Philippa Penfold FCIPD

A must-read for anyone pondering Learner Profiles and Skills Passports from Kirsty Kitto. There's nothing new about the idea of centralising evidence of learning in the one place, but we've yet to reach this Utopia. Kirsty lays out her argument for a government-led, open-source system based on agreed core skill taxonomies, which would require collaboration across and between systems. I'm left wondering if there is still a lot of groundwork to be done before any kind of technology/SaaS solution could realistically be implemented. We need to start by defining and mapping core skills across contexts, and storing these in an open-source framework accessible to all, and the individual players then need to agree to use this framework. Theoretically, this could be helpful for jurisdictions and organisations who want to move towards skills-based hiring as well. #SkillsPassport #LearnerProfile

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Today's #ResearcherDevelopment resources from University of Exeter are on Research Design by Rebekah White! These online resources cover: The importance of research design Starting to design your own research Research questions and hypotheses If it all starts to go wrong Help yourself: file management Take a look here: https://lnkd.in/euYy7yfC

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Large enterprise learning. Collaborative learning. Programmatic learning. Rethinking learning systems. Just a handful of the Disruptive Learning Insights that has covered with our ongoing research paper series. With more to come too. You can find them all, and many other resources, in the brand new Knowledge Centre - launched this week. Build influence and make better tech buying decisions faster. Have a browse today. https://ow.ly/4MA550TmJNK #HR #Learning #Skills

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Data and statistics form the foundation of an effective DEI strategy. Collecting and analysing data informs decision making and enables us to track progress. When trying to engage the wider organisation, statistics can feel distant. People tend to become numb to data, so often miss out on truly understanding the reality of the situation. At the heart of our approach is storytelling. Stories breathe life into data and make it relatable and impactful. So what can you do to harness the power of stories? 📚 Normalise sharing stories: people are often not used to reflecting on their own experiences so give them an opportunity to learn from their own narrative. Create the space to share stories and see the positive impact it has on team relationships, empathy and awareness. 📚 Spotlight others voices: seek out and champion the stories of others. Highlight role-models and those who have broken down barriers. You could create a series of these success stories. 📚 Share your own: don’t underestimate the importance of your own experience and what others can learn from it. Seek out opportunities to share your narrative to inspire others. 📚 Use stories to amplify the data: The data is an invaluable tool to emphasise the experiences we’re hearing about through storytelling, how can you use data and storytelling in-sync to maximise the impact of your message? You can read more about the power of storytelling and how you can use it within your DEI initiatives in our latest blogpost below. We’d love to hear your experiences of using stories to amplify DEI, let us know what’s worked within your organisation. https://lnkd.in/d6Eb9Qa8

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So the latest wave of the public attitudes to data in AI tracker survey have been published and again the message is that we clearly need to demystify the use of artificial intelligence. This includes those who are digitally excluded for many reasons. As part of our PEAs in Pods project, our community members help to co create a video to help raise awareness of artificial intelligence in their communities. The content of the video and the topics covered were led by the community – this is what matters to people in the age of Artificial Intelligence. I am so proud of our community members and our PEAs. 📽 You can view the video here: https://lnkd.in/e49bViP5 Mathew Thrope Rochelle Taylor John Henry Ngozi N.. Edwin Colyer Lauren Coulman Sarah Linn Caitlin Nunn Manchester Met University Research - Department of Computing & Mathematics

