As regular readers of this blog will know, Pontydysgu were members of a consortium in a project called EmployID, funded by the European Commission. The project focused on changing work identities in Public Employment services and how technology could be used to support Continuing Professional Development, including both formal learning and informal learning.
All too often such project produce a series of fairly unintelligible reports before they face away. We were determined not to replicate this pattern. Instead of producing a series of annual reports for the EU based on different project work packages, for three years of the project we produced an an unified annual report in the form of an ebook.
And the EmployId Consultancy Network , formed out of the project has now produced a short book, designed for individuals and organisations interested in organisational transformations, changing identities and learning.
The EmployId Consultancy Network is a network of researchers, practitioners and trainers offering tailored services for solutions around facilitating staff development with the focus on professional identity transformation (among them are myself, Luis Manuel Artiles Martinez, Pablo Franzolini, Deirdre Hughes, Christine Kunzmann, John Marsh, Andreas P. Schmidt, Jordi Fernández Vélez, Ranko Markus, Karin Trier, Katarina Ćurković and Adrijana Derossi).
This is what the book is about:
The world of work is undergoing fundamental transformations.
For example, nurses have mostly chosen their job because they want to care for their patients, but their work now involves, to a large degree, computer-based documentation and quality assurance measures. Practitioners in public employment services turn from administrating unemployment benefits into coaches for their clients. And engineers need to make sense of large scale sensor data and assess the opportunities of artificial intelligence techniques for their companies’ future services.We see technological developments such as digitization and automation in an ever increasing number of sectors and intensity.
Are you embracing and shaping the change or are you being driven by it?
Companies and public sector organisations have to reshape their value creation processes and guide their employees to new job roles, creating an uncertain outlook. Ask yourself are you embracing and shaping change, or are you being driven by it? The ability to utilise modern technologies and methods is simply scratching the surface. Overcoming resistance to change, stressful conflicts, and lack of openness are major road blocks. We also need to look at a deeper level of learning. Employees need to rethink their job roles, their relationship to others, and what a successful working environment means to them.
Employees and Leaders need to take new approaches to match the new responsibilities
This indicates the importance of the professional identity of individuals and occupational groups. Employees are often not given opportunities to engage in reflective learning conversations. There is a need for workers to consider the emotional aspects of their work and identity. It is important that they also acquire the skills needed to work effectively with others to move from a problem focus to a solution focus and help each other in their learning process.
In this short book, we look at strategies to empower and shape change, including the role of technology and identity transformation for learning in the workplace.The contents of this book follow a deliberate path focusing on contemporary themes. It is aimed at practitioners, managers, researchers and policymakers.
I’ve written too many times about the problems in sense making from data – particularly where the labour market and education are involved. This presentation from the UK Centre for Cities makes an admiral attempt to use the data to tell a story about where students are coming from to study at Glasgow’s Universities and where they go afterwards.
It has its drawbacks – mainly due to the lack of data. For instance most of the slides fail to show movements in and out of the UK. Also, I would have loved to have more detailed data about what jobs students go into after university, but this data just is not available from UCAS at a more disaggregated level. And I am not very sure about the click bait title: “the Great British Brain Drain.” If there is a brain drain, nothing in the analysis points to one.
It is interesting to see that manufacturing still accounts for 44% of new graduate employment is Glasgow, despite manufacturing only constituting 30% of total employment in the city. This is much more that the 19& of new graduate working in the much heralded knowledge intensive business services sector.
One of their conclusions is very important: its not just about the student experience or the quality of nightlife in a city but more importantly “Ultimately it’s the jobs available to graduates which determine if they stay. By offering more, and better, opportunities the city will attract more graduates, both those who have studied in the city and those moving in for the first time from elsewhere.”
WONKHE reports there has been a significant rise in the number of 20 to 34-year-olds living with their parents in the UK, according to analysis of the Labour Force Survey by think tank Civitas.” The analysis, covered by the Financial Times, finds an increase of 791,600 under 35-year-olds living with their parents between 1996-8 and 2014-15. The rise has been noted in all UK regions, with the most pronounced results in London. Civitas puts the increase primarily down to the cost of housing, and suggests that HE participation could be a factor, as more young adults are financially dependent on their parents for longer.”
Th8s brings UK more into line with other countries in Europe, where young people tend to live at home with their parents until tehy are much older than has been in the UK. It also would be interesting to look at the figures (if available) for numbers of people studying at their home town university, rather than following the ‘rites of passage’ to move to college in another twon or city.
This morning’s mailing from the Marchmont Employment and Skills Observatory reports that NESTA have launched an interesting new Tool – a UK skills taxonomy:
“Skill shortages are costly and can hamper growth, but we don’t currently measure these shortages in a detailed or timely way. To address this challenge, we have developed the first data-driven skills taxonomy for the UK that is publicly available. A skills taxonomy provides a consistent way of measuring the demand and supply of skills. It can also help workers and students learn more about the skills that they need, and the value of those skills.” NESTA
It should help with careers guidance and is ideal for people looking at the return to differing career choices and how you get there. NESTA began with a list of just over 10,500 unique skills that had been mentioned within the descriptions of 41 million UK job adverts, collected between 2012 and 2017 and provided by Burning Glass Technologies. Machine learning was used to hierarchically cluster the skills. The more frequently two skills appeared in the same advert, the more likely it is that they ended up in the same branch of the taxonomy. The taxonomy therefore captures ‘the clusters of skills that we need for our jobs’.
The final taxonomy can be seen here and has a tree-like structure with three layers. The first layer contains 6 broad clusters of skills; these split into 35 groups, and then split once more to give 143 clusters of specific skills. Each of the approximately 10,500 skills lives within one of these 143 skill groups.
The skills taxonomy provide a rich set of data although requiring some work in interpretation. The six broad clusters of skills are:
The ten clusters (at the third layer) containing the most demanded skills are:
- Social work and caregiving
- General sales
- Software development
- Office administration
- Driving and automotive maintenance
- Business management
- Accounting and financial management
- Business analysis and IT projects
- Accounting administration
The five skill clusters at the third layer with the highest annual median salaries are:
- Data engineering
- Securities trading
- IT security operations
- IT security standards
- Mainframe programming
The five clusters with the lowest salaries are:
- Premises security
- Medical administration
- Dental assistance
- Office administration
- Logistics administration
While the taxonomy is based on web data collected between 2012 and 2017, the approach has teh potential to be developed on the basis of real time data. And it is likely to be only one of a number of tools produced in the next two years using machine learning to analyse large data sets. The use of real-time data from web vacancies is receiving a lot of attention right now.
There is also interest in the idea of skills clusters in the ongoing debate over the impact of Artificial Intelligence on jobs and employment. Rather than whole occupations disappearing (and others surviving) it is more likely that the different skills required within occupations may change