Digital skills Archives - �鶹ԭ�� Australia & New Zealand News Center

�鶹ԭ�� supports the future of digital skills training

�鶹ԭ�� News — Thu, 23 Feb 2023 23:19:20 +0000

We’re excited to share that today, �鶹ԭ�� Australia and New Zealand was announced as an industry partner at the official opening of the Institute of Applied Technology (IAT) – Digital, at TAFE NSW Meadowbank.

A cohort of both education and technology partners have come together with the aim of launching NSW as the nation’s leading provider of digital skills, combining world-class facilities with an industry-driven education model.

As an industry partner, �鶹ԭ�� is supporting the institute in co-designing and delivering specific courses in key disciplines such as data management, software development, and cloud computing.

Students of TAFE NSW and the IAT will have access to a number of free learning modules via , and , and from mid-year, the first two �鶹ԭ�� courses will be available at the IAT:

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S/4 HANA Management Accounting for �鶹ԭ�� Consultants

Additional courses will be added as the IAT matures, and are specifically being designed to focus on areas of skills shortages.

Damien Bueno, President and Managing Director, �鶹ԭ�� Australia and New Zealand said on the opening:

“We need more, and better, digital skills in Australia, but reaching the numbers and level of skill needed requires us to invest in new and different ways of finding and fostering talent.

“Which is why we’re really excited to partner with the Institute of Applied Technology (IAT) – Digital, at TAFE NSW Meadowbank. More than 800 students are due to be trained in �鶹ԭ�� skills through the Institute over the next five years, which will bring new capabilities, value and experience to our customers and the broader �鶹ԭ�� ecosystem.”

You can read more in the media release .

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Developing Digital Skills of the Future

Rushenka Perera — Thu, 24 Nov 2022 03:24:09 +0000

There’s no conversation around the recent digital transformation that doesn’t stem from the effects of the pandemic, which saw some businesses fold and others thrive.

Those who saw their vulnerabilities and were able to transform from them not only had a positive impact on their customers, but for their staff as well. From this experience, the demand for staff who are both literate in IT and business languages are greater than ever before.

On the , we welcomed Senior Lecturer of Information Systems and Director of the �鶹ԭ�� ACC, Scott Bingley, and Lis Miller, Training and Adoption Lead at �鶹ԭ�� ANZ, to discuss the digital skills of the future and how you can pivot your digital transformation with �鶹ԭ��.

Over the last few years, numerous trends in the digital environment have emerged within businesses including automation, cyber security and project management which has confirmed the prediction that digital skills are an integral employee skillset within any company. Lis Miller expands on this thinking by reconstructing what it means to be digitally literate.

“It’s the digital skills around understanding how your business works, digitising that information and then getting the visibility of what’s going on in the business that wasn’t available before because of the enormous amount of information that needs to be collected. [Digital skills are about] combining the knowledge of the business and feeding back information that you can then use to make better decisions and innovate further.”

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At the current pace that technology and software is evolving, Scott Bingley can summarise the top level skills employers need to succeed as being data literacy, instilling a culture of learning and by doing so, empowering employees to adapt these new systems into their daily operations. A company who can pave the way for employee digital upskilling can remove the reliance on outsourced consultants and overseas systems that the pandemic has exposed and increase the retention of knowledge within an organisation.

As the Director of Victoria University’s �鶹ԭ�� Next-Gen Lab and Academic Competence Centre (ACC), Bingley understands that these programs fulfil that core objective to up-skill the next generation. The introduction of numerous 12-Week Courses as part of the $63 Million Digital Job Programme for the Department of Jobs, Precincts and Regions is working as a pathway into further certification for potential employees.

“In 1997, [Victoria University] chose to partner with �鶹ԭ�� and has since extended this partnership to have the ACC, plus Australia’s only �鶹ԭ�� Next Gen Innovation Lab, where we run industry projects for �鶹ԭ�� customers and capstone subjects. This semester, we’re working with �鶹ԭ�� on a fire disaster recovery project. So we’re looking at bushfires in Australia, how to prevent the previous fallouts and we’re using the to analyse all of this data and inform those decisions.”

Through this partnership, �鶹ԭ�� has been able to broaden their reach, increase the diversity of students and mid-career changers within the digital ecosystem and promote �鶹ԭ�� as a valid career path. Organisations and businesses alike are also reaping the benefits of the program with the option to embark on a custom training journey that priorities flexibility for both employees and businesses and removes the disruptions that previous upskilling programs cause to workflows.

