http://ow.ly/OrvWm
In this world of volatility and complexity, it seems that the only certainty is the unstoppable advancement of technology. As people and organizations look to improve productivity, innovate their business models and processes, and differentiate their client and employee experiences, they need to be prepared to work in new and different ways. The challenge is that recent data reveals that Canada is falling behind the rest of the world in innovation, especially regarding new and disruptive technologies that promise to significantly impact every industry and organizations of all types and sizes.
In this slidedeck, explore the concept of digital disruption and provide information about how to future-proof yourself and your organization to succeed in this new world. You will learn:
What digital disruption is.
What the building blocks for success for both people and organizations are.
How you can use the new Canada Job Grant Program to develop the skills and knowledge required today and into the future.
ABOUT THE SPEAKERS
Michelle Moore is senior director of leadership and business solutions for Global Knowledge Canada, Europe, Middle East and Africa. A learning and development professional with more than 25 years of experience helping organizations solve business problems related to people and process, Moore has extensive experience working with both HR and IT. Her current mission is to help organizations make the most of the digital opportunity.
Jalene Lumb, a certified Project Management Professional (PMP®) with a Bachelor of Management degree from the University of Lethbridge, has worked with Global Knowledge for over 12 years, holding many roles within the company, from applications instructor to director of vendor management to senior project manager. These roles have enabled her to understand not only the different lines of businesses Global Knowledge offers, but also the intricate relationships between Global Knowledge and our valued partners. Lumb is also a member of Project Management Institute - Canada's Technology Triangle (PMI-CTT) chapter in Ontario and the Canadian Federation of University Women.
But the one thing that is certain is that technology no drives business
In fact - technology is the business
- One media executive said: “We’ve realized that if we don’t transform the way we do business, we’re going to die. It’s not about changing the way we do technology but changing the way we do business.” The company is finding ways to augment physical with digital offerings and to use digital to share content across organizational silos.
A grocery company is staying true to its traditional business but using digital to transform a new growth business. As one executive reported, “After two years, our e-commerce platform is bringing us 20% of our new clients and our traditional clients are consuming 13% more on average
Companies are also introducing digital products that complement traditional products. For example, a sports apparel manufacturer started selling GPS and other digital devices that can track and report on a customer’s workout. Other companies are changing business models by reshaping their boundaries through digital. A mortgage company is moving from being a link in the value chain to being a global assembler of investment products. An airport authority is aiming to become the owner of a traveler’s end-to-end process by providing an integrated multichannel experience, including information on airplane traffic and reservations, duty-free shopping promotions and other benefits
- Automation can enable companies to refocus their people on more strategic tasks. A manufacturer has begun to centralize the HR function, allowing economies of scale through self-service while freeing HR people to “focus on enlarging manager skills, rather than counting days off.” A specialty materials company has automated many R&D processes. Automation allows researchers to focus on innovation and creativity rather than repetitive efforts. It also creates streams of data that can be useful in later data mining efforts.
One paint manufacturer has created fully automated plants that significantly reduce labor requirements, improve product quality and enhance environmental, health and safety performance. An apparel company has moved to digital design processes when collaborating with manufacturing partners. Going digital eliminates most need to ship physical prototypes back and forth, reducing the product development lifecycle by 30%.
- Individual-level work has, in essence, been virtualized — separating the work process from the location of the work. A financial services business rearranged its headquarters so that nobody had an assigned desk, even the CEO. Employees now work from home one or two days per week and, when they are in the office, sit near people with whom they are temporarily collaborating. Meanwhile, the company’s collaboration and networking tools allow employees to talk with anyone in the organization from wherever they are sitting. This is setting the stage for further changes related to globalization.
The tools that virtualize individual work, while implemented for cost reasons, have become powerful enablers for knowledge sharing. Salespeople and frontline employees, for example, are beginning to benefit from collaborative tools in which they can identify experts and get questions answered in real time. They are also increasingly gaining access to a single, global view of the company’s interactions with a customer.
- Beyond being better informed, digital transformation is actually changing the process of strategic decision-making. Top executives in a medical device manufacturer used the company’s existing collaboration tools to extend strategic planning sessions from 12 people to more than 300 of the business’s top managers. This enabled better input into the process and better uptake of the vision after decisions were made.
According to a study by Rackspace, The Human Cloud at Work, employees wearing wearables at work became 8.5 percent more productive and 3.5 percent more satisfied with their jobs.
At a distribution center in Ireland, Tesco workers move among 87 aisles of three-story shelves. Many wear armbands that track the goods they’re gathering, freeing up time they would otherwise spend marking clipboards. A band also allots tasks to the wearer, forecasts his completion time, and quantifies his precise movements among the facility’s 9.6 miles of shelving and 111 loading bays. A 2.8-inch display provides analytical feedback, verifying the correct fulfillment of an order, for instance, or nudging a worker whose order is short.
