years.

The scale of the employment challenge is vast. The International Labour Organization estimates that more than 61 million jobs have been lost since the start of the global economic crisis in 2008, leaving more than 200 million people unemployed globally. Nearly 500 million new jobs will need to be created by 2020 to provide opportunities to those currently unemployed and to the young people who are projected to join the workforce over the next few years.