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Aurialie Jublin

Automation may require as many as 375 million people to find new jobs by 2030 - Quartz - 0 views

qz.com/...eople-to-find-new-jobs-by-2030

automatisation emploi chiffre

shared by Aurialie Jublin on 01 Dec 17 - No Cached
  • y 2030, up to 30% of the hours worked globally could be automated, according to a new report by the McKinsey Global Institute. Analysts in the consultancy’s research arm estimate that between 400 million and 800 million people could find themselves displaced by automation and in need of new jobs, depending on how quickly new technologies are adopted. Of this group, as many as 375 million people—about 14% of the global workforce—may need to completely switch occupational categories and learn a new set of skills to find work.
  • Notably, McKinsey argues that demand for work will increase as automation grows. Technology will drive productivity growth, which will in turn lead to rising incomes and consumption, especially in developing countries. Meanwhile, there will be more jobs in health care to meet the demands of aging societies and more investment in infrastructure and energy.
  • For these benefits to be realised, everyone needs to gain new skills, with governments and private companies taking on the unprecedented task of retraining millions of people in the middle of their careers. “Even if there is enough work to ensure full employment by 2030, major transitions lie ahead that could match or even exceed the scale of historical shifts out of agriculture and manufacturing,” the report says.
  • ...1 more annotation...
  • There will be other challenges too. In advanced economies, there is a risk that automation will worsen the trend of income polarization, with demand for high-wage jobs increasing, and demand for medium-wage jobs falling. Also, displaced workers will need to find jobs quickly—preferably within a year—otherwise frictional unemployment (lots of people moving between jobs) could put downward pressure on wages.
  • Aurialie Jublin on 01 Dec 17
     
    "Fears that automation and machine learning will cause massive job losses and make people obsolete are starting to wane (well, unless you ask Stephen Hawking). Instead, there's a more optimistic prediction taking hold: that the new technology could actually lead to job gains. But the transition won't be easy."
Aurialie Jublin

affordance.info: Inverser la courbe du #DigitalLabor : pourquoi #Microsoft rachète #LinkedIn - 0 views

affordance.typepad.com/...-labor-microsoft-linkedin.html

microsoft linkedin algorithme pole emploi

shared by Aurialie Jublin on 14 Jun 16 - No Cached
  • Et d'autant que les données LinkedIn serviront, notamment, à améliorer les technos et applications "d'intelligence artificielle" (Deep Learning) de Microsoft. On peut donc aisément imaginer dans un futur proche des scénarios assez triviaux où le dialogue avec cette "IA" s'enrichira d'un nouvel horizon dialogique qui lui permettra de vous signaler différents événements professionnels et de vous faire toute une série de propositions de mutation, de nouveaux contacts, etc., mais également des scénarios plus "élaborés" dans lesquels ce même assistant intelligent piloté par une IA gèrera en temps-réel la totalité de votre "carrière"
  • Cerise sur la gâteau, en complément des avantages que confère de facto cette acquisition à Microsoft, elle est également le cheval de Troie idéal lui permettant d'établir un pont avec les politiques publiques (ou privées) de formation : la plupart des néo-inscrits sur LinkedIn le sont dès leurs études universitaires. Je vous laisse alors imaginer ce monde dans lequel, en plus des accords passés avec Cisco (et avec Microsoft) par le ministère de l'éducation nationale, le même Microsoft (et ses partenaires privés) auront alors la capacité de réguler les choix d'étude et de formation professionnelle de la plupart des futurs travailleurs.
  • La "valeur" de la base LinkedIn est liée à trois facteurs essentiels. D'abord sa volumétrie : il s'agit du site rassemblant le plus d'informations sur le plus grand nombre de travailleurs sur la planète (400 millions d'utilisateurs). Ensuite son positionnement : c'est le site leader sur le secteur de l'employabilité et de la mobilité professionnelle. Enfin sa dimension "relationnelle", au sens premier et informatique de ce que l'on appelle une "base de donnée relationnelle", c'est à dire la capacité d'offrir différents niveaux de navigation, de croisement et d'analyse parmi l'ensemble des données structurées présentes dans la base.
  • Aurialie Jublin on 14 Jun 16
     
