NOTE: Registration opens on December 30th for members and January 14th for nonmembers.
The Fourth Industrial Revolution has begun and the stakes are high for businesses, workers and society as a whole. The very concept of work is being redefined as different generations enter and exit the workforce. Digital technologies are demanding that employees acquire new skills to adapt to new ways of working. Otherwise, they’ll get left behind.
L&D leaders now have a call to action: ensure employees are relevant and adaptable so they can rise to the challenge of this new revolution. The task may seem daunting but here’s the good news: drawing on insights from the disruptive technology landscape over the past 20 years, we can proactively address the complex workforce challenges we face.
There may never have been a better opportunity to get ahead of this issue and never a greater risk of inaction. Our directive is clear – Create the future workforce now. Drawing on theory and research, this session will focus on helping you prepare and take action for the future workforce development.
Keith will discuss the concept of building the connected learner, share actionable advice on ways you can identify the skills needed for the future in your organization and how to foster a learning culture that will motivate employees to develop those skills.
Learning Objectives/Session Takeaways:
- Insight into the state of our industry and ways L&D needs to evolve to meet the needs of the future workforce learner
- Strategies L&D leaders should consider following to enable future workforce learners for success
- Key core competencies and skills we should be looking for in our future workforce
About the Presenter:
With a career spanning over 20 years in learning & development, Keith Keating holds a Master’s Degree in Leadership and is currently pursuing his Doctorate in the Chief Learning Officer program at the University of Pennsylvania.
Keith has experience in a myriad of areas ranging from Performance Improvement, Instructional Design, Leadership Coaching, Operations Management, and Process Transformation. More recently Keith has been leading clients on the design and execution of their global learning strategies.
Regardless of the role, at the heart of everything Keith does centers around problem solving. He studied Design Thinking at MIT’s Sloan School of Management and found Design Thinking was a perfect tool to add to his problem solving “toolkit”. Since then, Keith has been utilizing Design Thinking to help clients tap into understanding and resolving unmet customer and future workforce needs.