Workplace Learning Recruitment : Digital Badges

Describe about the Workplace Learning Recruitment for Digital Badges.

Part 1: Job Market and Predicted Career Trends

Section 1: Career Trends

Currently, choice of a major college subject can be more confusing despite being high school graduate or an adult in search of a career change. Selection of a particular path is a big challenge that goes hand in hand with individual passion and ability to provide for the basics (Morgenroth, 2010). Therefore, it is recommended that you understand the trends in the job markets to have a simplified search. Below are some of the trending careers impacting in the market.

The Need for Better and Improved Medication

The increased output in pharmaceutical industries in association with constant innovations in the field of medicine prolongs life. New approaches to treatments are being established for formerly fatal diseases and disorders. Furthermore, even adults expect to work much longer than their current traditional retiring age. Thus, patients are possibly going to be in need of another new generation of medical specialists and therapists to improve quality if their lives.

Increased Cost of Child Care

Today's parents and guardians are demanding for the best when it comes to their children. Considering childcare providers, available markets have adjusted to various programs to ensure needs of the parents' are covered. Such changes have facilitated the development of numerous of pre-kindergarten education programs that require highly skilled educators who call for a better remuneration. Thus, the cost of caring for kids has skyrocketed in the main towns and cities, becoming a lucrative and stable business than ever (Field, 2011).

Aging Baby Boomers and Other Population Trends

Large demographic groups are heading to retirement, which has a different meaning to the baby boomers than the past generation. Such moves will facilitate a boomer to stay in the job market than ever before since with old age more frequency of specialized medical care elevates. Therefore, the assisted living industry and social workers will be on the rise to cater for their needs (Schmitz, 2015).

Rapid Growth in Technology and Innovation

Rapid advances in ideas and upgrade of systems continually assure the technological professional and paraprofessional of their job security over the years. Organizations are concerned with the mechanisms that provide their employees with the best equipment and machinery or be overridden by competitors. On the other hand, continuous innovations guarantee for new tools and other useful resources that will have to be installed concurrently (Mamaqi, Rubio, & Alvarez, 2010). Further, on the internet infrastructure that has turned the world into a global village has been overhauled to accommodate several devices. Thus, provides room to trend in coming years.

Distributed Work and Consultancy

Gigantic manufacturers and smoke stacks are slowly fading in the books of history. Most of the workers today report to small offices and manufacturing plants linked to information networks and confined structures for shipment. Such approach has led to the reinvestment of time. Thus, the demand for constructions, renovations, and development of infrastructure has increased. The level of training will be enhanced through consultancy (Frederick & Dalglish, 2001).

Section 2: Increasing and Decreasing Careers

Mining and manufacturing industries are most likely to face declines in employment due to change of mines to a managerial phase from labor-intensive mines. Most of the occupations that will be subjected to decrease in the work force are characterized by low skills, with secretariats also to be the first victim.Healthcare, construction, education and training, and scientific and technical services provide for more opportunities in the coming years. The labor markets will provide more possibilities for the high-skilled workers (Aberdour, 2016). Employment rate will elevate all over the Australian states and territory while the surrounding subjected to low growth levels. Moreover, advancements in technology across multiple industries are creating opportunities for new occupants whereas the aging demographic group regularly boosts the need for health care from nurses, physicians, and aides. Similarly, growth in the school-aged population demand for more teachers and educational facilitators.

Part 2: Paid Occupation: Top Executives

Paid work is one that has a salary or wage and may be in a variety of ways hourly, mostly for manufacturing jobs or fixed for white collar. In every institution, the top executives do devise policies and strategize purposely with the aim of meeting the goals of the organization. Such responsibility gives them the mandate of planning, directing, and coordinating companies' activities.

Duties of Managerial Executives

The functions of a manager depend largely on the size of the organization. Typically, managers are involved in the establishing and carrying out departmental goals, policy, and procedures. Also, they offer directions to organization's finance and budget activities that include negotiating contracts and agreements. Furthermore, they are tasked with managing processes involved in product creation and service delivery, as well as, consulting with other staffs on operations. Other responsibilities are the appointment of departmental heads, analyzing financial statements and identification of areas on improving policies and programs and cost-cutting.

Training and Education Requirement for Managers

Education and training requirements for managerial executive often varies depending on the position held and nature of the industry. However, many of them are qualified to have a bachelor's or master's degree in business administration or any other relevant field. Most executives in public offices have degrees in BA, law, public administration or social sciences. Large corporations often regard those with MBA as an added advantage. Furthermore, a considerate duration of experience is always factored in the process of consideration.

Salary Remuneration of Managerial Executives

The different categories have different wage package due to the significant variations in their responsibilities. Top executives are among the highest paid workers receiving the largest averagely amounting to about US$175,110 annually. In addition to the basic salary, there are stock options and performance bonuses that each corporate executive gets and enjoys the privilege of accessing organization's assets without personal expenditure, which majorly depends on the type of organization as well as the respective responsibilities.