    "A l'évidence, les algorithmes sont amenés à jouer très rapidement un rôle absolument crucial sur le marché du travail. A l'évidence il existe un certain nombre de problèmes (de formation, d'affectation, de suivi de carrière, de disponibilité) qu'un algorithme dans toute sa candeur statistique et sa robustesse mathématique est capable de traiter plus rapidement et plus efficacement que des opérateurs humains. Donc oui demain des algorithmes joueront le rôle de conseillers pôle-emploi. D'autant que ce rachat de LinkedIn par Microsoft va nécessairement et presque mécaniquement entraîner une réaction des autres GAFAM, notamment de Google."
Aurialie Jublin

Tara - The on-demand team for small business - 0 views

www.trytara.com

recrutement IA automatisation compétence musette

shared by Aurialie Jublin on 24 Mar 16 - No Cached
  • Aurialie Jublin on 24 Mar 16
     
    "T.A.R.A. began life as an AI recruiter, built for Talent Acquisition and Recruiting Automation, by veteran recruiters and machine learning engineers. Tara has the ability to analyze 100+ data points on each candidate and recruit the most effective engineers for specific positions or coding tasks, by quantifying their skills. Tara's functionality has expanded, with the ability to assemble full-stack product teams, on-demand."
Thierry Nabeth

There Is No Excuse for How Universities Treat Adjuncts -- The Atlantic - 0 views

www.theatlantic.com/...404461

travail académique

shared by Thierry Nabeth on 23 Jan 16 - No Cached
  • Thierry Nabeth on 23 Jan 16
     
    In 1969, almost 80 percent of college faculty members were tenure or tenure track. Today, the numbers have essentially flipped, with two-thirds of faculty now non-tenure and half of those working only part-time, often with several different teaching jobs. But apart from feeling sorry for the underpaid faculty, why should we care that college professors have the same job conditions as day laborers, fast-food workers, cashiers, taxi drivers, or home-care aides? They did, after all, choose to pursue a career in higher ed. Administrators at these institutions of higher learning argue that they need to use adjuncts because it is the only way to keep tuition from rising even faster than it has. And isn't access to education the higher good?
Thierry Nabeth

Efficiency up, turnover down: Sweden experiments with six-hour working day - 1 views

www.theguardian.com/...ents-with-six-hour-working-day

travail durée suède

shared by Thierry Nabeth on 06 Dec 15 - No Cached
  • Thierry Nabeth on 06 Dec 15
     
    The experiment at Svartedalens, set to continue until the end of 2016, has attracted interest across Scandinavia and beyond, as workers and managers ask whether they might learn something from it themselves. Svartedalens is attempting to avoid shortcomings by keeping the changes tightly focused and monitored. Only assistant nurses are involved, and the city's human resources management system is generating high-quality data, according to Bengt Lorentzon, a consultant on the scheme. Another care home is being used as a "control", so Svartedalens can be compared with a workplace that has stuck to an eight-hour day.
  • Thierry Nabeth on 06 Dec 15
     
    Lire aussi: Sweden introduces six-hour work day Employers across the country including retirement homes, hospitals and car centres, are implementing the change http://www.independent.co.uk/news/world/europe/sweden-introduces-six-hour-work-day-a6674646.html
Aurialie Jublin

Three Scenarios for What the Future of Work Will Look Like [Podcast] | Real Business - 0 views

www.realbusiness.com/...of-work-will-look-like-podcast

futur podcast travail

shared by Aurialie Jublin on 14 Mar 15 - No Cached
  • Aurialie Jublin on 14 Mar 15
     
