CONSUMER TRENDS AND L&D STRATEGY

DARIN FOXFEB’16 UNCONFERENCE

Jobs that didn’t exist 10 years ago• Sustainability Consultants• App Developers• Market Research Data Miner• Strategic Workforce Planner• Social Media Manager• Elder Care Services

Coordinator• Search Engine Optimisation• User Experience Designers• Virtual Assistant• Transport Security Agent• Professional Blogger• Telework Coordinator

• Augmented Reality Architects• Online “place” Builders• Smart Contract Developers• Global System Architects• Global Crowdsourcing Managers• Waste Data Managers• Urban Agriculture• Business Colony Managers• Personal Avatar Designer• Avatar Hollywood Agents• 3D Print Engineer• Alternative Currency Bankers• Privacy Managers• Data Hostage Specialists• Smart Dust ProgrammersSource: http://www.futuristspeaker.com/2011/11/55-jobs-of-the-future/

60% of the jobs 10 years from now haven’t been invented yet. Some likely candidates:

IN HINDSIGHT…..

A REAL “OOPS” EXAMPLEDifficulty to HireOverall, this job is not particularly difficult to hire for (around the median), but significantly easier in Canberra (88 candidates per role) and Melbourne (68 candidates per role) than in Sydney (35 candidates per role).  National average is 51 candidates per role.

12 months later….• Seek.com reports the IT Security job ads jumped by 60% in 2015.

• The # of IT Security roles are projected to increase by 21% by 2019, the fastest growing across the ICT job family.

• In Australia across all industries, average time to fill IT Security permanent roles is 61 days.

• A security architect salaries in NSW is now around $180K with expected rises in job numbers and salaries.

External Labour Data – ICT

External Labour Data

Australian University Graduates

In Australia in 2006, women made up 10.6% of the engineering labour force and grew by 8.0% per year, increasing the proportion of women engineers to 11.8% in 2011. Although an improvement, the share of women engineers is very low compared to the skilled labour force at 53.0%. The next census will occur in 2016 but other ABS employment data suggests that the number of women in engineering has dropped below 2011 levels.https://www.engineersaustralia.org.au/sites/default/files/shado/Resources/statistical_overview_2015.pdf

Gender ratios in engineering

241.4%

362.1%

362.1%

Networks Female to Male ratio is 14.6%. However, considering that the Networks’ workforce is not 100% engineers, this ratio should be much higher. Networks ability to attract and retain female talent across all roles will be heavily impacted.Other BU’s:• Optus Business – 26% female• Finance & IT – 30% female• OWS/SMB – 23% female

Networks Female to Male Ratio

For the 4 leading up to Feb’16, Networks only had 1% voluntary turnover.

Optus Business, a similarly sized business unit, had 4% voluntary turnover in the same time period.

Voluntary Turnover in Networks will impede the acquisition of future capabilities

Will we be ready?

• To compete, organizations will need to push talent management beyond the enterprise wall to include the new extended workforce: up to 40% of work will be done in the “gig economy” by (Accenture/Deloitte)

The Growing Gig Economy

Participation rates of mature workers

Growth of the US “gig economy”

• Almost 60% of existing jobs will disappear in the next 15 years due to automisation, artificial intelligence and robotics. (University of Oxford)

• More Australians are working past traditional retirement age. And unemployment rates of university graduates are at historic lows. (Australian Bureau of Statistics)

External Competitors for TalentEmployment by Industry Sector

WWW.FEEDLY.COM

NEWS AGGREGATORS

TRENDWATCHING.COM

3 to 5 year planning window Preferred Future (current strategy)

Possible Future

Probable Future

Plausible Future

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Agreed metrics to assess which future is becoming more likely every 6 months

Fine-tune and narrow agreed capabilities plan based on increased likelihood of a potential future scenario

SCENARIO PLANNING

• Does (or could) analysing consumer trends lend meaningful insight into your learning strategy? How?

• Who will ultimately be best placed to be the strategic partner of the business – HR or L&D? Why?

• In an increasingly complex environment, is long-term planning counter-productive?

DISCUSSION