Blog 2

In case you haven’t watched it yet, Mortimer & Whitehouse: Gone Fishing is a must watch.  It is a light-hearted entertainment show brought about by a common link of sudden, life changing, heart surgery and available to watch on BBC iPlayer.

So, what is the link? Well, buying a Rod Fishing license is one of the top 75 online services the government is intending to transform to make great. Good news or bad news for Whitehouse and Mortimer depending on how they view attracting more people into their serene, beautiful rivers in the peaks.

Digital transformation is a gargantuan task underpinned by staggering numbers. Estimates commissioned by the government suggest that supporting and strengthening the digital economy could grow the UK tech sector’s annual gross value added (GVA) by an additional £41.5 billion within 5 years and create a further 678,000 jobs.

Delivering 75 ‘great’ services, in addition to all the other digital services being delivered across the private sector, is going to require the skills transformation of a huge existing workforce as well as the training of potentially 678,000 new recruits. Indeed, reskilling the existing workforce is crucial, as 80% of the 2030 workforce is already in work today.

So where do we start?

Well funding, obviously. That’s a huge subject of course and one we will tackle another time, barring saying that it has to be a public, private partnership. No one entity can do this on their own.  Each has a part to play in investment but also in forming the plan and instilling the urgency.  We can’t let this be driven by government alone, lest we accept that it may be driven by politics rather than priority.

But skills are what we need and there are an impressive range of private sector initiatives which deliver digital skills.

Amazon, for example, provides Web Services Bootcamps, AWS Digital Training and Cloud Practitioner Essentials. Similarly, Google and Microsoft provide Digital Garage and apprenticeships, respectively. And DWP has partnered with Google to provide 9,000 jobseekers across the UK with scholarships to gain a Google Career Certificate.

The third sector also has several initiatives to support digital upskilling. Code Your Future targets refugees and disadvantaged people by testing if they are suitable for a coding role. If they pass, they are offered a Full Stack course with a tailored job upon completion of the course. FutureDotNow has worked across industry to create a playbook that collates insight and best practice to help organisations identify and close essential digital skills gaps across their teams.  We partner with Atypical Work Space based here in St. Albans which aims to promote social inclusion by providing paid digital work experience opportunities for adults with an autistic spectrum disorder or neurodiverse condition. It might take a thousand small things…

Starting young is going to be key and we can see the momentum building here, albeit slowly.  England was (as part of the UK) one of the first G20 countries to introduce coding into the primary curriculum and each year, 77,000 pupils take Computer Science GCSEs, over 12,000 pupils take Computer Science A levels, and 85,000 students take Computer Science undergraduate degrees.

The new Cyber Explorers programme which is aimed at children aged 11-14 will use interesting stories based on cyber incidents to introduce young people to innovative technology, including AI.    Through the National Centre for Computing Education (NCCE), the Department for Education (DfE) will ensure that every school in England is equipped with the knowledge to teach computing and ensure that children have the digital skills they need to participate in a digital society. To date, over 19,000 schools have engaged with the NCCE.

There are also many initiatives for adults too, including the Digital Entitlement which allows adults across England with no or low digital skills (below level 1) to study the new Essential Digital Skills qualifications (EDSQs) for free. There are skills Bootcamps in England, which offer free, flexible courses in areas such as software development, digital marketing, and data analytics whilst the Department for Work and Pensions (DWP) is supporting claimants in developing their digital skills through the Claimant Commitment.

Transforming our nations skills is going to require a deep public private partnership and the new Digital Skills Council may just be that.  Co-Chaired by a Minister and Phil Smith (former UK CEO of Cisco Systems), the Department for Culture, Media and Sport (DCMS) is launching the council to ensure government works with powerful private sector partners to address some of the specific challenges that need to be tackled.  How essential this is has been laid out quite clearly by Megan Lee, Chief Executive, Central Digital and Data Office, who says the UK has not “moved fast enough” when it comes to digitisation, resulting in the UK falling behind other countries.

But what do we need more of?

We certainly need more investment in employer-led digital upskilling of the existing workforce.  Employers have a vital role to play in supporting the UK workforce to keep up with the pace of digital change. We need to inspire the next generation to see digital and tech as an essential career path into a broad range of careers. Recognising the power of technology to transform jobs and career paths, industry is best placed to use its marketing might and inspirational capability to help young people to understand and embrace digital skills for digital careers.

We need to include a more diverse range of candidates in industry’s vision of the digital workforce. Too many employers have high expectations of the ready-made skills they can ‘buy in’. The lack of diversity in the UK’s digital workforce is hampering digital growth by excluding potential workers and consumers from the sector’s development.

At the same time, we need to make better use of the people we already have that are amongst the best in the world.  The UK has a flourishing, dynamic, flexible, and highly skilled workforce.  Using what we have well is a great start. Bringing experts into organisations and projects with the defined objective of not just doing their job but transferring their skills and knowledge to their colleagues should be an essential criteria.

Whilst not necessarily a digital skill, developing better leaders and managers then who inspire and deliver better outcomes should be part and parcel of developing a more highly skilled digital workforce. You may then be able to buy a Rod Fishing License as quickly as you can cast a rod!

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes.  Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

Published in Blog

271

In the latest edition of our Unlocking Success series, we look at the benefits of learning new skills.