    What you will learn in this episode - About Toni Cusumano and her role at PwCAn overview of the PwC report, - "The Future of Work: A Journey Through 2022," and the three scenarios: The Orange World, The Blue World, The Green World - Observations on organizations' approach to talent - Five megatrends identified in the PwC report - The future of job security - Cusumano's perspective on work/life balance - Four dimensions of the connected employee experience - Cusumano's advice to organizations and employees and more!
Aurialie Jublin

Skills beyond school - Rapport de l'OCDE - 0 views

www.oecd.org/...d-schools-synthesis-report.htm

compétence skill éducation travail

shared by Aurialie Jublin on 13 Nov 14 - No Cached
  • Aurialie Jublin on 13 Nov 14
     
    Higher level vocational education and training (VET) programmes are facing rapid change and intensifying challenges. What type of training is needed to meet the needs of changing economies? How should the programmes be funded? How should they be linked to academic and university programmes? How can employers and unions be engaged? This report synthesises the findings of the series of  country reports done on skills beyond school.   Chapter 1. The hidden world of professional education and training Chapter 2. Enhancing the profile of professional education and training Chapter 3. Three key elements of high-quality post-secondary programmes Chapter 4. Transparency in learning outcomes Chapter 5. Clearer pathways for learners Chapter 6. Key characteristics of effective vocational systems
Chamila Puylaurent

Les atouts d'une organisation autour du télétravail, du coworking et du cloud - 0 views

room.sfrbusinessteam.fr/...r-teletravailC-coworking-cloud

organisation travail télétravail coworking cloud

shared by Chamila Puylaurent on 06 Nov 14 - No Cached
  • Chamila Puylaurent on 06 Nov 14
     
    "Xavier de Mazenod, spécialiste du télétravail et du e-learning, montre les avantages que l'entreprise et ses collaborateurs peuvent tirer d'une nouvelle organisation autour du télétravail et du cloud. Recommandations aux managers, DSI et responsables télécoms."
Aurialie Jublin

Philadelphia Opens Innovation Lab for City Employees - 2 views

www.govtech.com/...on-Lab-for-City-Employees.html

innovation lab

shared by Aurialie Jublin on 15 Aug 14 - No Cached
  • Aurialie Jublin on 15 Aug 14
     
    "The learning space represents an ongoing strategy by Mayor Michael Nutter to institutionalize a new way of problem solving within city government."
Aurialie Jublin

"Time-to-competence" : former moins longtemps… pour former mieux ? - 4 views

www.manpowergroup.fr/mieux-mobile-learning-michelin

travail compétence formation

shared by Aurialie Jublin on 25 Apr 14 - No Cached
  • Et pour optimiser au mieux les investissements de l’entreprise, le fabricant de pneumatiques s’est avant tout appuyé sur une révision approfondie des compétences véritablement nécessaires pour chaque poste. Il a également développé un mix de méthodes pour notamment “apprendre en créant” alliant ainsi campus, tutorat et self-learning, l’apprentissage par soi-même. Enfin, choix a été fait de renforcer le dispositif de validation et de qualification. Concrètement, 400 000 heures de gains ont été identifiées. Et 240 000 ont déjà été concrétisées en 2013.
  • Aurialie Jublin on 25 Apr 14
     
    "Faire évoluer les compétences des collaborateurs plus rapidement. Depuis 2010, c'est l'un des principaux objectifs de Michelin, qui a réorienté sa politique de formation des salariés. En cause ? Un temps d'apprentissage qui n'était plus en adéquation avec le rythme exigé par l'activité. Face au défi de la nécessaire "adaptabilité des compétences", le groupe a mis en place « Time to Competence » (T2C), une démarche qui vise à réduire le temps nécessaire à l'acquisition des compétences pour, entre autres, positionner dans un délai plus pertinent la main d'œuvre disponible aux postes-clés de l'entreprise."
Aurialie Jublin