Lis Miller leaves us with, what it, the definition of “digital skill” that businesses are looking for, “it’s not all technical and computer science, it’s making sure businesses can run digitally, particularly in this post pandemic world.”

To hear more from our discussion around the development of digital skills in the workplace and the opportunities that Victoria University offer, listen to the full episode of The Best Run Podcast .

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How NAB upskilled its staff through the COVID-19 lockdown

Ry Crozier — Tue, 02 Jun 2020 04:55:09 +0000

Records skills updated while on lockdown in SuccessFactors profile.

NAB placed extra emphasis on having its 40,000 staff develop their data and digital skills while on lockdown, converting thousands of training programs to run online in the process.

Chief people officer Susan Ferrier told �鶹ԭ��’s virtual Sapphire Now conference that the bank saw an opportunity for staff to “upskill and learn”, and for the bank to ultimately develop a more flexible workforce.

Staff were asked to review skills recorded against their staff profile held in �鶹ԭ�� SuccessFactors.

“We really pushed the skills inventory that sits in Successfactors and said, ‘Here’s an opportunity to brush up your internal CV,” Ferrier said.

“We asked everybody to also go in and review what they had in that tab in SuccessFactors and to update their skills.

“We’ve really been pushing things like skills and mental health [during lockdown], and [that] now’s the time for you to double down and think about the future, particularly on things like digital and data skills.”

At the same time, Ferrier said that NAB had digitised most of its existing training programs so they could be run remotely.

“We’ve definitely used [COVID-19] as an opportunity to push harder into ensuring that we’ve got a really strong and valuable digital learning footprint,” she said.

“We’ve pivoted a lot of our face-to-face training to now be delivered via Zoom or Teams.

“That actually in some cases is working better than it did before. In other cases, I think face-to-face learning is probably more impactful, but we’ve experienced significant take-up.

“I think we’ve changed something like 3000 of our courses from what they were before to digitise and reinvent them in a way in which they’d be able to be delivered remotely.”

NAB has several active streams of work underway to effectively redesign its operations for a post-COVID world.

Ferrier revealed last week that , with desks now only available via a booking app, presumably to provide some sort of traceability should it be required (rather than a full hotdesking environment, where it may be immediately unclear who was sat at what desk and when).

At Sapphire Now, Ferrier detailed at least three other work streams.

One of these focuses on making skills and teams more “fungible” – in other words, able to be shifted internally to fulfil resourcing requirements at short notice.

During COVID-19, the bank – like many other large organisations – retrained people from across the business to join its frontline and work through a spike in inbound enquiries from customers.

The effort involved about 800 NAB staff, and appears to have given the bank a taste of what it would be like to have a more flexible and re-assignable workforce.

“One of the things that we realised through this is that we can train people fast to go do other jobs that are different to the ones that they were doing up until COVID-19 hit,” Ferrier said.

“In the past we would have said,’Oh, it’s going to take us three weeks to repurpose these people to be able to go and do this job rather than that job’.

“But we’ve been able to move so rapidly, we’ve taken a three week training course and condensed it into two really intense days, with a lot of on-the-job coaching.”

Having staff from other parts of the business pitch in had been “very energising and engaging for our frontline”, as well as for NAB more broadly.

“I think that’s one thing that we really learned is that skills, in some cases, aren’t so particular to one job, and you can rapidly retrain and mobilise,” Ferrier said.

“That fungibility idea is going to be something we carry forward.”

Another work stream is focused on enabling “a truly flexible workforce, where people come in and out of our office buildings, work from home [or] work from wherever in a truly flexible way.”

“We’re rapidly looking at how we can hold onto the habits and practices that we’ve created in the last few months,” Ferrier said.

Yet more work is aimed at determining what the bank of the future will look like, particularly as a larger portion of customers gravitate to digital channels and shun physical branches.

“One of the things that we’ve noticed is our customer behaviour … and customer habits have changed,” Ferrier said.

“They’ve really mobilised much more rapidly to digital, online and on-demand or self service type platforms such as our app.

“Customers are moving away from needing to physically be in our branches. So we’re trying to work out what that means for the future of banking.”

Hear more of NAB’s story at Effect 2020. Join Susan Ferrier in discussion on 17th September.

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