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Workforce planning is the strategic centrepiece for Jobs and Skills Councils to inform and establish each of their other functions. The workforce plan serves as a guide to identifying the contemporary drivers and challenges within Australia's rail industry and developing forward-thinking actions to address those challenges.

The workforce plan includes an industry overview, megatrends, key challenges and drivers, proposed actions, proposed action schedule, future research and consultation, approach to consultation, and existing workforce strategies and initiatives. Appendix A includes the reference data and charts and Appendix B is a glossary of terms.

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The benefits and value promised by autonomous mining technologies in mine control will only be delivered when an equal focus is placed on humans and machines alike. This paper explores the obstructions mine controllers face, examining the fundamental reasons why technology adaption does not reach its full potential and why the industry is facing a skills resource shortage in this area. This is the first of two papers developing our understanding of the job design and task allocations of a mine controller's role. This will assist in addressing the shortcomings of inadequately designed Human Machine Interfaces (HMI) and facilitate improvements in human factors. The goals of this first paper are to present a field study of the mine controller role from a human factors' perspective. Through interviews, in situ observations and analysis of job descriptions of current mine control roles a common skill set, and human factors requirements was developed and analysed against data reviewed from current literature. The findings reveal issues with technology integration, particularly in job design and training for the mine controller, are resulting in a shortage of available candidates for autonomous control. Therefore there is a need to develop robust workplace training practices, coupled with higher education that is valid, effective, and adaptable to an ever-changing and technology-intensive working environment.

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Digitally-enabled automation and artificial intelligence (AI) are set to become the primary drivers of the next technological revolution. To gauge the potential impact on companies, employees and society, this report focuses on nine European 'digital front-runners' - Belgium, Denmark, Estonia, Finland, Ireland, Luxembourg, Netherlands, Norway, and Sweden. We find that automation and AI bring significant benefits, including new jobs and increased productivity. However, employers, employees and policy makers face challenges in managing the shift to a new economy, which requires significant reskilling and a socially responsible transition.

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Employer-sponsored training is a critical component of Canada's overall skills development landscape, which includes formal and informal education and skills training. It helps bridge gaps between formal education and the specific skills required in workplaces, including gaps that emerge from technological, regulatory, and other economic and social changes. Despite the importance of employer-sponsored training, little is currently known about how much Canadian employers invest in training, what kinds of training they offer, how it is delivered, what impacts it has, or how investment and opportunities differ across sectors, regions, and employee characteristics. Canadian data on the levels, kinds, trends, and impacts of employer-sponsored training are largely unreliable, out of date, and/or ill-suited for comparison across time and jurisdictions. Developing even a rough picture of the employer-sponsored training ecosystem in Canada is difficult.

This report draws on available literature and data to develop the best possible picture of employer-sponsored training levels and trends; types and modes of delivery; what motivates and hinders training investment; and how investment is distributed across sectors, types of firms, and learners. Examining the limited data suggests that employer-sponsored training in Canada is: (1) limited: Canadian firms invest modestly in training and lag behind their international peers in rates and hours of instruction; (2) concentrated: larger firms are more likely than smaller firms to provide training. Employers in utilities, finance and insurance, and other knowledge-based technology-rich industries train at above-average rates, while firms in retail, forestry, and oil and gas extraction provide below-average levels of training. Firms in Quebec and Ontario are more likely to provide training than firms in the Prairies or Atlantic provinces; and (3) ROI and workplace-focused: given their concern for return on investment (ROI), firms tend to invest in training for immediate needs, such as onboarding and orientation, technology adoption, addressing skills gaps, and implementing innovations, and favour on-the-job and at-workplace modes of delivery over classroom and other external options.

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This policy brief presents first findings from [European Centre for the Development of Vocational Training] Cedefop's second European skills and jobs survey (ESJS2). The ESJS2 surveyed representative samples of EU+ adult workers on job-skill requirements, digitalisation at work, skill mismatches and workplace learning. It provides up-to-date evidence on how digitalisation accelerated in EU labour markets during the [COVID-19] coronavirus pandemic. This brief identifies worker groups affected by task automation and digital skill gaps in need of targeted upskilling or reskilling, and makes the case for a human-centred and empowering approach to adopting digital technology.

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Over the last decade, the rise and accelerating growth of the 'gig economy', in which digital platforms facilitate the sourcing of on-demand workers to perform particular tasks, has challenged traditional workforce and economic arrangements, both internationally and in Australia. The growth of the gig economy, already accelerating with rapid technological change, has again transformed during the [Coronavirus Disease 2019] COVID-19 pandemic. Other international and Australian jurisdictions have taken significant steps forward in determining how best to regulate the gig economy, and now New South Wales (NSW) has both the opportunity and the necessity to create desperately-needed reforms in this space. A Select Committee was established on 24 March 2020 to inquire into and report on the impact of technological and other change on the future of work and workers in NSW.

