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Future of Work For World Citizens:https://www.mckinsey.com/industries/public-and-social-sector/our-insights/defining-the-skills-citizens-will-need-in-the-future-world-of-work

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We know that digital and AI technologies are transforming the world of work and that today's workforce will need to learn new skills and learn to continually adapt as new occupations emerge. We also know that the COVID-19 crisis has accelerated this transformation. We are less clear, however, about the specific skills tomorrow's workers will require.

Governments are keen to help their citizens develop in these areas, but it is hard to devise curricula and the best learning strategies without being more precise about the skills needed. It is difficult to teach what is not well defined.

We, therefore, conducted research that we hope will help definitions take shape and could contribute to future-proof citizens' skills for the world of work. The research identified a set of 56 foundational skills that will benefit all citizens and showed that higher proficiency in them is already associated with a higher likelihood of employment, higher incomes, and job satisfaction.

Defining foundational skills for citizens

Some work will, of course, be specialized. But in a labor market that is more automated, digital, and dynamic, all citizens will benefit from having a set of foundational skills that help them fulfill the following three criteria, no matter the sector in which they work or their occupation:

add value beyond what can be done by automated systems and intelligent machines

operate in a digital environment

continually adapt to new ways of working and new occupations

DELTA proficiency and outcomes

From here, we conducted two further pieces of research. First, we sought to gauge the level of proficiency in the 56 DELTAs among today's workers compared with the level we believe will be required to future-proof citizens' ability to work. Second, we sought to gauge whether proficiency in these DELTAs was already associated with certain work-related outcomes.

Proficiency

To ascertain proficiency levels, we defined a desirable level of proficiency in each of the 56 DELTAs, then devised a psychometric questionnaire to assess respondents' proficiency against this bar. Eighteen thousand people from 15 countries completed the online questionnaire and were given a score on a scale of 0 to 100 for each DELTA (see the sidebar "Example: Evaluating proficiency levels for DELTAs").

The results showed respondents' proficiency was lowest in two skill groups in the digital category-software use and development and understanding digital systems. Proficiency in the skill groups for communication and planning and ways of working-both in the cognitive category-was also lower than average (Exhibit 2).

Overall, survey participants with a university degree had higher average proficiency scores across 56 distinct elements of talent, suggesting that those with higher levels of education are better prepared for changes in the workplace.

Exhibit 3 lists the DELTAs where proficiency has the highest and lowest correlation with the level of education. (Some have a negative coefficient.)

Outcomes

We went on to test whether proficiency in the DELTAs was already helping people in the world of work; the results showed that survey respondents with higher DELTA proficiencies were, on average, more likely to be those that were employed, with higher incomes, and higher job satisfaction. Different DELTAs were more strongly associated with these three work-related outcomes, however.

Notably, proficiency in two self-leadership DELTAs-"self-confidence" and "coping with uncertainty"-ranked among the top three most predictive DELTAs for two out of the three outcomes (Exhibit 5).

How DELTAs could help shape education and adult training

Our findings help define the particular skills citizens are likely to require in the future world of work and suggest how proficiency in them can influence work-related outcomes, namely employment, income, and job satisfaction. This, in turn, suggests three actions governments may wish to take.

Reform education systems

Our research suggests governments could consider reviewing and updating curricula to focus more strongly on the DELTAs. Given the weak correlation between proficiency in self-leadership and interpersonal DELTAs and higher levels of education, a strong curricula focus on these soft skills may be appropriate.

Governments could also consider leading further research. Many governments and academics have started to define the taxonomies of the skills citizens will require, but few have done so at the level described here. Moreover, few, if any, have undertaken the considerable amount of research required to identify how best to develop and assess such skills. For instance, for each DELTA within the curriculum, research would be required to define progression and proficiency levels achievable at different ages and to design and test developmental strategies and assessment models. The solutions for different DELTAs are likely to differ widely. For example, the solutions to develop and assess "self-awareness and self-management" would differ from those required for "work-plan development or "data analysis."