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Reflecting on the recent labour market statistics release and Alex Hall-Chen's comments via the Institute of Directors (IoD) article (https://shorturl.at/3UsMT), I'm passionate about encouraging employers, especially hiring managers, to really start thinking differently about how and where we find great talent. The labour market statistics indicate a continued cooling, with vacancies decreasing for the 23rd consecutive period and a slight drop in economic inactivity. However, the availability of skills remains a widespread and critical issue. In agreement with Alex, I firmly believe that bringing people back into the workplace is essential to addressing these skills gaps. That's why at Hays, our unique skills-based hiring approach empowers employers to tap into undiscovered talent, such as career returners, who often face significant barriers when re-entering the workforce. We collaborate with organisations to remove these barriers and drive inclusivity, providing the support and training needed to reintegrate these valuable individuals into the workforce. This allows employers to tap into the wealth of potential in this talent pool. In the article below, we outline some of the practical actions employers can take to kickstart this process - I'd love to hear your thoughts on it ⬇ https://lnkd.in/eCBiDUAu #SkillsGap #LabourMarket #CareerReturners #InclusiveWorkforce #EconomicGrowth

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Help my colleague Matt Spencer to gain new insights into the value and distribution of cyber expertise that inform cyber policy discussions by filling the survey on cyber expertise below (more info about the survey, the context, purpose... on the link, too)

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UK government's Skills England’s inaugural report published today. AI is mentioned 59 times in the report, with extensive references to its impact on the workforce, the need for skills adaptation, and the development of new roles related to AI and automation. This is timely as we will be launching the #UKCentreforAIinthePublicSector tomorrow at the Digital Government Expo 2024. This is an excellent collaboration between London Borough of Newham and University of East London with the support from the London Office of Technology & Innovation (LOTI). Join the official launch at ExCel London at 2.50pm tomorrow. Main points from the report were: · AI Expanding Automatable Tasks: AI is increasingly automating tasks and augmenting job functions. About 11% of tasks in the UK economy are currently exposed to generative AI, with a potential rise to 59% as businesses further integrate AI. · Sectoral AI Adaptation: Different industries are at varying stages of integrating AI, with some taking industry-specific approaches, while others consider AI's cross-sector impact. · AI in Cybersecurity: AI is transforming the cybersecurity workforce, with a shift towards ‘AI cyber’ roles and deep specialisations such as ‘cybersecurity machine learning’ being forecasted. · AI and Productivity: Advances in AI are projected to boost productivity and create new high-value jobs, particularly in digital and data roles. · AI and Automation Analysis in Local Skills Improvement Plans (LSIPs): LSIPs are exploring the impact of AI on job roles across various sectors and focusing on delivering digital skills training, including AI and automation-related skills. · Geographic Impact: Regions like London and the South East, which have high concentrations of professional workers, are found to have the highest exposure to AI. · AI Skills Readiness: A survey of business leaders revealed that more than half felt unprepared for AI due to a lack of understanding, indicating a need for greater AI literacy and training in the workforce. · Digital Skills Demand: Both basic and advanced digital skills, including those related to AI, are expected to see a significant increase in demand. By 2030, more than three-quarters of all jobs globally will require digital skills.

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Following the King's Speech, which mentioned new measures to regulate AI and tech, we've published our call for what tech policy in the UK could be. We argue for a safe, sustainable, and empowering digital future that works for everyone. Our proposal focuses on: 1️⃣ A Digital Economy that Works for the UK 2️⃣ Clean Energy and Secure Infrastructure 3️⃣ Rights-Based Data and Internet Governance Our team at the Minderoo Centre for Technology and Democracy worked on a model for responsible digital growth, applying safe, responsible, and ethical AI to the economy while protecting fundamental rights. Having heard what has now been laid out by the new government, here are the questions that I'm asking: How might elements of the work that we have done on AI and work be brought into legislation on employment rights? How could we harness technology to reduce violence against women and girls and make digital society safe for their full and democratic participation? Can the push for expanding infrastructure to support growth in AI be balanced with the UK's net zero goals? Many thanks to our many partners and collaborators who helped shift our thinking or have commented so far, including Ann Kristin Glenster, Ph.D., FRSA James J. Ward Tom Lacy Navneet Gidda Sana Khareghani Dr. Rumman Chowdhury Natasha McCarthy Loïc Lannelongue Areeq Chowdhury Rachel Coldicutt Seyi Akiwowo Mary Towers Dr. Maya Indira Ganesh Read our statement here ➡ https://lnkd.in/gNSpzxHx Do let me know what you think and what questions you are asking now about priorities for tech policy going forward.