The inquiry was to give particular reference to: (1) changes in the earnings, job security, employment status and working patterns of people in New South Wales; (2) the extent, nature and impact on both the labour market and economy of NSW of (a) the 'on-demand' or 'gig-economy', (b) the automation of work, (c) the different impact of (a) and (b) on regional New South Wales, and (d) the wider effects of (a) and (b) on equality, government and society; (3) the impact of the 'on-demand' or 'gig-economy' and the automation of work on long-term productivity growth, economic growth, as well as the overall attractiveness of NSW as an investment destination for the advanced technological sector; (4) the effectiveness of Commonwealth and NSW laws in promoting fair competition and preventing monopolies and other anti-competitive behaviour in the 'on-demand' or 'gig-economy'; (5) the adequacy of the NSW skills and education system in helping people adjust to the changing nature of work; (6) the impact of the 'on-demand' or 'gig-economy' and the automation of work on accident compensation schemes, payroll or similar taxes, and Commonwealth taxes which support NSW Government expenditures; (7) the application of workplace laws and instruments to people working in the 'on-demand' or 'gig-economy', including but not limited to: (a) the legal or work status of persons working for, or with, businesses using online platforms; (b) the application of Commonwealth and NSW workplace laws and instruments to those persons, including, superannuation and health and safety laws; (c) whether contracting or other arrangements are being used to avoid the application of workplace laws and other statutory obligations; (d) the effectiveness of the enforcement of those laws and regulations; (e) regulatory systems in other Australian jurisdictions and in other countries, including how other jurisdictions regulate the on-demand workforce and are adapting to the automation of work; and (f) Australia's obligations under international law, including International Labour Organisation conventions; (8) whether current laws and workplace protections are fit for purpose in the 21st century, including workplace surveillance laws and provisions dealing with workplace change obligations and consequences; (9) whether workers should have agency over the way the data they generate at work is used and, if so, what legal framework is required to provide this; (10) how employers and other businesses should manage and use the information generated by the workforce; (11) how government as a best practice employer should manage and use the information generated by its workforce; (12) whether, and what, legislative or other measures should be taken to: (a) reform workplace laws and instruments to account for the emergence of the 'on-demand' or 'gig-economy'and the automation of work; (b) reform the skills and education systems to help people adjust to the changing nature of work; (c) reform taxation laws to promote economic growth and protect public finances; (d) reform competition laws to promote fair competition and prevent monopolies in the 'on-demand' or 'gig-economy'; and (e) reform accident compensation schemes and other social insurance schemes to account for the emergence of the 'on-demand' or 'gig-economy'and the automation of work; and (13) any other related matter.

The Committee has concluded that current laws perpetuate the overwhelming power imbalance between lone 'contractors' and multinational platform companies, rather than mitigating it. Correspondingly, the Committee made four key findings: (1) that NSW is falling behind other states and comparable nations in developing laws that establish decent working conditions in the gig economy; (2) that the failure to provide gig workers with a minimum wage, paid leave and other basic workplace entitlements is increasing inequality in NSW; (3) that gig workers currently lack the power to interact and negotiate with on-demand platforms as equals in NSW; and (4) that the failure to provide gig workers with access to a low-cost independent tribunal empowered to hear and decide disputes is leading to injustice in NSW. The Committee has made 22 recommendations to address these failings.

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In our fourth annual survey, 6,607 professionals (1,675 learning and development (L&D) professionals, 2,000 workplace learners and 2,932 managers) spanning 18 countries revealed their priorities, challenges, and inspirations. In this report, we will explore the answers to four questions: How are learning leaders resourced to scale learning and engage executives to create a culture of learning? How do L&D pros measure the impact of learning and define learner engagement? What can talent developers do to transform managers into learning champions? How are your peers upskilling and reskilling employees to prepare for what's ahead?

Key findings include: (1) L&D budgets continue to grow and shift to online learning; (2) L&D professionals spend most of their time building and sourcing content; (3) L&D has executive buy-in, but championship is the next big opportunity; (4) L&D professionals globally indicated their most important area of strategic focus for 2020 was evaluating the effectiveness of learning programs; (5) Driving higher learner engagement is a consistent challenge for all talent developers, but - as with measuring impact - the industry has yet to converge on a true north metric for engagement. Surprisingly, nearly a quarter of L&D professionals globally don't measure learner engagement; (6) 49 per cent of surveyed talent developers globally said that getting managers to make learning a priority for their teams was their biggest challenge this year; and (7) talent developers are laser focused on building soft skills - interpersonal skills that are foundational to every employee's success, regardless of their functional role or how the technology landscape evolves.