A job is just a role that cannot change | Harold Jarche - 0 views

www.jarche.com/...just-a-role-that-cannot-change

job role travail

shared by Aurialie Jublin on 19 Mar 14 - No Cached
  • The hierarchical organizational structure is outdated. Those outside the organization, including employees after work, have more connections and better access to knowledge than inside. Traditionally, companies have been users of human capital, demanding all intellectual property for themselves. But networks can empower individuals, building upon the strengths of each member. The innovators are moving away from companies and into networks already. Today, most new companies are hiring fewer employees and many existing companies are shedding employees at every opportunity. The newly unemployed often realize their professional networks outside the organization are inadequate. The industrial era social contract between capital and labour is broken. Workers are starting to get more professional value from their social networks than from their companies, especially through open knowledge-sharing.
  • Aurialie Jublin on 19 Mar 14
     
    "Social networks disrupt hierarchical structures. Web-based social networks accelerate the spread of new ideas and lay bare organizational flaws. Anyone in a position of power and authority is losing some of that due to the growing power of social networks - doctors, teachers, managers, politicians. Social networks speed access to knowledge and accelerate learning. They allow people to quickly make and change connections. Seb Paquet calls this "ridiculously easy group-forming"."
Aurialie Jublin

Data pioneers watching us work - FT.com - 0 views

www.ft.com/...81-11e3-9fd6-00144feab7de.html

travail tictravail donnée data

shared by Aurialie Jublin on 04 Mar 14 - No Cached
  • Not everyone is convinced that the growing use of technology to monitor workers’ productivity offers an un­equivocal improvement, however. Teresa Amabile, a professor and director of research at Harvard Business School, says it could be “very positive” or “very negative” depending on the existing workplace culture. Monitoring can work if the teams, departments or whole offices using the software or devices have what she calls “a high degree of psychological safety”. If people feel able to experiment, potentially fail and learn from those lessons, then they can be motivated by gaining a better understanding of how they spend their days. But she warned that the technology was still in its early days and could be “too crude” an instrument to rely on. “There is definitely a danger of seeing technology as a silver bullet,” she says.
Aurialie Jublin

How to Get a Job at Google - NYTimes.com - 1 views

www.nytimes.com/...ow-to-get-a-job-at-google.html

google travail éducation diplome compétence

shared by Aurialie Jublin on 26 Feb 14 - No Cached
  • “There are five hiring attributes we have across the company,” explained Bock. “If it’s a technical role, we assess your coding ability, and half the roles in the company are technical roles. For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not I.Q. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.”
  • The second, he added, “is leadership — in particular emergent leadership as opposed to traditional leadership.
  • What else? Humility and ownership. “It’s feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. “Your end goal,” explained Bock, “is what can we do together to problem-solve.
  • ...1 more annotation...
  • The least important attribute they look for is “expertise.” Said Bock: “If you take somebody who has high cognitive ability, is innately curious, willing to learn and has emergent leadership skills, and you hire them as an H.R. person or finance person, and they have no content knowledge, and you compare them with someone who’s been doing just one thing and is a world expert, the expert will go: ‘I’ve seen this 100 times before; here’s what you do.’ ” Most of the time the nonexpert will come up with the same answer, added Bock, “because most of the time it’s not that hard.”
  • Aurialie Jublin on 26 Feb 14
     
    Pas forcément besoin de diplôme "LAST June, in an interview with Adam Bryant of The Times, Laszlo Bock, the senior vice president of people operations for Google - i.e., the guy in charge of hiring for one of the world's most successful companies - noted that Google had determined that "G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything." He also noted that the "proportion of people without any college education at Google has increased over time" - now as high as 14 percent on some teams. At a time when many people are asking, "How's my kid gonna get a job?" I thought it would be useful to visit Google and hear how Bock would answer."
Aurialie Jublin