Work Experience in Related Occupation

Considering the time a manager has committed to work determines the performance and progressive advances in an organization. Such cases involve moving from a lower managerial level to a higher bar or supervisory status. The experience of those seeking administrative posts is an essential factor in hiring and recruitment processes. Most organizations prefer hiring more experienced and qualified personnel. For instance, responsibilities of chief executives require an extensive managerial experience.

Part 3: Volunteer Work

Unpaid work or volunteer opportunities are some of the best ways of gaining experience, getting into a new job or exploration of an industry without pay. However, one should be cautious to ensure personal safety while executing this program. I prefer voluntary managerial opportunities since it involves a diversity of elements regarding organizational performance. Management voluntary positions are one of the commonest unpaid works that include a system of training on the actual job (Fuller & Unwin, 2016). Like internships, they are strictly meant for college or university students. Such activities foremost involve barter trade between employer and student where the later gains experience in exchange for service (Virtanen, Tynjälä, & Collin, 2009).

Volunteer Management jobs assist in improving understanding of workplace environment and expectation of the employees on delivery within the society and the economy on a wider perspective. For example, the success of organizations within the government as well as the private sector depends on the expertise emanating from efficient management. Management voluntary position enables one to explore jobs and industries of interest that are useful in future career decision and choice of study. Other benefits include employment and technical skill development, gaining referees, and building a network of contacts (Boundless, 2016; Kira, 2010). Management work is imperative to the economy in that it assists in the control of expenses, innovation, and invention. Such commitments aid in keeping the paid economy running.

Part 4: Recruitment

Section 1: Major Recruitment Competitors in Australia

Accountability is one of the secretarial and business support-recruiting specialists in Australia and is involved deploying temporary and permanent staff in Melbourne, Parramatta, Brisbane, and Perth. Adecco group is also engaged and the world leading provider of Human Resource solutions. AEROTEK on the other side have established the unrivalled culture for the past three decades, and their unique approach yields a competitive advantage to clients and rewarding careers to candidates. Moreover, Ambition is a lead global boutique recruitment specialist with offices all over the world cities, and it collaborates with other agencies, not as part of the job search strategy. Apsley Recruitment is a specialist banking and finance recruiting firms that are fully owned by the Australians. Another is Armstrong personnel is based on an enviable reputable as a highly reliable and professionally organized, thereby specializing in engineering and technical fields.

BDS People is an active group globally that was prominent in telecommunications, engineering, information technology and other highly specialized regions. Brooklyn International team leads in the relationship propelled recruitment service providers. Cadden Crewe is a professional search and selection company committed to satisfaction of the needs of clients and candidates. Centastaff was also formulated in 1998, which was based on the rising demand in the workplace for new personnel and cost efficient service. Furthermore, Chandler Macleod is among the largest workforce, recruitment and consulting services providers with over 50 years of operations in the Australian markets. CDS personnel were also established in 1953 and fully owned by the nationals. Charterhouse Resources is a committed blue color brand of partnership that specializes in the provision of exceptional consultation and advisory services for clients.

Section 2: Predicted Trends for Companies Recruiting in Australia

Most business top challenges always revolve about recruitment process and talent retention. Evolution of technology, however, has a significant role in their approaches towards hiring and search for talents. Human resource expectations are of the opinion that the future of recruiting is an important area in their operations (Maurer, 2016). Here are some of the trends expected in the next five years.

Shortage of ‘Super Skills'

Currently, the inadequacy in the highly skilled professionals will continue to uplift the employment in Australia, considering mostly the information and communication sector, mobile optimization and digital marketing have encountered big shortages. The ongoing use of mobiles depicts that it is likely to go beyond companies to engage in social media markets. Construction, architectural and engineering personnel will be required to approve various buildings.

Utilization of Mobile Recruitment

Recently, more active and passive candidates are expected to make their job applications on the phone. The possibility of adopting the expansion of the mobile employee value proposition is high. Therefore, both the passive and active candidates are recommended to improve the utilization of mobile recruiting with a greater portion engaging mostly in mobile and rarely desktop job search (Maurer, 2016). Thus, employers need to launch their career pages for mobile optimization and establish a recruitment plan.

Social Media and Online Jobs Boards

Professional social networks are among the fastest sources of global quality hires and constantly are on the rise. Most common is the LinkedIn used by employers, recruiters, and candidates. In addition to that, it networks between places, presents details, and maintains business or personal branding. Niches between related social networks such as Procurious, ResearchGate, and OilProhave been established to bridge the gap of specialist connections. The internet boards have a high number of hires due to the ease of job application.

Global Recruitment Expectations

Some of the essential and durable trends that are expected by recruiting leaders are social and professional networks, employer branding and passive recruitment. In such a case, the improved candidate and job match will turn out as the important trends in Australia. The similar increase in employment candidature continues to trend (Maurer, 2016).