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🌟 Calling Industry Professionals Across the UK! 🌟 Are you passionate about AI-driven innovation and tackling the challenges of workforce development? Join us in an exciting Generative AI (GenAI) research initiative led by the School of History, Philosophy, and Digital Humanities at the University of Sheffield. This project aims to explore how organizations are balancing traditional work skills with the integration of GenAI. 💡 What We’re Exploring: 👉 Your expertise: How AI is being used in your industry and its impact on workforce skills and challenges. 👉 The future of skills: Opportunities and limitations in integrating GenAI into your field. 👉 Student insights: Supporting soon-to-be graduates in developing digital capabilities through personalized interviews and reflective learning. 💡 Why Participate? 1️⃣ Share your industry’s insights and showcase your expertise. 2️⃣ Contribute to sector-specific resources (e.g., guides, videos, or case studies) tailored to your organization’s needs. 3️⃣ Collaborate with a top university to explore AI’s practical applications in your sector. 📅 Timeline: Initial meeting: December 2024 – January 2025. Student interviews: February 2025. Optional: Host students at your workplace to provide valuable real-world insights. 📩 Interested? Message me or comment below to discuss this unique opportunity to shape research and workforce readiness! #AIInIndustry #GenerativeAI #WorkforceDevelopment #AIResearch #FutureOfWork

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Great insight into onboarding and other types of training! It is interesting to consider the effect sizes for behavioral learning and alternatives!

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𝗦𝗜𝗫 𝗣𝗘𝗥𝗦𝗣𝗘𝗖𝗧𝗜𝗩𝗘𝗦 𝗢𝗡 𝗛𝗢𝗪 𝗛𝗥 𝗗𝗥𝗜𝗩𝗘𝗦 𝗢𝗥𝗚𝗔𝗡𝗜𝗭𝗔𝗧𝗜𝗢𝗡𝗔𝗟 𝗣𝗘𝗥𝗙𝗢𝗥𝗠𝗔𝗡𝗖𝗘: 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 𝟰 - 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁   UNDERLYING LOGIC: Managing individual and/or team performance through a process of setting and monitoring employee goals will improve individual and/or team performance which in turn will help drive organisational performance.   STRENGTHS   ► It focuses on shaping what employees are actually doing and achieving in their work on a regular basis and, ideally, the role of the line manager in that process.   ► It emphasises the key role of tangible and explicit goals as drivers of employee performance.   ► If (and only if) individual and team goals are carefully designed such that they contribute to the organisation’s strategic objectives then the performance management process will contribute to organisational performance.   LIMITATIONS   ► If (as often seems to be the case) organizational objectives are not cascaded down through the organization, even if individuals achieve their goals, it will makes no contribution to strategic objectives or to organisational performance.   ► This approach only works where organisations are clear on their strategy and setting and communicating strategic objectives. Not all organisations do this well.   ► The extent to which each individual employee’s performance makes a contribution to organisational performance varies enormously. In some roles, performance makes a large difference and in others very little. (See also Perspective 5 - Strategic Talent Management coming next.) Applying this process to all employees equally may waste resources.   ► If performance management adopts a ‘set and forget’ approach to goals (which appears common) then performance management systems may help employees to achieve goals which are no longer relevant to the organization.   ► Because performance management systems may often seem to be (and are) ineffective, HR may constantly ‘tweak’ the system. Such tweaking will not bring about significant improvements which leads to further redesign and may in fact lead to the process becoming more and more cumbersome.   CONCLUSION: The approach suggested by this perspective can drive organizational performance but only if the goals individuals are set clearly relate to or cascade down from organisational strategic objectives and if those objectives in turn drive organisational performance. Doing this well takes time and effort.   𝙏𝙝𝙤𝙪𝙜𝙝𝙩𝙨? 𝙌𝙪𝙚𝙨𝙩𝙞𝙤𝙣𝙨? 𝘾𝙤𝙢𝙢𝙚𝙣𝙩𝙨?   For more discussion about HR can (and sometimes does not) drive organizational performance see Corporate Research Forum (CRF)'s latest report 𝘋𝘳𝘪𝘷𝘪𝘯𝘨 𝘖𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘗𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦: 𝘏𝘙’𝘴 𝘊𝘳𝘪𝘵𝘪𝘤𝘢𝘭 𝘙𝘰𝘭𝘦 - https://lnkd.in/ekFj4QKt.   Coming next: Perspective 5 – Strategic talent management… . .

