The Global Lifelong Summit runs today and tomorrow with livestream of various keynotes and presentations.The summit is in Singapore and jointly organised by the Institute of Adult Learning, Singappre University of Social Sciences, Skills Future Singapre.
Today, Ara Institute of Canterbury becomes Te Pukenga, The celebrations, along with various meetings means I am only able to login on to one of the presentations- 8 pm NZ time.
Notes on the Panel Session - The future of work is now: workplace learning for a future-ready workforce. The session is moderated by Jeanne Liew, Principal and CEO of Nanyang Polytechnic, Singapore.
Panelist include Martin Hirzel (President, Swissmem, Switzerland), Professor Phillip Brown (Cardiff University, UK), Richard Koh (CEO, M-DAQ, Singapore) and Zhang Zhengjun (Vice -President of Huawei, Asia Pacific).
The first topic discussed was to find out what the panelists perspectives on the future of work and what is the role of the workplace to contribute towards the future of work. Jeanne Liew introduces each topic and summarises each speaker's contribution.
Zhang Zhengjun talks about the speed of change with regards to technology and how this impacts on and contributes to the way work, leisure and society. Technology may increase efficiency etc. but requires everyone to continually keep up with the ways technology changes work. It is important to have access to resources which help people keep up with the bill. Government, universities, corporates etc. need to share resources so that access is provided to all without barriers. In doing, this contributes to all of societies progress and needs.
Martin Hirzel represents the Swiss manufacturing viewpoint. Provides his country context. Argued that lose of jobs caused by industry 4.0 may not be occur as during the 3rd industrial revolution, more jobs were created than lost. Similar opportunities exist today. There are still skills shortages and a clear need for lifelong learning as jobs and the way work is enacted changes. There is less physical and routine work, but there is still a requirement for technical skills, especially many vocational skills. Soft, problem solving. metacognition skills are key. Dual education in Switzerland which provides both workplace and school-based learning helps provide the range of skills/competencies required to continue with lifelong learning.
Richard Koh introduced his company, a Singapore 13 year old start-up and energy digital company. Has a diverse workforce with many returning to their countries of origin during the pandemic. Now a global company as it was not only work from home, but work from your home country which was enabled. The teamwork, collegial and communication skills required the company to analyse the ways they completed their work. Productivity actually went up as the company had a longer workday, spread across time zones. The company worked to emphases work/life balance with encouragement for workers to take long weekends regularly.
Philip Brown spoke about how technology has become smarter but it does not tell us what needs to be enabled or focused on. Business model and people strategies become more important. Technology currently 'attacks' work at all levels so all jobs are affected. Although the 'knowledge economy' never really took off, technology still has effect. Important to ensure all levels, especially 'lower levels' are supported to 'keep up' to ensure equity.
The next topic is on the role of workplace learning.
Martin is a strong believer in the contribution of workplace learning. In Switzerland, all companies, whether large or small, see workplace learning as part of attaining competitive advantage. Apprenticeships are availed across many industries. These combine school learning with 2 - 3 days of workplace learning. Young people attain skills required now with the curricula structured through industry contributions. After graduation, and attaining a diploma and working several years, many move into higher education to complete bachelor degrees, often on a part-time basis. Mid-career up-skilling also provided to help with career transitions or change - offered by private companies, to train technicians required for specialised engineering and manufacturing occupations.
Richard responds with a brief overview with his company's experience. Start ups may not have the resources at the beginning to undertake much in the way of training. They need to obtain the best through the competitive market. However, at the 5 to 7 year mark, new hires may become 'disruptive' as they need to be inducted into the company culture. Training is now just about skills but also about approaches to work/mindset etc. By 13 years, job rotation and other ways to multiskill the workforce then comes up. Microcredentials may be useful at this stage. A good case study of how the lifecycle of a company, feeds into its workforce skill needs.
Q & A followed.
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