Technology and jobs: Coming to an office near you | The Economist - 0 views

www.economist.com/...be-immenseand-no-country-ready

technologie emploi tictravail innovation

shared by Aurialie Jublin on 17 Jan 14 - No Cached
  • Even if new jobs and wonderful products emerge, in the short term income gaps will widen, causing huge social dislocation and perhaps even changing politics. Technology’s impact will feel like a tornado, hitting the rich world first, but eventually sweeping through poorer countries too. No government is prepared for it.
  • Worse, it seems likely that this wave of technological disruption to the job market has only just started. From driverless cars to clever household gadgets (see article), innovations that already exist could destroy swathes of jobs that have hitherto been untouched. The public sector is one obvious target: it has proved singularly resistant to tech-driven reinvention. But the step change in what computers can do will have a powerful effect on middle-class jobs in the private sector too.
  • One recent study by academics at Oxford University suggests that 47% of today’s jobs could be automated in the next two decades.
  • ...3 more annotations...
  • At the same time, the digital revolution is transforming the process of innovation itself, as our special report explains. Thanks to off-the-shelf code from the internet and platforms that host services (such as Amazon’s cloud computing), provide distribution (Apple’s app store) and offer marketing (Facebook), the number of digital startups has exploded. J
  • f this analysis is halfway correct, the social effects will be huge. Many of the jobs most at risk are lower down the ladder (logistics, haulage), whereas the skills that are least vulnerable to automation (creativity, managerial expertise) tend to be higher up, so median wages are likely to remain stagnant for some time and income gaps are likely to widen.
  • The main way in which governments can help their people through this dislocation is through education systems. One of the reasons for the improvement in workers’ fortunes in the latter part of the Industrial Revolution was because schools were built to educate them—a dramatic change at the time. Now those schools themselves need to be changed, to foster the creativity that humans will need to set them apart from computers. There should be less rote-learning and more critical thinking. Technology itself will help, whether through MOOCs (massive open online courses) or even video games that simulate the skills needed for work.
  • Aurialie Jublin on 17 Jan 14
     
    "INNOVATION, the elixir of progress, has always cost people their jobs. In the Industrial Revolution artisan weavers were swept aside by the mechanical loom. Over the past 30 years the digital revolution has displaced many of the mid-skill jobs that underpinned 20th-century middle-class life. Typists, ticket agents, bank tellers and many production-line jobs have been dispensed with, just as the weavers were."
hubert guillaud

Le gouvernement a un modèle pour les données : ce que j'ai appris de l'Estonie - Government Digital Service - 0 views

digital.cabinetoffice.gov.uk/...odel-what-i-learned-in-estonia

internetactu2net fing internetactu government innovation politiquespubliques

shared by hubert guillaud on 04 Nov 13 - No Cached
  • hubert guillaud on 04 Nov 13
     
    Pete Herlihy, du Cabinet numérique du Cabinet Office britannique, revient d'Estonie. Et il est emballé par le modèle de développement numérique de ce petit pays qui permet d'enregistrer une société en ligne en quelques minutes, d'avoir accès à tout service d'état ou municipal en ligne... Qui permet à chaque citoyen d'accéder à ses enregistrements éducatifs, médicaux, d'emploi... et de les corriger. Pour cela, l'Estonie repose sur un registre national (la base de donnée de la population) qui fournit un identifiant unique à chacun et les cartes d'identités de chacun servent d'identifiant pour la plupart des transactions. Mais toutes les informations de chacun ne sont pas conservé à un endroit unique, bien au contraire. Un x-Road, un réseau de partage de données sécurisé, permet aux organismes d'Etat d'échanger leurs données voir à des services privés de les utiliser. Les citoyens peuvent avoir accès facilement à leurs données et peuvent s'en servir pour des actes publics. Certaines banques de données sont librement accessibles comme celle des propriétaires fonciers. Le système fonctionne enfin sur un registre ouvert qui montre qui a accès à quoi et permet à chacun de savoir qui a eut accès à ses données d'une manière très claire. En tout cas, visiblement le cas a été suffisamment inspirant pour que l'un des responsables du numérique britannique se projette dans l'adaptation du mode de fonctionnement estonien au contexte britannique. Voir également l'article de RSLN Mag : http://www.rslnmag.fr/post/2013/11/04/LEstonie-modele-du-171;-gouvernement-de-donnees-187;.aspx
Thierry Nabeth