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In December 2021, the Australian Government asked the Productivity Commission to examine the long-term factors affecting the productivity, efficiency and dependability of Australia's maritime logistics system and to identify mechanisms to address issues raised through this work. This report summarises the Commission's draft advice against its terms of reference which include: to consider operational cost drivers, and specifically to examine: the performance of Australia's ports, including in comparison with ports internationally; impacts of the maritime logistics system on Australian consumers, business and industries; workforce issues in the system, covering industrial relations, labour supply and skills; infrastructure challenges in ports and connected landside supply chains; and technology uptake, innovation and data capture and sharing within the system.

Chapter 1 of the draft report includes information about the inquiry; chapter 2 overviews Australia's maritime logistics system (section 2.1), reviews trade flows (section 2.2) and describes key system actors (section 2.3); chapter 3 explores the performance of Australian container ports; chapter 4 considers the state of competition in the various markets that make up the maritime logistics system and sets out the Commission's framework for analysing competition; chapter 5 uses the framework to analyse whether port operators have market power, and if so, whether they exercise it; chapter 6 applies the framework for assessing market power developed in chapter 4 to the maritime logistics system excluding ports; and chapter 7 assesses port capacity and landside infrastructure.

Chapter 8 begins with a snapshot of Australia's port workforce (section 8.1), then describes the relevant parts of Australia's system of workplace relations (section 8.2). Section 8.3 sets out the structures that confer bargaining power to employees or employers. Section 8.4 discusses the link between workplace relations and productivity. Finally, section 8.5 describes how the Commission has given weight to the interests of all Australians in assessing whether changes are needed to the operations of workplace relations in Australian ports. Chapter 9 examines the operation and impacts of workplace relations in the ports and makes draft recommendations designed to promote productivity and reduce harm to third parties.

Chapter 10 focuses on skills, training and labour supply in on-water roles within ports and in stevedoring roles within container terminal operations because these are the parts of the system that inquiry participants have provided information on to date. The chapter: outlines how skills are acquired in on-water roles within ports and stevedoring roles (section 10.1); examines whether there are skills shortages in the ports and impediments to labour supply (section 10.2); and assesses the training system's capacity to adapt to future skills needs (section 10.3).

Chapter 11 provides a snapshot of how technology, data, information and innovation are used overseas and in Australia's maritime logistics system, identifying technologies, information and innovations that appear to be the most significant in the pursuit of productivity, efficiency and resilience, and it also examines frameworks that can support the development and use of technology and information; and chapter 12 looks at issues surrounding coastal trading and its regulation (section 12.1), and at proposals for a national 'strategic' fleet that seek to address concerns about Australia's reliance on overseas shipping operators and international trading vessels (section 12.2). Final submissions to the inquiry are due by Friday 14 October 2022.

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This report provides a global overview on how public employment services are approaching technology to improve service delivery, prior to the pandemic and when the [Coronavirus Disease 2019] COVID-19 crisis was in full swing. From better use of data to more effective service design and accessibility, the report explores the advantages offered by the utilization of long-tested as well as newly introduced technologies. It also analyses the barriers to the effective use of technology in service delivery.

The findings of the report are based on an ILO global survey that was conducted with the support of the World Association of Public Employment Services between May and October 2020, when the COVID-19 pandemic was in full swing. In total, 69 public employment services officers in 64 countries from all ILO regions responded to the self-administered questionnaire, voicing the position of their respective national employment service system. To date, this survey is the only global instrument that explores the technological transformation status of the public employment services systems.

What comes through clearly in the global survey findings is that freeing staff from routine tasks enables them to focus on more specialized functions, such as working with targeted beneficiaries and undeserved groups. It is among the top benefits of technology adoption for service delivery cited by respondents. When appropriate strategies for outreach are in place and in-person support is maintained, new technology has the potential to enhance delivery of employment services to populations disadvantaged in their access to digital technology.

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Generative [artificial intelligence] AI is likely the most significant change to work since the agricultural and industrial revolutions. Its evolution has been marked by three phases of significant advancements. The 'diagnostic era' was largely defined by the introduction of machine learning. The 'predictive era' gave us the ability to make increasingly accurate forecasts about everything from operations to customer behavior. Late 2022 saw the dawn of the 'generative era' where machines are not just predicting with high accuracy, they are also generating creative content and offering personalized suggestions.

Gen AI offers a trio of opportunities: it can accelerate economic value and drive business growth while also fostering more creative and meaningful work for people. However, although 95 per cent of workers we surveyed see value in working with gen AI, they do not trust organizations to ensure positive outcomes for everyone. Two-thirds of company leaders we surveyed confess that they are ill-equipped to lead this change. Misaligned perceptions between leaders and workers erode trust. This report examines how to close the trust gap and accelerate gen AI integration. It does this through examples of companies that are leveraging gen AI in ways that are better for business and better for people.

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