The focus needs to be on capability – 30% of businesses we speak to are increasing investment in the capabilities of their workforce through learning and development. There has to be a shift from functional and technical skills [among VWDIf@ – ZKLFK RYHU WLPH URERWLFV FDQ SLFN up – to human-focused capabilities.” By capabilities, Maitra means “social


skills, social intelligence, emotional intelligence, adaptability and pattern recognition”. She added: “This is not really about training but providing learning experiences – for example, work in cross-functional teams, letting people take personal responsibility for


their development and maybe providing a budget for them to develop their capabilities. There are many strategies. There is a shift from classroom learning to e-learning and micro-learning. “More and more organisations are also


EMPLOYEE perceptions of the rate of change at work appear


at odds with business forecasts – three out of four across multiple sectors don’t foresee rapid


changes at work, with a slightly higher proportion in transport and hospitality (Figure 72).


Only one in four executives feel skills in their business match its digital requirements and


two-thirds consider staff training inadequate (Figure 73)


FIGURE 72: RATE OF CHANGE AT WORK EXPECTED IN NEXT 10 YEARS


All sectors


Job won’t exist 3%


Require different skills 21%


No change 13%


don’t know 2%


Other/


Require different skills 19%


Change a little 31%


Evolve slowly 30%


Evolve slowly 30%


Source: Deloitte European Workforce Survey 2018


FIGURE 73: BUSINESS DIGITAL STRATEGY Matches workplace talents


Supported by learning/ development


Don’t know 4%


Disagree strongly 9%


Agree 25%


Agree strongly 2%


Don’t know 3%


Disagree strongly 11%


Agree 32%


Agree strongly 4%


In hospitality/transport


Job won’t exist 2%


don’t know 2%


Other/


No change 16%


Change a little 31%


talking about employee ‘experiences’. By the employee experience, I’m not just talking about engagement but culture – recognising crucial moments when employees interact with an organisation, and not just full-time employees but across the contingent workforce because in a world of user reviews and ratings your company could be rated [by ە HPSOR\HHV@ DV ZHOO >DV FXVWRPHUV@ Maitra insisted: “Automation is here


to stay. But having said that, automation is about augmenting not replacing the workforce. It is replacing jobs but also creating jobs. How many of us talked about data scientists three years ago?”


DEMOGRAPHIC CHANGES


A shortage of ‘talent’ in travel and hospitality is a key issue, and one likely to be exacerbated in the short term in the UK by Brexit. Maitra said: “There were one million job openings in travel and hospitality in 2018. So the sector needs to attract talent.” An ageing population adds to the


challenge – a problem that extends beyond the UK and well into the medium and long term. Alexander Boersch, chief economist at Deloitte Germany, told the European Hotel Investment Conference in London in November: “In the next 10 years, Europe will lose 20 million people of working age. This will have tangible effects on business.” Maitra argues the issue can partially be


addressed by “leveraging the contingent workforce” and deploying “an augmented workforce” – meaning full-time employees augmented by freelance workers. She said: “The growth in freelance


Disagree 71%


Disagree 65%


Base: 158 senior executives


Source: Deloitte, 2019


working is faster than the growth in employment. Deloitte research suggests 64% of full-time workers are looking to earn extra income, and older workers


Travel Weekly Insight Report 2019-20 43


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