Currently, Industry 4.0 (I4.0) represents a paradigm shift that is redefining manufacturing processes globally through the integration of advanced technologies in all aspects of production.
However, this technological advancement poses significant challenges in the realm of higher education, particularly in properly preparing students to meet the demands of the modern labor market.
The study is part of the European project MAKING 4.0, which aims to assess and report on the deficiencies and needs in key competencies and skills related to the Key Enabling Technologies (KETs) of I4.0.
Through a thorough analysis of surveys directed at relevant actors in the sector, a low level of competencies and qualifications in this industrial sector is revealed, both in educational and industrial contexts.
This research not only highlights deficiencies in current training but also emphasizes the urgent need to adapt educational curricula to close these competency gaps and effectively prepare future professionals for the challenges of Industry 4.0.
Small and medium-sized enterprises (SMEs) are the backbone of Quebec’s and Canada’s economy. However, Quebec and Canadian organizations have long lamented the shortage of labour and skills and the lack of access to skilled workers as one of the most critical issues impacting their competitiveness and ability to grow.
In recent years, businesses have faced major challenges, particularly in terms of technological, economic and environmental transformations, as well as the COVID-19 pandemic. These challenges have had, or will have, a substantial impact on organizational systems, work organization, and skill needs. Macro-level factors such as technological innovations, changes in the global division of labour, changes in business organization, demographic shifts, and changes in consumption patterns, among others, are redefining the labour market and creating new challenges for businesses (OECD, 2017). These challenges and changing trends have created the need for new or different skill sets in all organizations.
The impact of these broader trends is already felt by businesses in Quebec. The overarching objective of this project is to understand skills gaps and needs in Quebec businesses, especially small and medium-sized enterprises (SMEs). We assess the level of preparedness of SMEs in Quebec for the post-pandemic years by examining their transformation strategies, skill priorities, training plans, and willingness to tap into a more diverse workforce.
Businesses reporting skills gaps say that technical, practical or job-specific skills show the highest gap (57.5%), followed by problem-solving (46.2%), according to recent research.
The increasing costs of higher education (HE), growing numbers of flexible anytime, anywhere learners, and the prevalence of technology as a means to up-skill in a competitive job market, have brought to light a rising concern faced by graduate students and potential graduate employers. Specifically, there is a mismatch of useful skills obtained by students through HE institutions which is evident upon graduation. Faced with this dilemma, "graduate students," or more specifically newly graduated students, with a with bachelor's degree, and a growing number of employers are turning to Massive Open Online Courses, or MOOCs, as a complimentary mechanism through which this skills gap may be bridged.
It is found in the literature that MOOCs are often discussed within the capacity of their development, their retention rates, institutional policies regarding their implementation, and other such related areas. Examinations into their broader uses, benefits, and potential pitfalls have been limited to date. Therefore, this paper aims to analyse the literature highlighting the use of MOOCs as a means to reduce the mismatch in graduate skills. As such, this literature analysis reviews the following relevant areas: higher education and graduate skills gap, today's graduates and employability, and MOOCs and graduate skills. Through analysing the literature in these areas, this paper identifies gaps in the existing literature.
The COVID-19 pandemic quickened the pace of digital development around the world, as everything from meetings to movie premiers went online. That may sound like a silver lining. For tens of millions of workers, it's not.
They don't have the skills to compete. They're the bookkeepers, the data-entry clerks, the executive secretaries, looking for work in a new economy in which the people getting hired have titles like “cloud engineer” or “growth hacker” on their resumes.
The COVID-19 pandemic has rapidly accelerated the future of work, the issue of lack of diversity and a skills gap in the workplace. We know that diversity and inclusion can improve organizational performance, can provide access to well-qualified talent and can help meet the changing needs of the global environment. But there's still room to understand how we can harness innovation, new approaches, and technologies to bridge the skills gap. A new urgency to adapt to the future of work - and to do it right - is imperative.
As potential skill shortages loom, a new survey finds that many companies are using multiple tactics to close gaps and that reskilling efforts are paying off.
Finding ways to broaden access to technical education is essential to close wide skills gaps and create pathways to lasting careers in a fast-changing manufacturing sector.