In addition, governments could consider setting up institutions for research and innovation in education to fund the research, facilitate researchers' access to schools to test innovative solutions, and establish which methods work for which DELTAs. They could also make the emerging data and insights available to researchers and educators in the private sector.

Reform adult-training systems

The majority of respondents we surveyed-like the majority of people in society at large-were no longer in national education systems. Raising proficiency in the DELTAs would therefore require continuous adult training. The fact that proficiency in digital DELTAs-shown to improve the chances of achieving higher incomes-was lower among older survey respondents who had left the national educational system illustrates this point.

The curricula of adult-training courses may also have to change. For example, our research has shown that self-leadership DELTAs may be particularly important for employment outcomes, yet these are not commonly covered by adult-training programs. For example, in an online scan of adult-training programs, we found that courses or modules to develop DELTAs within the skill groups of goal achievement or self-awareness and self-management were 20 times less common than those to develop communication DELTAs. That could be an urgent gap to fill to adequately respond to the wave of unemployment caused by the COVID-19 pandemic.

Specific actions that might encourage relevant adult learning include the following:

Establish an AI aggregator of training programs to attract adult learners and encourage lifelong learning. AI algorithms could guide users on whether they need to upskill or reskill for a new profession and shortlist relevant training programs. To develop accurate algorithms, governments would need to collect and organize data on market demand for jobs and skills, as well as data on training programs. Programs listed should include those that teach DELTAs correlated to work-related outcomes. Self-leadership DELTAs could be particularly important given their link to employment.

Introduce a skill-based certification system. Occupation-based qualifications risk becoming outdated rapidly as occupations requiring new skills emerge. Hence, skills-based accreditation may better suit employers' needs. Providers could develop programs that cover the practical skills and DELTAs required to perform a certain occupation, but add new components or remove old ones as those occupations evolved. Several AI start-ups have developed algorithms capable of identifying and updating the skill sets required for different occupations. Governments could adapt these to enable a dynamic, skill-based certification system.

Fund schemes that encourage a higher focus on DELTAs. Some governments award lifelong learning grants to their citizens, who can enroll in training programs within a national aggregator. To help equip citizens for the future world of work, governments could funnel funds toward programs that include the DELTAs associated with employment. For example, trainees could be offered spending vouchers for particular programs only, while funding to program providers could be conditional upon employment outcomes or the provision of training modules that include certain DELTAs.

Ensure affordability of lifelong education

Most children around the world have access to primary and secondary schooling, but not all of it is of high quality, and early education for the very young-the best age at which to develop certain mindsets and attitudes-is unaffordable for most people in most countries. In addition, very few countries have worked out a system to provide affordable access to quality adult training.

Hence, just as the Industrial Revolution in the 19th century drove an expansion of access to education, today's technological revolution should drive further expansion to ensure universal, high-quality, affordable access to education from early childhood to retirement and to ensure that curricula include the DELTAs that will future-proof citizens' skills in the world of work.

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Defining the skills citizens will need in the future world of work

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We know that digital and AI technologies are transforming the world of work and that today's workforce will need to learn new skills and learn to continually adapt as new occupations emerge. We also know that the COVID-19 crisis has accelerated this transformation. We are less clear, however, about the specific skills tomorrow's workers will require.

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Driver 1 (Types of Learners): Synchronous Learners vs Asynchronous Learners

Driver 2 (EdTech Adoption): Limited use of educational technology vs Extensive use educational technology

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An adaptation to the example presented:

Driver 1 (Business Models of New Entrants/Substitutes): Marketplace (Udemy) vs. Value Chain Control (FlockJay).

Driver 2 (Form of Online Learning Adoption): Just Learning (LinkedIn Learning) vs. Value-added Learning (with community interactions, consultations, etc).

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Looking at prioritized trends, identify your suggested 2 key drivers.

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What external trends are potentially beneficial for CDP? What things are happening in culture, technology, and category that we could capitalize on?