Workplace 2020 Keynote at Leadership Summit 2013 -- by Dion Hinchcliffe - 1 views

fr.slideshare.net/...note-at-leadership-summit-2013

future travail engagement

shared by Thierry Nabeth on 31 Oct 13 - No Cached
  • Thierry Nabeth on 31 Oct 13
     
    My keynote deck on what organizations will have to design for in the next 7 years as they update their structure and processes to deal with high-velocity technological change in a deeply digital, social, mobile, data-centric, cloud-based world. The key: To design our organizations for a more network-centric and participatory model employing the latest digital tools, in an environment designed around constant change and learning. Presented at the Jive, IDC, PwC Leadership Summit at #JiveWorld on October 23rd, 2013 in Las Vegas, Nevada.
julien camacho

L'apprentissage et le E learning : 7 notions clés en guise de consensus - Le blog de la formation professionnelle et continue - 1 views

www.formation-professionnelle.fr/...ons-cles-en-guise-de-consensus

formation e learning tictravail apprentissage

shared by julien camacho on 09 Jul 13 - No Cached
  • julien camacho on 09 Jul 13
     
    Si les contours exacts des dispositifs de formation de demain restent à préciser, les lignes de forces d'un apprentissage réinventé se dessinent clairement et un consensus semble se dégager. C'est ce qui apparait clairement des dernières vidéos d'experts réalisées par CEGOS, particulièrement éclairantes sur le devenir des apprentissages et l'impact du numérique.
Aurialie Jublin

Urban Collaborative Spaces Can Provide Many Benefits for People with Disabilities - 0 views

cityminded.org/-people-with-disabilities-7587

tictravail travail coworking collaboratif handicap

shared by Aurialie Jublin on 28 Jun 13 - No Cached
  • Aurialie Jublin on 28 Jun 13
     
    "Collaborative spaces within the city are more than just rising hotbeds of innovation; they can serve as social equalizers to disenfranchised populations, such as people with physical and cognitive disabilities. Collaborative spaces can help promote social inclusion by acting as accessible hubs of civic engagement, meaningful relationships, learning, innovation, and creativity."
Aurialie Jublin

How Technology Is Changing The Way Organizations Learn - Forbes - 0 views

www.forbes.com/...ng-the-way-organizations-learn

technology tictravail travail organisation collaboration

shared by Aurialie Jublin on 10 Jun 13 - No Cached
  • That’s beginning to change as brands are becoming platforms for collaboration rather than assets to be leveraged.  Marketers who used to jealously guard their brands are now aggressively courting outside developers with Application Programming Interfaces (API’s) and Software Development Kits (SDK’s).  Our economy is increasingly becoming a semantic economy.
  • Aurialie Jublin on 10 Jun 13
     
    By the late 20th century, a knowledge economy began to take hold.  Workers became valued not for their labor, but for specialized knowledge, much of which was inscrutable to their superiors. Successful enterprises became learning organizations. Now, we are entering a new industrial revolution and machines are starting to take over cognitive tasks as well.  Therefore, much like in the first industrial revolution, the role of humans is again being rapidly redefined.  Organizations will have to change the way that they learn and managers' primary task will be to design the curricula.
Aurialie Jublin

Inside Facebook's Internal Innovation Culture - Reena Jana - Harvard Business Review - 2 views

blogs.hbr.org/...e_facebooks_internal_inno.html

innovation tictravail facebook lieu de travail

shared by Aurialie Jublin on 31 May 13 - No Cached
  • Aurialie Jublin on 31 May 13
     
    3 règles: 1. Encourage everyone - even those in the C-suite +(top executives)- to learn by making : it's important that top management weigh in directly on prototypes themselves before approving any project. 2- . A winning mobile strategy: ask what's essential and contextual. "Our attention span is different when we're using a phone. We need to give users something interesting, relevant, and create an experience where they can take action very quickly," 3. Physically mix up your work environment on a regular basis. "Your physical environment influences how you think and feel. If you want to build openness and collaboration, then the office must reflect that," Aronowitz said.
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