There is increased energy and collaboration between industry, government, academia, and manufacturing institutes to prepare the dynamic manufacturing workforce of the future. In my readings, the collaborations and integration of various training and education programs and processes will create the diverse pathways that attract the best and brightest and fill the millions of open positions across the country.
According to a recent report by The Manufacturing Institute, the number of unfilled manufacturing jobs in the US could reach 2.4 million by 2028. That’s an increase of nearly 2 million in just 10 years. Far from mass unemployment then, this suggests companies must instead contend with a shortfall of workers.
The theory here was that high unemployment reflected a structural shift in the labor market such that jobs were available, but workers simply didn’t have the right education or training for them.
Read this Bloomberg Next whitepaper analyzing the findings of a recent survey of 200 leaders in business and higher education to learn: The most important “soft skills” for new recruits What organizations can do to take advantage of emerging technologies How businesses and academic ins
In this research, we discuss the results of a survey of 221 Canadian start-ups and 17 interviews with company leaders and experts to understand how ventures are using or exploring using generative AI and the challenges they’re facing in adopting this technology.
How can generative AI help close Canada’s productivity gap? What barriers are Canadian businesses facing in deploying generative AI, and how are they overcoming these barriers? What are some ways that ventures can take advantage of generative AI’s potential?
With the evolution of technologies such as artificial intelligence, the continued march of automation and the rise of the gig economy and remote work, businesses just need different skills than they did in the past. However, these essential skills are often hard to find within the workforce or being developed as we speak. This mismatch between skills employers demand and those that workers have to offer is known as the “skills gap.” This gap has real costs for businesses, with a potential economic impact of $2.5 trillion by 2028, according to Deloitte.
To help organizations thrive, especially in times of disruption, HR departments need a granular, up-to-date understanding of employees’ skills and skill gaps.
This deep understanding can enable an organization to conduct strategic workforce planning, recruit and retain the right talent, offer useful and engaging training, and create compelling employee development expectations and career paths. Organizations that realign HR processes to match skill needs can boost employee engagement by 50 percent, lower training and development program costs by 50 percent, and raise productivity by 40 percent.
Canada’s small and medium-sized enterprises (SMEs) account for more than 90% of private-sector jobs in Canada. To be competitive in today’s market, they need the right people with the right skills, yet they are disproportionately threatened by labour shortages and skills gaps - a situation made worse by COVID-19. Unlike large corporations, SMEs possess limited resources, making it exponentially more challenging to support these human resources needs. There is a dire need for innovative research & solutions.
Now more than ever, HR and talent leaders need real-time information on the growing gap between skills available in their workforce and the competencies needed to perform evolving job roles or to drive shifting business strategies.
Romania has experienced significant progress in recent years with its income per capita rising from about 50 percent of the European Union average in 2010 to about 70 percent currently. However, the country faces several skill challenges if it wishes to move its economy to the global economic frontier. Being at the frontier requires the right skills, as well as training models that allow individuals, firms’ employees, and countries’ workforces to update their skills frequently and efficiently to meet changing needs.
Unprecedented times have called for the future of work to become the present. Bridging the skills gap and upskilling employees and businesses will become imperative in not leaving anyone behind.
Both the White House and business community agree that the skills gap, a source of longstanding debate in the United States, is real and requires action. There is a bloc of opinion that refuses to acknowledge that the skills gap has ever been a legitimate issue; some would say it simply doesn’t exist.
Entering the Canadian job market is challenging, and the school-to-work transition is no longer guaranteed to be swift, fluid or successful. According to RBC’s Humans Wanted Report, automation will impact at least 50 per cent of Canadian jobs in the next 10 years. Skills mobility – the ability to move from one job to another – will become a new competitive advantage.
We know that a skills gap exists, but how can we help young people better understand the skills they have, and how can we better equip them with the tools and resources they need to succeed?
The trucking industry plays a major role in the functioning of the Canadian economy. Virtually all goods that are delivered to consumers find themselves on a truck during at least one segment of their journey The industry employs in excess of 400,000 people.
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