The practice of upskilling, which involves training employees to assume more advanced roles within an organisation, is gaining traction among companies. This growing interest is fuelled by the current competitive talent market, where either a shortage of skilled workers or increased demand for specific skills prompts employers to take the initiative in building the talent pool they require.

According to a 2019 Allegis Group Cultivating Skills survey of human resources decision-makers:

  • 93% believe that it is the employer's responsibility to facilitate their workforce in acquiring new skills.
  • 90% are exploring novel approaches to developing critical skills within their workforce.
  • 86% anticipate an increase in their budget for training, learning, and development over the next two years.

A comprehensive training strategy offers employers the following benefits:

Addressing the Immediate Need for Skilled Employees:

Companies are upskilling existing employees through a concept called "skill adjacencies," where they assess a person's current skills and identify promising career paths requiring minimal retraining investments. This proactive approach enables employers to prioritise specific skills, set a rapid training pace, demonstrate appreciation for current employees, and contribute to the company's growth potential.

Preparing for a Future Workplace:

Recognising the evolving nature of work, companies like Amazon are investing significantly in upskilling their workforce for emerging technologies. The future workplace demands skills in working with automated systems, and employees need to adapt to platforms requiring digital proficiency. Embracing a "build, not buy" strategy involves preparing workers for roles demanding technical skills, creativity, interpersonal skills, adaptability, and continuous learning.

Increasing Retention by Meeting Employee Growth Demands:

Career development, encompassing consistent learning, skill enhancement, and advancement opportunities, significantly influences employee engagement. Employees express a willingness to stay longer with a company that invests in their learning journey. Research indicates that 82% of learning and development professionals receive active executive support for employee engagement in professional learning.

Initiating the Upskilling Process:

To initiate the upskilling process, consider factors such as required skills and training budgets. Options include engaging third-party companies for digital skills training or implementing internal programs like lunch-and-learn sessions, mentoring or coaching programs, and job shadowing. It's crucial to consider costs beyond training expenses, factoring in retention, engagement, and attracting quality hires. Organisations strategically investing in employee development report 11% greater profitability and are twice as likely to retain their employees, according to Gallup findings.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

For more information on how we can help you become or recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

 

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

 

Transforming our client’s performance through exceptional talent…

 

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

 

 

Published in Blog

281

Navigate your job search and new job with confidence! The latest segment of our Unlocking Success series reveals key factors to avoid when seeking and starting employment.

1. Failing to Inquire and Clarify Expectations:

Overlooking the importance of asking questions ranks as the primary mistake. No one anticipates you mastering everything from day one. Learning the intricacies of a new role is challenging, so don't hesitate to seek clarity on matters like the approval process for creative initiatives or setting up equipment. Requesting guidance demonstrates your eagerness to learn and ensures you understand procedures correctly. While avoiding excessive requests is advisable, most colleagues appreciate helping newcomers navigate their roles. Instead of staying silent, take the initiative to gather insights from coworkers or managers when commencing a new job.

 2. Excessive Discussion About Previous Employment:

The second most significant mistake advises caution when discussing past employers or projects. Constantly comparing former and current positions may not be well-received by your new employer. Avoid expressing negative sentiments about previous jobs, colleagues, or supervisors, as it can create concerns about how you might discuss your current workplace in the future. Nonetheless, don't suppress your insights. If your prior experience can contribute to your current projects, share your perspectives openly—your expertise played a pivotal role in securing your position.

3. Taking On Excessive Responsibilities Too Soon:

First impressions leave a lasting impact, so resist taking on more than you can handle. Managers often assign smaller tasks initially, allowing time for acclimating to the new environment, colleagues, and workload. Concentrating on assigned tasks during the initial phase is preferable to shouldering additional responsibilities to impress your boss. Overcommitting may result in missed deadlines and errors. Once you've familiarised yourself with the team and comprehended departmental and organisational objectives, you can confidently tackle more significant and challenging assignments.

 4. Neglecting Corporate Culture:

You were chosen not only for your role but also because you were deemed a good fit for the company. Grasp the workplace culture and actively participate. Learn about departmental traditions, such as regular lunch outings or celebratory events. Understand how your team collaborates and be open to volunteering for organisational initiatives. Adhering to unspoken norms and engaging in social activities demonstrates your commitment to being a team player, allowing coworkers to see you beyond professional interactions and project deadlines.

5. Isolating Yourself Initially:

The initial days of a new job can be both exciting and intimidating. Some individuals immerse themselves in work and avoid social interactions. While introducing yourself may be nerve-wracking, maximising your first 90 days involves connecting with teammates and peers across the organisation. Building relationships with colleagues enhances job satisfaction, as evidenced by research from Robert Half. Seize opportunities, such as office celebrations or casual chats in the break room, to familiarise yourself with coworkers instead of keeping to yourself.

Starting a new job successfully may seem daunting, but by observing office dynamics, interacting with colleagues, and showcasing your skills and enthusiasm, you'll not only impress your manager but also establish yourself as a valuable team player.

Finally

If you are looking for your next role or to employ new talent into your organisation, we can help.

For more information on how we can help you become or recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

 

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

 

Transforming our client’s performance through exceptional talent…

 

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

 

Published in Blog

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