Connect more with peers and practice: Pecha Kucha session - Colin Barnett
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Colin Barnett, adult education manager, Worcestershire County Council Connect more in Cheltenham, 30 June 2016
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Connect more with peers and practice: Pecha Kucha session - Colin Barnett
- 8. 1990 In 1990 internet users accounted for only 0.05% of the world’s population 1995 Amazon and eBay launched 1998 PayPal launched 1999 Music available to download over the internet 2000 Tesco launches online shopping 2002 Number of internet users rose to 9% of the worlds population 2007 Apple launched it’s first iPhone 2009 2.5 billion devices connected to the internet 2010 Number of internet users rose to 67% of the worlds population 2013 Shopping by smartphone and tablet increased by 18% in 2013 in the UK 2014 Mobile phones and tablets estimated to be used for 6% of all retail sales in UK 2020 Estimated to be 30 billion devices connected to the internet The March of Progress
- 18. Workforce
- 19. Human Resource
Hinweis der Redaktion
- Introduction to the WCC - ACL service – 3-4k learners – Grade 2 - Funded and non funded programmes and our journey into the digital age!
- Corporate and service vision essential to drive any new development. WCC Go-on strategy for communities – ACL digital vision. Last 12 months progressing ACL vision for engaging service, tutors, learners with digital learning.
- overview of the different types of personal digital barriers... Too old, unskilled and poor: Barriers to digital inclusion Age, gender and socio-economic status are all factors that contribute to digital exclusion. The table below shows that in 2015 just 1% of 16-24 year olds had never used the internet, compared with 32% of those aged 65 and older. Factors Disadvantage Low attainment Financial Age Access Jargon Confidence Fear Speed of progress
- Even though children have had access to computers and the internet at school and learn IT skills, they are impacted by digital exclusion at home and, that disadvantage is strongly correlated to material and social disadvantages. A similar correlation can be made where adults from a disadvantaged background will not be able to increase their skills at home, therefore training in the workplace is good however workers from a disadvantaged background may find it difficult to build upon. these skills at home. In the UK, 20% of households have no physical access to the internet http://www.poverty.ac.uk/editorial/low-income-and-digital-exclusion
- Organizational Barriers experienced Currency of equipment used, tutor confidence low, Managers and ACL staff knowledge, skills and confidence low Lack of time through service demands and lower staffing levels Whole service knowledge generally lower than our aspirations Infrastructure in ACL out of date and too rigid (influenced by similar problems in our service but on a wider scale across the authority)
- Knowledge gaps within service ( do we know what these are) to meet external expectations of employers and learners – we think - basic/appropriate ICT skills to not just enter but contribute to the job market, skills relevant for employers Speed of progress in technology – out of date skills in employees restricts business growth and personal development. Do we know???? Where the gaps are how we can work to fill those gaps???
- A recent survey revealed that 36% of the UK’s smaller companies admit that a shortage of digitally skilled staff is hindering their growth prospects. The UK Digital Skills Taskforce has estimated that an additional 745,000 workers will be needed between 2013 and 2017 to meet gaps in demand. https://www.elixirr.com/2015/03/digital-skills-in-the-uk-what-barriers-do-smes-face-to-operating-in-the-digital-economy/ Digital Muggle: 2.2 million people (7% of the workforce). Have no digital skills – digital technology may as well be magic. Digital Citizen: 10.8 million people (37% of the workforce). Only have the ability to use digital technology purposefully and confidently to communicate, find information and purchase goods/services. Digital Worker: 13.6 million people (46% of the workforce). – have the ability to evaluate, configure, and use complex digital systems. Elementary programming skills such as scripting are often required for these tasks. Digital Maker: 2.9 million people (10% of the workforce). Skills to actually build digital technology (typically software development). The Digital Maker category is interpreted quite broadly to include, at the low end, for example, workers who regularly create complex Excel macros or data files for controlling 3D printers. https://www.statslife.org.uk/science-technology/2445-mind-the-gap-the-digital-divide-and-digital-inclusion
- Acceleration drives itself after a while
- Education system not responsive enough to the rapid changes in technology advancement , the requirement for upskilling is continual. Cost of new equipment problematical. Developing an environment where the of technology, the currency of staff/service knowledge and support to innovate to make technology sustainable as a learning tool in our organization I.e. computers to smart phones (which are computers but smaller) fast advancement in technology.
- Examples of the various ways wcc have tried to engage staff with digital message training for staff equipment library, QA OTL’s Corporate message i.e. future fit and how training and up skilling can impact on learner retention and attendance ( text communication, class forums)
- A digital culture across the whole organization will break down barriers to attaining our digital aspirations – Lifestyle change!! extend learning opportunities for individuals and staff to learn outside of the class/work environment. Make use of flipped learning opportunities that exist in abundance (YouTube) provide distance learning to increase accessibility Increase responsiveness to learner support, safety and achievement though online forums and media contact staff who are less digitally challenged will cycle up the contact rate and influence they have with learners Service challenge is to embrace digital learning to embed it fully into our service culture
- Change will only happen if staff are on board Local authority digital infrastructure itself is to rigid and often out of date – a resistance to change Rigidity, whether it is a product of culture, or simply the inability to keep up because of other factors like high investment, remain significant challenges Driving and managing change is critical to ensuring you maintain pace with technology and end user application of technology ( tablet in every home) ( Smart phone to aid walking !!!)
- Staff and service user expectations of the new digital advances – minimum expectation that equipment sand software is the same as they buy in the shops today - training and learning resources make us less digitally able to meet that expectation. Reduced cost of tablets free software and apps – all leading to change that – not such significant ICT overheads as there were with desktops
- How many of us will be left embarrassed and unable to keep up with the digital demands from employers who are responding to the digital demands of consumers who are embracing the digital innovation of invention, experimentation and society as it advances and demands more.
- Age is currently a factor to digital exclusion but without embracing that lifestyle change now that we need to so that we become continual digital learners then the age barrier wont matter soon with the speed of technological advancement. You could be out of touch with the workplace by the time you are 35 instead of 65.
- Investment in people used to be a more common phrase in organizations but budgets, downsizing, restructures are all you tend to hear about now. Bucking this trend ACL in WCC is investing heavily on staff training and the development of individuals in our service with the digital skills to become peer leaders to up the level of forma and informal in-house staff up skilling and training
- When things get tough then that’s the time to invest more in your staff and as leaders of a service that’s the time to become even more creative than normal to protect, nurture and grow your staff pool to shape and meet your services aspirations. Getting past the organisational barriers we set ourselves is the first step – address our own knowledge barriers and weakness that exist within our leadership and services digital knowledge Free our staff from working within the limited frameworks /environments that we set and they adopt, encourage CPD, exploration and collaborative practice Budget for the investment in staff that will lead to change through upskilling new recruitment (and change your JD&PS expectations) The culture of a digital language should be embedded throughout your thinking and an expectation that these skills are higher within each new phase of recruitment
- Education in the digital economy Changes happen quickly and aggressively and the speed of change is increasing as technology becomes increasingly more sophisticated and our economy becomes data driven. The pace at which the workforce reacts fails to mirror the speed of this change. Access to the skilled labour to compete in a digital world remains limited as demand in the market continues to outstrip supply. The educational curriculum is not aligned to the demands of the digital age largely accredited to the weakness in training and education of the labour market and future labour market.
- No vision, strategy, purchase of equipment or software will progress embedding a digital culture into your services everyday activity quicker than your staff. They need to own the strategy as much as the head of service.