More companies/individuals focused on future proofing themselves, they need our help

More companies/individuals focused on leveraging Tech, 4IR is more accepted/mainstream now

People are more open to/used to online learning

International footprint of CDP is easier to expand due to all of the above

What external trends are potentially dangerous for CDP? What things are happening in culture, technology, and category that we need to defend ourselves against, or prepare for?

Automation/Tech is creating substitutes, alternatives to portions of our services/offerings

Traditional and non-traditional players (e.g. new competitors, clients themselves) can leverage on the above to make us replaceable

The "4IR mindset" that we have been preaching is being taken on by our customers, and sadly we haven't been leading this change internally and externally

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What are the competitive strengths of CDP? What advantages do we have that other alternatives don't?

- Agility (versus larger, more traditional competitors)

- SME Network

- Accreditation by key industry associations, and companies

- Brand recognition/longevity

- Alumni network

What are the competitive weaknesses of CDP? What capabilities do we lack that most alternatives already have?

- Rich/professionally produced asynchronous content

- Larger global footprint

- Richer software, or tech stack

- Venture capital funding

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Businesses will increasingly need to:

Constantly redefine themselves, staying ahead of the curve, creating more value versus the competition

Leverage on systems thinking

Learn how to work with "bots"

Integrate agile learning into their DNA

Professionals will increasingly need to:

Develop an agile learning mindset

Concretize their purpose, unique abilities, and be able to build their own career road map

Learn how to work with "bots", have "tech fluency"

Leverage on uniquely human skills such as: empathy, creativity, social intelligence

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The future of work is learning, and CDP is helping orgs across APAC do just that

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The future of work is learning, and CDP is helping orgs across APAC do just that

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The future of work is learning, and CDP is helping orgs across APAC do just that

To date, CDP has helped over 500 companies and industry bodies across APAC, affecting change in over 500,000 individuals.

CDP helps organizations, it's leaders, managers, rank and file employees Learn, Un-learn, Re-learn at scale through it's core focus areas:

Future proofing yourself and your organization, which focuses on future work skills, such as:

Design mindset

Computational Thinking

Novel and adaptive thinking

Virtual Collaboration

Transdisciplinarity

And more

Marketing Transformation

Business Transformation

CDP sets the standard for learning experiences, by leveraging on:

T shaped curriculums

Transdisciplinarity and cross-cultural competence

Human components of learning: Coaching, Social learning, Tapping human networks, and more

Work integrated learning

Follow through to ensure progression from learning, a change in behavior, and eventual business results

CDP leverages on Tech:

Improve program experience via readily available tech within the following areas:

Knowledge Discovery

Education Management

Experiential Learning

Learning Support Tools

Assessment & Verification

Workforce and Talent Management

Skills and Jobs

Specifically, tech that will help with: Assessments, Portfolio verification, Credentialing, Q&A knowledge curation, LMS, Games/Simulation, Coding, Virtual/Augmented Reality, Discovery of synergies from adjacent or completely different topic areas, Teacher support tools, Career planning, Internships, Apprenticeships, Mentoring, and more

Workforce and talent management tools

Crowd-funding new curriculums, for industry orgs

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Opportunities

1. E-learning investments is rising due to at-home consumption becomes the new normal and is expected to be present even “post-pandemic” (1)

2. Active disruption from new emerging technologies and advancements causes the market to look for a reliable digital education provider. (inquiries about refresher courses)

3. Opportunity to find regional experts from more digitally advanced countries like Singapore, Indonesia, India, etc. to cross-exchange knowledge and skills between other markets.

