January 29, 2016
Rise in skills shortage vacancies as training in UK firms falls short 0
New figures, published by the UK Commission for Employment and Skills (UKCES), show that despite a surge in job openings, the number of positions left vacant because employers cannot find people with the skills or knowledge to fill them has risen by 130 percent since 2011. These so-called “skills shortage vacancies” now make up nearly a quarter of all job openings, leaping from 91,000 in 2011 to 209,000 in 2015. Over a third of vacancies in electricity, gas and water and construction are now subject to some form of skills shortage, with transport and manufacturing not far behind. Only in public administration are skills shortages below 10 percent. And of particular concern, said the Chartered Management Institute was the revelation that almost half (48 percent) of UK managers have not received any form of training at all during the last 12 months, down from 50 percent in 2013.
February 5, 2016
Embracing the inevitable rise of the robots in the workplace 0
by Gary Chandler • Comment, Flexible working, Technology, Workplace design
We often have reason these days to speculate on the truth of an idea known as Amara’s Law. First coined by the researcher Roy Amara it states that “we tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run”. But defining what we mean by short and long term can be very difficult when technology is changing so quickly. Nothing better illustrates this than the issue of how automation will transform society and workplaces. For the past few years, the effects have mainly been the subject of academic and scientific research alongside some lurid headlines in the mainstream media. So, a fairly typical 2013 paper from researchers at Oxford University assessed the risk faced by over 700 professions and discovered that nearly half of all jobs in the US could be categorised as at high risk of automation. Less academic studies such as a report published last year by Deloitte draw similar conclusions.
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