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What career, lifelong learning is the important thing
Core hints :Earlier this year, trump signed an executive order for the AmericanAIInitiative to direct ai development and investment in research and development, ethical standards, automation and international outreach. The initiative reflects changing times and how t

Release date:2019-11-01

Browse number:273

 Earlier this year, trump signed an executive order for the AmericanAIInitiative to direct ai development and investment in research and development, ethical standards, automation and international outreach. The initiative reflects changing times and how the United States as a nation has learned to harness the influence of artificial intelligence. Specifically, business leaders face the responsibility of equipping employees with the skills necessary for the future to pave the way for a sustainable career, and employees must know what is needed for the future as technology continues to break the mould.
As an international business leader, an ai optimist and a father, I can't help but ask: what will make a career sustainable in 2020 and beyond? Will education meet the needs of future jobs?
For the workforce to thrive in the fourth industrial revolution, three key things need to be done:
The need to invest in new approaches to education and deal with it flexibly;
Executives need to do a better job of "keeping promises" when rehiring existing employees, whose current roles are bound to change;
We need to invest better in our education system and embrace a culture of continuous lifelong learning.
Empathy and automation: not mutually exclusive
In the age of artificial intelligence, as manual tasks become more automated and humans move into more dynamic roles, educators and business leaders alike need to constantly ask themselves: what skills -- "hard" and "soft" -- define success in an increasingly virtualized and technology-driven workplace?
Some universities have started to incorporate artificial intelligence into their curricula, from digital assistants to ai-centric research fields and even automated teaching assistants. However, it is not enough to be skilled. The jobs of the future will require more skills.
A study by business experts Nathan and roberita awatzky suggests that emotional intelligence areas such as communication, self-direction, trustworthiness, discipline, initiative, flexibility and self-efficacy will continue to be valued in the job market.
Empathy is clearly an area where ai is lacking, which is why we always need professionals with strong "soft skills" to bring human emotion and consciousness to the workplace. How do you measure these talents? And how can we adapt classroom practices to better pass these on to the next generation? These questions are especially important as we look for collaborative solutions to traditional education reform.
We can no longer have a one-size-fits-all approach to education
As ceos, we also need a new approach to education, including job training opportunities within our own companies. In march, the labor policy advisory council met at the White House to decide how to "develop and implement a strategy to transform the U.S. workforce to better meet the challenges of the 21st century.
I am particularly pleased that one of the proposed solutions includes increased funding for vocational schools and apprenticeship programmes. Due to the large number of college graduates in recent years, there is equal demand for vocational training in the fields of machinery, electronics, computer control systems, machining and pneumatics.
While traditional academic education is a privilege and an asset, apprenticeships can provide practical experience for those who might not be interested in a university career. In fact, the degree of study varies, and it's no bad thing that a traditional four-year college degree may not be for everyone. Technical training may not only be appropriate for some individuals, but can be a sensible alternative from a macro workforce perspective as jobs and skills change.
The workforce of the future will rely on complementary skill sets, and therefore absolutely need college education and vocational training. But while vocational and technical education is making a comeback, vocational schools and blue-collar jobs often carry an unnecessary stigma.
This is especially true for those who grew up with the "school-to-school" mantra, which says the path to success is formulaic, starting with a high school degree, then a college degree, sometimes supplemented by graduate and professional degrees to gain a more competitive edge. However, on the other hand, the "dual training" education model, which combines classroom courses and practical experience, can also bring the same satisfaction and high income as college graduates.
In 2014, fewer than 5 percent of young americans had apprenticeships, compared with 60 percent in Germany. Government and senior leaders must do a better job of supporting technical education, and we cannot allow the stigma of trying to devalue this invaluable work to persist.
American society should emphasize and support the importance of different career paths, and business leaders should consider how to create opportunities for vocational training in their enterprises. In the words of NicholasLyman, chief executive of the institute for workplace skills and innovation (IWSIAmerica), "matching apprenticeships to actual needs ensures a flow of talented people, keeps pace with technological change and provides a positive return on investment."
Executives need to be re-educators
Changing the face of education will indeed enable those who are new to the workplace to adapt to future flexible career roles, but what does it mean for those who have been there for many years? In addition to extending technical training opportunities to those new to the workforce, today's executives need to focus on providing opportunities for laid-off employees as a top priority to strengthen our company.
Managers also need to share responsibility for helping employees adopt new skills, which in the long run will lead to more employees staying. Many senior managers have expressed confidence in their progress in providing retraining programs, but there is still a fundamental disconnect between how employees feel about retraining and how employers feel about retraining employees.
We need to close that gap. It's that simple. Employers need to offer retraining programs in such a way that employees will think they are viable. In addition, employees must feel and understand that these training programs offer them opportunities for career development.
While this may sound daunting, we can promote active participation in skill renewal. As a senior, if we invest in real revival plan ー ー new internal education plan, make employees can find their own skills, find out the gap, and through the custom knowledge path and plan to hone their potential ー ー employees can more effectively and efficiently to be prepared for the new position.
In my view, these positions will focus on promoting employees to higher value-added positions. I'm sure executives will find that employees are prepared for this, in fact, they are making demands, and study after study shows that companies are not keeping up with employees' desire to learn, especially in the field of artificial intelligence.
Call for curiosity: for companies as well as for countries
As automation inevitably replaces manual and monotonous business processes, I believe the role of employees will be defined by evolving skills and an open mind. Many people are used to honing their skills to ensure a long career in a particular field, but the idea must be tested in the future to see if it still applies. It is our Shared responsibility to steer the workforce away from the narrow career paths of the past and towards a more evolved career.
German society prizes "lifelong learning" -- what I call constant curiosity. Education does not end with a degree; Those evergreen companies have fostered a culture of continuous learning. Asking questions is a human instinct ー ー what, how, why ー ー adult world often contain the curiosity, but curiosity is the key of innovation in the world. The last thing executives want is for employees to turn into robots, so it is vital that we nurture this curious instinct. I am convinced that successful skill iterations must be driven by curiosity in the first place.
The fourth industrial revolution will require us to re-examine our current best practices in learning. Education, from traditional four-year colleges to technical training to retraining, will be as volatile as the role we are preparing for. Executives, we need to continue these important discussions about various ways to educate employees, including creating opportunities for career training and prioritizing retraining programs based on a true culture of curiosity.
Workers in the United States, don't wait for the leaders to help you understand what will happen in the future ー ー there are a lot of ways to teach you about technology, these technologies will continue to determine the future of work. Being curious will help you stay ahead of the learning curve and open up new opportunities in the changing business world. Prioritizing your own continued re-education will not only give you an advantage in today's world, but will also ensure your importance in tomorrow's world.

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