4. The UN’s Roadmap for Digital Cooperation launching a broad multi-stakeholder network to promote holistic, inclusive approaches to digital capacity-building for sustainable development. The network could also provide a clearing-house function to help to direct specific requests for support to potential providers of guidance, funding and advice on digital readiness and needs assessments, digital strategy support and digital literacy and skills training. (1)

Threats

1. Competition with more established and accredited organizations in markets where the government funds skills building of citizens (ex. SkillsFuture initiative in Singapore)

2. Accelerating SMBs digitalization by effectively progressing to stages 3 (Digital Challenger) and 4 (Digital Native) could add $2.6– $3.1 trillion to the Asia Pacific GDP by 2024, driving faster economic recovery. (1)

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Strengths

1. Resilient young team that responds quickly to disruption.

2. Follows a global standard design (UBD framework) in expert-led live online classes.

3. Connection to key industry leaders and talents from top organizations (250+ Subject Matter Expert faculty).

Weaknesses

1. Weak presence in the industry, especially in Singapore - the most advanced in the region. How do we build brand trust?

2. Limited technical capabilities to fully maximize the current martech stack. (Digital Observer maturity stage according to Cisco 2020)

3. Lack of insights from APAC markets (failure to generate conversions after replication of PH marketing mix in 2020).

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In 3 years, businesses will increasingly need to establish hyperconnectivity to develop smart teams as the distributed workforce becomes the new norm. (1, 2)

In 3 years, professionals will increasingly need to develop an agile mindset to fully-digital approaches to adapt in the 4th Industrial Revolution. (1)

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Digital Marketing Online Courses from Asia Pacific’s Certified Digital Professional (CDP) enrolls 100,000+ professionals each year

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Digital Marketing Online Courses from Asia Pacific’s Certified Digital Professional (CDP) enrolls 100,000+ professionals each year

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As home-based lifestyles continue in Asia Pacific ever since the COVID-19 breakout in 2020, professionals from all over the region are turning to enroll in Certified Digital Professional’s (CDP’s) online digital marketing classes. This year marks their achievement of educating and training 500,000+ marketers, entrepreneurs, managers, and executives all over the region ever since their shift to online classes in 2020.

From its roots as Certified Digital Marketer (CDM) in the Philippines, the team grew and led the digital education industry by extending its pool of experts to help businesses and professionals upskill in digital through certification and various digital transformation solutions. Their capability to connect their learners with today's industry experts who are the actual practitioners and game-changers in the digital field makes them the most preferred training body in the region. To-date, with their faculty of 1,000+ Subject Matter Experts, they have 50 yearly runs for their intensive and comprehensive digital marketing courses.

What makes CDP stand out more in the industry is the lifelong learning experience. This can be seen with their regional loyal lifelong learning community of CDP|CDM Alumni on social media with over 500,000+ members that allows professionals to continue the exchange of knowledge in the region’s leading markets.

With CDP’s continued growth and mission to develop and grow every professional’s digital skills, the passionate young team now becomes part of an APAC digital transformation roadmap to bridge the digital skills gap in the region. Today, CDP comes in long-term partnership with leaders of public and private institutions to address the learning needs of APAC nations.

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Certified Digital Professional (CDP) to IPO in the Singapore Stock Exchange (SGX) at a $1.3 Billion Valuation

Fast-growing startup CDP recently announced that it will conduct a $1.3 billion IPO in the SGX. CDP is an Ed-Tech platform that connects business subject matter experts from across the Asia-Pacific region to conduct their own live and online classes, taking the guesswork out of marketing, class management, and student experience. Aside from catering to individual learners, they also provide a platform for organizations and other learning institutions to outsource their curriculum, training, or classes through a self-serve platform where Subject Matter Experts "bid" for the job.

CDP President and CEO Hans Roxas-Chua mentioned to us during the interview "what we found out is that even with the prominence of self-paced learning platforms, nothing can beat live classes where you can interact with fellow learners and the subject matter expert in real-time". He continued, "and that’s the tricky thing - how do you provide an online learning experience that simulates a physical one"

One of the few ASEAN unicorns with its roots coming from the Philippines, the IPO is set to reward early employees and partners vested with stock options generously.

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Opportunities

Instead of shifting careers, displaced employees look at entrepreneurship rather than going back to employment.

Rise of EdTech technologies that allow for a more streamlined online workshop.

The pandemic accelerated a couple of years of digital growth in a few months and some companies are still lagging and are feeling the need to catch up, opening opportunities for CDP.

