Canada is facing a quiet crisis. In the coming decade, half of all jobs will be disrupted by technology and automation. Some will change dramatically. Others will disappear completely, replaced by jobs that are yet to be invented. We are living through an era of radical change, with the latest advancements in artificial intelligence and automation transforming the way we work, even in unexpected fields such as law and customer service. How will we prepare Canadian youth for the workplace of the future?, Over the past year, RBC conducted a major study of the Canadian workforce. We crisscrossed the country, talked to students, workers, educators and employers in every sector. We studied job openings and automation trends and dug into mountains of data to figure out how the country is changing and what we can do to prepare. We discovered that the four million Canadian youth entering the workforce over the next decade are going to need a foundation of skills that sets them up for many different jobs and roles rather than a single career path. They will need a portfolio of human skills such as critical thinking, social perceptiveness, and complex problem solving to remain competitive and resilient in the labour market. We found that Canada is shifting from a jobs economy to a skills economy, and yet employers, educators and policy makers are not prepared. Here are four things you need to know about the coming skills revolution and the future of work: (1) Disruption is accelerating; (2) Flexibility is the future; (3) Digital literacy is essential; and (4) We need to prepare for the future of work.

In this report, the author proposes that, rather than slow down technological disruption to protect a small number of workers at the expense of the vast majority who are benefiting, policymakers focus on doing significantly more to help those who are displaced transition successfully into new jobs and occupations. The report first discusses the recent and current views of technological change and employment. It then examines six issues related to technological innovation and implications for the labor market (overall number of jobs, employment relationships, income inequality, job quality, employment tenure, and worker dislocation and transition). Finally, it lays out an actionable policy agenda to ensure that workers are better positioned to navigate a potentially more turbulent, but ultimately beneficial labor market., Key principles to guide policymakers are proposed: embrace the next technological wave; support a full-employment economy; and focus on helping dislocated workers make speedy and successful transitions. To support these principles, policy recommendations are offered in four main areas that are important to reduce the costs of worker dislocation: (1) supporting full employment, nationally and regionally, not just with macro-economic stabilization policies, but also with robust regional economic development policies; (2) ensuring as many workers as possible have needed education and skills before they are laid off; (3) reducing the risk of income loss and other financial hardships when workers are laid off; and (4) providing better transition assistance to help laid off workers find new employment.

The future economic wellbeing and global competitive position of the UK is dependent on ensuring the country has a suitably skilled workforce. Over the coming decades, as the forces of globalisation, digitalisation and automation reshape the labour market, the nature of work itself will change, creating demand for new skills. The future UK economy will require basic digital skills from all workers and place an increasing premium on higher level technical skills and employability skills such as flexibility, creativity and problem-solving (Stormer, 2014). At the same time, our ageing population means that people will be working for longer, with the government investing in partnership with businesses to support and retain older workers (DWP, 2017), and placing an increased emphasis on lifelong learning as one of the foundations of the UK Industrial Strategy (BEIS, 2017)., In order to ensure the population's skills are able to meet the demands of a shifting market, we first need a clearer understanding of the scale and nature of the employability skills gap. This study addresses that gap, bringing together the perspectives of employers, educators and the working-age population to create a definitive picture of employability skill levels across the UK. The seven skills we considered were: resilience, proactivity, problem-solving, communication, creativity, leadership and adaptability. By consolidating the views of multiple stakeholders, our report provides an authoritative starting point for a discussion about how the country can move forward to meet the skills demands of the future.

On 19 October 2017 the Senate established the Select Committee on the Future of Work and Workers, chaired by Senator Murray Watt, to inquire and report on the impact of technological and other change on the future of work and workers in Australia, with particular reference to: (a) the future earnings, job security, employment status and working patterns of Australians; (b) the different impact of that change on Australians, particularly on regional Australians, depending on their demographic and geographic characteristics; (c) the wider effects of that change on inequality, the economy, government and society; (d) the adequacy of Australia's laws, including industrial relations laws and regulations, policies and institutions to prepare Australians for that change; (e) international efforts to address that change; and (f) any related matters., For clarity, this report sets out the key issues raised in evidence before the committee individually. Chapters are therefore divided thematically as follows: chapter one sets out inquiry administrative processes; chapter two looks at how work is changing in Australia; chapter three assesses arguments around the possible impact of technology on jobs; chapter four examines ways in which Australia's workplace law can be modernised and enhanced, to provide fairness for all; chapter five looks at our approach to knowledge and skills; and chapter six looks at ways the Australian social security and superannuation systems will need to evolve as work evolves. The report makes several recommendations designed to support the Australian government in preparing and committing to a long-term plan to prepare Australian workers, business and the economy for coming technological change.

This report argues that, as talent shortages will affect the future of the world's largest economies in upcoming years, new and creative solutions to address these critical shortages are needed and that the global refugee population should be part of the solution. In the report, employers from both Canada and Australia across a range of industries attest to their urgent need for talent and their eagerness to recruit a previously inaccessible talent pool of international refugees. There are 25 million refugees worldwide. Many are working-age professionals with competitive skills who are restricted from working in their professions in their host countries. The report aims to inspire more companies to recruit refugee talent internationally, and governments to ensure refugees can access economic immigration pathways.

The labour markets of OECD and emerging economies are undergoing major transformations. The widespread slow-down in productivity and wage growth and high levels of income inequality in many countries are coupled with structural changes linked to the digital revolution, globalisation and demographic changes. These deep and rapid transformations raise new challenges for policy makers. The aim of the new OECD Jobs Strategy is to help countries addressing these challenges. It provides detailed policy recommendations across a broad range of policy areas. The new Jobs Strategy, in particular, goes beyond job quantity and considers job quality and inclusiveness as central policy priorities, while emphasising the importance of resilience and adaptability for good economic and labour market performance in a changing world of work. The key message is that flexibility-enhancing policies in product and labour markets are necessary but not sufficient. Policies and institutions that protect workers, foster inclusiveness and allow workers and firms to make the most of ongoing changes are also needed to promote good and sustainable outcomes.

This report marks the first-step in setting out CBI’s vision for how education should prepare young people for work. It calls on government to: 1. Rethink qualifications including GCSEs. 2. Broaden the EBacc to include a creative subject. 3. Work with the education sector and business to develop a framework and shared approach for essential attributes to sit alongside the Gatsby Benchmarks. 4. Integrate its Youth Charter and Careers Strategy.

Life Chances is a unique longitudinal study that examines how family income, social class, ethnicity and gender affect the lives of individuals. The study began in inner Melbourne in 1990 with 167 babies and their parents. The families were from a range of ethnic backgrounds and had high and low incomes. Since 1990, each stage of the study has focused on different issues. This report from Stage 11 considers the impacts of advantage and disadvantage on young people’s transitions from education to regular or satisfactory employment. We explore how 37 young people, interviewed in their mid-twenties, made sense of their experiences of education and work, and the extent to which their opportunities shaped their perspectives.

While an undergraduate degree in the social sciences and humanities (SSH) leads to rewarding careers for many, the transition from post-secondary education (PSE) to a career is not always smooth for these graduates. This Canadian report examines the career outcomes of SSH undergraduate degree holders and the opportunities made available by some institutions to ease the transition from PSE to a career. It recommends, in particular, that PSE institutions, governments, employers, and other stakeholders pay closer attention to, and direct resources to address, the career transition challenges facing SSH graduates.