The rooms available in 2014 jumped from 300,000 in February to a million in December, while the largest hotel company in Europe measured by rooms, InterContinental Hotels Group (IHG), had about 698,000 rooms in its portfolio. Airbnb offers more rooms than many of the largest hotel groups in the world–Hilton, InterContinental and Marriott—which each maintain just under 700,000 rooms. (Marriott said today at the World Economic Forum that it expects its portfolio of hotels to surpass 1 million rooms by the end of 2015.) The size comparison isn’t a direct one, since Airbnb doesn’t own the rooms booked on its site, and many listings aren’t available year-round. And when it comes to guest bookings, Airbnb still has a long way to go: Barclay’s report estimates that Airbnb’s current bookings are about 37 million room-nights per year, which is only around 20% of IHG’s 177 million last year.
The rooms available in 2014 jumped from 300,000 in February to a million in December, while the largest hotel company in Europe measured by rooms, InterContinental Hotels Group (IHG), had about 698,000 rooms in its portfolio. Airbnb offers more rooms than many of the largest hotel groups in the world–Hilton, InterContinental and Marriott—which each maintain just under 700,000 rooms. (Marriott said today at the World Economic Forum that it expects its portfolio of hotels to surpass 1 million rooms by the end of 2015.) The size comparison isn’t a direct one, since Airbnb doesn’t own the rooms booked on its site, and many listings aren’t available year-round. And when it comes to guest bookings, Airbnb still has a long way to go: Barclay’s report estimates that Airbnb’s current bookings are about 37 million room-nights per year, which is only around 20% of IHG’s 177 million last year.
The rooms available in 2014 jumped from 300,000 in February to a million in December, while the largest hotel company in Europe measured by rooms, InterContinental Hotels Group (IHG), had about 698,000 rooms in its portfolio. Airbnb offers more rooms than many of the largest hotel groups in the world–Hilton, InterContinental and Marriott—which each maintain just under 700,000 rooms. (Marriott said today at the World Economic Forum that it expects its portfolio of hotels to surpass 1 million rooms by the end of 2015.) The size comparison isn’t a direct one, since Airbnb doesn’t own the rooms booked on its site, and many listings aren’t available year-round. And when it comes to guest bookings, Airbnb still has a long way to go: Barclay’s report estimates that Airbnb’s current bookings are about 37 million room-nights per year, which is only around 20% of IHG’s 177 million last year.
Recognized that Canadian employers and the Canadian workforce needs to remain competitive, in a rapidly changing global economy.
Developed a program to address Canada’s need for innovation and digital skills transformation
Canada’s competitiveness depends on the skill levels of our workforce.
The key point is that the program is meant for employers –
Budgets are released every April 1st.
All profit and non-profit industries and businesses (excluding government agencies) of any size.
All business sizes - self employed are not eligible in some provinces.
Any organization that employs Canadians, be it Canadian or foreign-owned
All provinces and territories (except Quebec, who have a separate agreement 2014- for the transfer of funds under the Canada Job Fund).
Quebec focus is on unemployed persons who are not eligible for Employment Insurance benefits; and employed persons who do not have a high school diploma or recognized certification or who have low levels of literacy and essential skills. Funding is on an individual basis rather than on an employer basis. Because Global Knowledge is a Business to Business company, we are unable to cater to the Quebec market for these grants
In all provinces, each employee can have up to $15000 of training every year if approved. In most provinces, the federal and provincial gov’t will cover 2/3 of those training costs. Some maritime provinces have a 50/50 split on the Employer vs Government contribution. Many provinces have incentives for companies that have less than 51 employees (eg. First application is free training, 5/6 of training costs are covered.
Submit applications at least 30 days prior to training start date
Here’s a quick little case study to reiterate some of the main points from the previous slides.
This example is for provinces that offer 2/3 of the gov’t job grant back to the employer such as Alberta, British Columbia, New Brunswick, PEI. As mentioned before, there are more incentives if the company is less than 51 employees like in Saskatchewan, Manitoba and Ontario where instead of it being 2/3 it would be 5/6. We’re going to go with the 2/3 example to make it easy:
Company X has a need for a project manager for their Office 365 implementation.
Bill Smith is a Microsoft Server Administrator, but doesn’t have project management skills.
The cost of the project management training is $1,500.
Company X applies for and receives a Canada Job Grant for $1,000.
Company X pays training provider $1500 for training.
Company X is reimbursed by the provincial government for $1000.
Bill gets training for a new job and Company X gets the right skills for a successful Office 365 implementation.
“Our goal is to help employers with the process of applying for the job grant. As an authorized training partner, we want to make it easier for our clients to get the training they need to empower their organization and their people, in this era of rapid transformation.”
The GK Job Grant Program is in place to increase the probability of clients successfully obtaining grants
Help clients strategize and identify their training needs in regards to the Canada Job Grant Program
We provide a one stop source for all provincial programs, with a full course catalogue. If you’re an national company, we can help you determine what you need to do on a province by province basis.
Identify your training needs for 2015/16
Create plans on a provincial level – Global Knowledge can help you put together your Training Plans
Identify course(s), number of participants, priorities and type of training (Career Development Training, Refresher or New Methods and Technology Training or Essential Skills Training)
Training must fit in one of the three categories:
Career Development
Refresher training, new methods and technology
Essential Skills
Fill out your Application Form
Gather information such as your CRA number or Corporate Access Numbers needed for your application
There is a finite budget allocated to the program - it is wise to start now.