Today’s youth experienced the mass adoption of online learning which means EdTech companies won’t have to "sell" the concept anymore in the future.

Threats

The political uncertainty may result in organizations reducing their CAPEX.

High economic uncertainty amidst the ongoing pandemic.

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Strengths

A standardized and templated approach that works for TNA and content dev.

Advanced marketing implementation versus local training providers in the PH (non-self-paced).

An agile and tight-knit team that wants the best for the organization.

Established product portfolio (Cash Cow: DMF, SMP).

Weaknesses

Low brand awareness in the APAC region.

Lack of insight on what product features do APAC students prioritize over others?

A low number of active teaching SMEs in the roster. Do we want quantity (options) or quality (highlight the SMEs)?

We are missing a growth engine that’s why we are behaving like a retail store? E.g. if no promotions, no sale.

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In 3 years, businesses (and the companies of tomorrow) will increasingly discover the benefits of streamlining their organizational structure and hiring only high-performing people with T-shaped skills. (Source: Forbes)

In 3 years, professionals will increasingly need to find avenues for professional learning to rehash their careers or upskill due to the increased opportunities that remote working or technology jobs will provide. For example, a BPO agent saw an opportunity for a higher-paying and more lucrative digital marketing job, but due to his current experience, he’s faced with the question - "how can I make this career bridge?" (Source: WEF)

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In 3 years, businesses will increasingly need to continuously transform to keep up with behavioural shifts (customer, employer-employee relationships & dynamics)

In 3 years, professionals will increasingly redefine work and their roles: choose where they work, what they work on, their roles
(Gartner: https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19/) ; McKinsey: https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19

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Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders.

Download eBook: Redesigning Work for a Hybrid Future

The imperative for those leaders now is to evaluate the impact each HR trend will have on their organization's operations and strategic goals, identify which require immediate action and assess to what degree these HR trends change pre-COVID-19 strategic goals and plans.

" 32% of organizations are replacing full-time employees with contingent workers as a cost-saving measure "

"It's critical for business leaders to understand that large-scale shifts are changing how people work and how business gets done," says Brian Kropp, Distinguished Vice President, Gartner. "Leaders who respond effectively to these HR trends can ensure their organizations stand out from competitors."

Of the nine HR trends, some represent an acceleration of existing shifts; others are new impacts not previously discussed. And in some cases, COVID-19 has forced the pendulum of a long-observed pattern to one extreme.

Visit now: The Future of Work Reinvented

No. 1: Increase in remote working

A recent Gartner poll showed that 48% of employees will likely work remotely at least part of the time after COVID-19 versus 30% before the pandemic. As organizations shift to more remote work operations, explore the critical competencies employees will need to collaborate digitally, and be prepared to adjust employee experience strategies. Consider whether and how to shift performance goal-setting and employee evaluations for a remote context.

No. 2: Expanded data collection

Gartner analysis shows that 16% of employers are using technologies more frequently to monitor their employees through methods such as virtual clocking in and out, tracking work computer usage, and monitoring employee emails or internal communications/chat. While some companies track productivity, others monitor employee engagement and well-being to better understand employee experience.

Even before the pandemic, organizations were increasingly using nontraditional employee monitoring tools, but that HR trend will be accelerated by new monitoring of remote workers and the collection of employee health and safety data. Make sure to follow best practices to ensure responsible use of employee information and analytics.

Read more: Do's and Don'ts of Using Employee Data

No. 3: Contingent worker expansion

The economic uncertainty of the pandemic has caused many workers to lose their jobs and exposed others for the first time to nonstandard work models. Many organizations responded to the pandemic's economic impact by reducing their contractor budgets, but there has since been a shift.

Gartner analysis shows that organizations will continue to expand their use of contingent workers to maintain more flexibility in workforce management post-COVID-19, and will consider introducing other job models they have seen during the pandemic, such as talent sharing and 80% pay for 80% work.