Gender Diversity Targets

Most of the diversity target based on gender could not be met in previous years, so employers will have to address the disparities. However, quick changes may not be made; there should be an understanding of what should be done to facilitate equity.

Talent Brand

Companies are making substantial investments on their skills and employment brand globally. Such a move is regarded as money saving. In a recent survey carried out by 2250 corporate recruiters in the United States realized that cost per hire doubles that of a strong employer brand. Furthermore, those utilizing this have 28 percent lower turnover ratings (Maurer, 2016). Recruitment of passive candidates is a vital source, in that they increase the value of company's culture and attract challenging opportunities for skill development.

Big Data Analytics in Recruitment

The use of big data analytics has become a vital source for details for informing companies when to hire or retain the top talents. Further, it can assist in increasing diversity and make payments to the market salaries (Maurer, 2016). As well, it can be used in determining talents that other competitors could have left out and made you pay less for quality skills and shows.

Section 3: Seeking a Management Position in Australian Companies

The healthcare, educational and constructional companies are most likely to be considered for employment opportunities due to the continuous growth and need of services (Maher, 2014). The existing population will be demand for the workforce. Thus, recruitment will be affected. Seeking jobs involves networking that can be done through online inquiries or social networking through Facebook and blogs, or person-to-person. Referrals can also be done through individuals that may lead one to application of vacancies without actual searches. It can also be done through job boards and career websites that provide the posts on employments and other work opportunities. Such considerations will assist me with the required information and access related to various jobs over a broad region.

Education and career development gives an individual focus on the selection of suitable line to undertake in the future. In life, there are groups of social, educational, economic, and physical factors that merge effect the significance of total lifespan (Seagraves, Osborne, & Kemp, 2000). Therefore, I will consider the available opportunities for learning and experience, which will build my managerial competence. Working with a team, attending seminars, and participating in refresher training programs is also another avenue that I will pursue to enhance my career skills.    

Conclusion

To conclude, whether an individual is new to the workplace, contemplation for a career change or resuming after a break, carrying out research on the industry and current employment trends is a vital way of arriving at an informed decision. Furthermore, having this information in mind one can understand areas that require stability. However, it is not possible to obtain all the relevant predictions right for future performances.

References

Aberdour, M. (2016). Transforming workplace learning and culture with digital badges. Foundation of Digital Badges and Micro-Credentials, pp. 203–219. http://doi.org/10.1007/978-3-319-15425-1_11

Boundless. (2016, May 26). The importance of paid and unpaid work. Retrieved September 12, 2016, from https://www.boundless.com/sociology/textbooks/boundless-sociology-textbook/economy-16/work-120/the-importance-of-paid-and-unpaid-work-675-8190/

Field, J. (2011). Learning in working life: Identity and workplace learning. Vocational Learning, pp. 229–242. http://doi.org/10.1007/978-94-007-1539-4_15

Frederick, J., & Dalglish, C. (2001). Leadership education in a changing workplace. Educational Innovation in Economics and Business, pp. 17–30. http://doi.org/10.1007/0-306-47550-2_2

Fuller, A., & Unwin, L. (2016). Applying an apprenticeship approach to HRD: Why the concepts of occupation, identity and the Organisation of workplace learning still matter. Human Resource Management, Innovation, and Performance, pp. 66–79. http://doi.org/10.1057/9781137465191_5

Kira, M. (2010).Routine-generating and regenerative workplace learning. Vocations and Learning, 3(1), 71–90. http://doi.org/10.1007/s12186-009-9032-7

Maher, K. (2014). Workplace equity and diversity: Towards recognizing a plurality of knowledge and skills. Workforce Development, pp. 75–93. http://doi.org/10.1007/978-981-287-068-1_6

Mamaqi, X., Rubio, P. O., & Alvarez, J. M. (2010).Recruitment and rotation of the trainers in the lifelong learning context. In Technology Enhanced Learning. Quality of Teaching and Educational Reform, pp. 694–694. http://doi.org/10.1007/978-3-642-13166-0_99

Maurer, R. (2016, January 2). Five recruiting trends for 2016. Retrieved September 12, 2016, from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/5-recruiting-trends-2016.aspx

Morgenroth, S. (2010). Recruitment in Key Aspects of German, Employment and Labor Law, pp. 21 - 28. http://doi.org/10.1007/978-3-642-00678-4_2

Schmitz, J. (2015). Companies and older workers: Obstacles and drivers of labour market participation in recruitment and at the workplace. In Paid Work Beyond Pension Age, pp. 217–236. http://doi.org/10.1057/9781137435149_10

Seagraves, L., Osborne, M. J., & Kemp, I. J. (2000). Are academic outcomes of higher education provision relevant to and deliverable in the workplace setting? Higher Education, 32(2), 157–176. http://doi.org/10.1007/bf00138394

Virtanen, A., Tynjälä, P., & Collin, K. (2009).Characteristics of workplace learning among Finnish vocational students.Vocations and Learning, 2(3), 153–175. http://doi.org/10.1007/s12186-009-9022-9

 

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