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Is your organisation seeking to deploy #AI to boost #productivity, improve #marketing, or explore a new business opportunity?  Realising that UK business is falling behind in embracing AI, Innovate UK are offering a #grant to help organisations to partner with expertise that can assist them in adopting AI-led solutions. See the Feasibility studies for AI solutions funding call (see link in comments).   Our research group at NTU (CIA-Computational Intelligence and Applications Research -link in comments) has a strong track record in exploiting AI and #NLP (Natural Language Processing) to automate data #analytics and decision support systems. Our expertise can be utilised, for instance, to help companies to exploit AI in developing conversational agents (#chatbots) that deliver highly interactive automated customer services or engaging conversational marketing. Beyond traditional AI solutions, we have the expertise to design #innovative solutions that exploit the awesome power of #Generative AI in common language understanding and augment it with knowledge of the business domain knowledge to deliver improved customer interaction, more accurate advice, and richer recommendations. If your organisation is interested, we can schedule a meeting to further discuss this timely opportunity for collaboration. Innovate UK #ai #artificialintelligence #datascience #automation #chatbot #chatbots #conversationalagents #computationalintelligence #knowledgetransfer #grantfunding Taha Osman Jordan Bird Isibor Kennedy Ihianle PhD, MBCS, FHEA

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I've been looking forward to this. A presentation by Paula Carroll and Annunziata Esposito Amideo on their positioning paper in The Journal of the Operational Research Society, The OR Society on Gender Equality in OR. #ThisIsOR #Analytics #DataScience #AI #OperationalResearch

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Finalising plans for a new collaboration between MoreThanNow and the Institute for #ArtificialIntelligence at University of Exeter today! Together, we’ll be inviting leaders to explore three areas of AI in the workplace... 1- IMPACT EVALUATION. There are hundreds of AI tools being released in the workplace; how do organisations evaluate which to prioritise and which might cause more harm than good? 2- ADOPTION. As we know from many areas of human behaviour, just because a tool is useful doesn’t mean people will use it! How do we encourage employees to adopt AI-tools in their day-to-day work? 3- OPTIMISATION. As new ways of working are adopted, we must take the opportunity to learn about human advancement through AI and adapt to our inevitable mistakes and successes. This new venture is co-sponsored by our long-term collaborator Professor Oliver Hauser, who is also Deputy Director of the Institute. We’ll kick-things off with an executive roundtable at Exeter Business School in August 2024. Give us a shout if your organisation would like to get involved. Our focus is on companies with over 10,000 employees, who are committed to pioneering responsible and effective use of AI in the workplace. Hope to see you back here soon :)

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Share your views on innovation management practice. There is still time for you to contribute to this important survey… and it’s not only for innovation managers!

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Enhance your programme's effectiveness with a robust Theory of Change. Our new IPN Quick Learn videos provide concise yet comprehensive insights into developing and utilising this essential framework. Learn how to map out your programme's journey from inputs to impact in just minutes. https://lnkd.in/gVnE7b5K #IPNQuickLearn #TheoryOfChange #nonprofit #socialimpact #impactassessment #shortvideos #IndiaPartnerNetwork #SattvaMediaandConsulting

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