"Our research finds that 32% of organizations are replacing full-time employees with contingent workers as a cost-saving measure," says Kropp. "While gig workers offer employers greater workforce management flexibility, HR leaders will need to evaluate how performance management systems apply to these workers and determine whether they will be eligible for the same benefits as their full-time peers."

No. 4: Expanded employer role as social safety net

The pandemic has increased the trend of employers playing an expanded role in their employees' financial, physical and mental well-being. Support includes enhanced sick leave, financial assistance, adjusted hours of operation and child care provisions. Some organizations supported the community by, for instance, shifting operations to manufacturing goods or providing services to help combat the pandemic and offering community relief funds and free community services.

The current economic crisis has also pushed the bounds of how employers view the employee experience. Personal factors rather than external factors take precedence over what matters for organizations and employees alike. Employing such measures can be an effective way to promote physical health and improve the emotional well-being of employees.
Download eBook: 9 Long-Term Impacts of the Pandemic
No. 5: Separation of critical skills and roles

Before COVID-19, critical roles were viewed as roles with critical skills, or the capabilities an organization needed to meet its strategic goals. Now, employers are realizing that there is another category of critical roles - roles that are critical to the success of essential workflows.

To build the workforce you'll need post-pandemic, focus less on roles - which group unrelated skills - than on the skills needed to drive the organization's competitive advantage and the workflows that fuel that advantage. Encourage employees to develop critical skills that potentially open up multiple opportunities for their career development, rather than preparing for a specific next role. Offer greater career development support to employees in critical roles who lack critical skills.

No. 6: (De-)Humanization of employees

While some organizations have recognized the humanitarian crisis of the pandemic and prioritized the well-being of employees as people over employees as workers, others have pushed employees to work in conditions that are high risk with little support - treating them as workers first and people second.

Be deliberate in which approach you take and be mindful of the effects on employee experience, which will be long-lasting. Address inequities if remote and on-site employees have been treated differently. Engage task workers in team culture and create a culture of inclusiveness.

No. 7: Emergence of new top-tier employers

Prior to COVID-19, organizations were already facing increased employee demands for transparency. Employees and prospective candidates will judge organizations by the way in which they treated employees during the pandemic. Balance the decisions made today to resolve immediate concerns during the pandemic with the long-term impact on the employment brand.

For example, advise CEOs and executive leaders on decisions regarding executive pay cuts and make sure financial impacts are absorbed by executives versus the broader employee base.

Progressive organizations communicate openly and frequently to show how they are supporting employees despite the implementation of cost-saving measures. Where feasible, look for opportunities to arrange talent-sharing partnerships with other organizations to relocate employees displaced from their jobs by COVID-19.

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critical skills and competency development

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organization design and change management

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Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders.

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APAC-basedCertified Digital Professional (CDP) reached new milestone of 1,000,000 learners to-date. True to its core of championing  transformation through learning, CDP's expert-led, industry vetted learning experiences have reached boardrooms to classrooms in Indonesia, India, Vietnam and the Philippines.

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By conducting research on external trends and news, please identify the following:
1. What external trends are potentially beneficial for CDP? What things are happening in culture, technology, and category that we could capitalize on?

2. What external trends are potentially dangerous for CDP? What things are happening in culture, technology, and category that we need to defend ourselves against, or prepare for?

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By recapping the internal insights of CDP, please identify the following:
1. What are the competitive strengths of CDP? What advantages do we have that other alternatives don't?

2. What are the competitive weaknesses of CDP? What capabilities do we lack that most alternatives already have?

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Read several links and do your own research as well. Answer the following question: "What needs will emerge in space of lifelong learning towards professional and business transformation in the next 3 years?"

Articulate the need as A VERB. In 3 years, businesses will increasingly need to _______

Articulate the need as A VERB. In 3 years, professionals will increasingly need to _______

Please put data, references to support your predictions.

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The current vision of CDP is to "Become a trusted global-standard learning hub for the community of lifelong learners in APAC"
Take a moment to envision and write an article that YOU would love to see published about CDP 5 years from now. Vividly describe how achieving the vision statement would be like.