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Messages - dipti

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1
Mission / Our Mission
« on: March 15, 2023, 12:53:27 PM »
DIPTI will provide a very wide range of job-oriented and professional development training for both skilled and unskilled people to a human resource. These courses offer the opportunity for practitioners, individuals, businessmen, and employees to refresh to expand and enhance their IT & Animation skills/ professionalism. Professional Development Programs offer more than just a traditional learning experience. All the courses run by DIPTI will be experiential, challenging, interactive, and bridging academic theory and the real world of practice that will new work experience. DIPTI will surely bring appropriate knowledge to deal with potential measures, and help workers to improve working conditions, and encompass the maintenance and promotion of workers’ work performance.

2
Skill for job / Skills For Job
« on: March 11, 2023, 04:47:48 PM »
No. 1 skill for at job interviews—very few people had it

During my 10 years at Google as a VP, there were weeks where I would spend up to 40 hours conducting job interviews. So to make things easier, I always had one skill that I looked for in candidates before anything else: self-awareness.

Sure, your experience and skills matter, but they can be learned. And when someone is highly self-aware, they’re more motivated to learn because they’re honest about what they need to work on. They also relate better to their colleagues and managers.

Plus, it’s a rare trait: Research shows that although 95% of people think they’re self-aware, only 10% to 15% actually are.

How I check for self-awareness

I always watch for two words: Too much “I” is a red flag that they may not be humble or collaborative; too much “we” may obscure what role they played in the situation. There needs to be a balance.

I typically learn something revealing when I ask about their specific role. A positive answer would be: “It was my idea, but the credit goes to the whole team.”

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I also ask how their colleagues would describe them. If they only say good things, I probe what constructive feedback they’ve received.

Then I’ll say, “And what have you done to improve?” to check their orientation towards learning and self-improvement, and to see whether they’ve taken that feedback to heart.


The self-awareness assessment

If you’re not self-aware, how would you know? Here are some telltale signs:

You consistently get feedback that you disagree with. This doesn’t mean the feedback is correct, but it does mean that how others perceive you differs from how you perceive yourself.
You often feel frustrated and annoyed because you don’t agree with your team’s direction or decisions.
You feel drained at the end of a workday and can’t pinpoint why.
You can’t describe what kinds of work you do and don’t enjoy doing.
How to build self-awareness
Becoming more self-aware is all about understanding why you work the way you do, and what you can contribute to your team:

1. Understand your values.
Knowing what is important to you, what gives you energy, and what weakens it will help you make sense of how you work.

With these insights, you’ll be able to express your values and understand when they are at odds with one another, or with someone else’s values.

2. Identify your work style.
Spend a few weeks writing down the moments when you feel like you’re reaching new heights at your job or hitting new lows. You’ll start to see patterns.

If you have trouble trusting your own instincts, ask someone whose judgment you respect: “When have you seen me do my best and worst work?”

3. Analyze your skills and capabilities.
In an interview setting, you should be able to speak confidently about your strengths and weaknesses.

To have a more tactical sense of self-awareness, ask yourself two questions:

What can you do really well? Which skills do you have, and which do you need to build on?
What are your capabilities? What are you naturally good at, and which capabilities have you acquired over time?
Eric Yuan, founder and CEO of Zoom, has another great exercise: He sets aside 15 minutes of thinking at the end of the day.

“I ask myself: What did I do well? Did I make any mistakes? Can I improve tomorrow? Sometimes I write down something important,” he says. “But most of the time, the thinking is enough.”

Claire Hughes Johnson is an advisor for Stripe, author of “Scaling People,” and lecturer at Harvard Business School. Previously, she was Stripe’s Chief Operating Officer, and spent 10 years at Google, where she oversaw aspects of Gmail, Google Apps, and consumer operations. Claire also serves as a trustee and the current board president of Milton Academy. Follow her on Twitter.

Source: www.cnbc.com/

3
To keep employee job satisfaction high, employers need to know about multiskilling and a non-mobile workforce.

Construction workers report higher levels of job satisfaction than all other industries combined — not just today, but through four distinct economic cycles since 1974. The data comes from the National Opinion Research Center at the University of Chicago. As little as 86% and up to 89% of people working in the construction trades like their jobs.

One reason for that may be the combination of pay and flexibility that this career path offers. While just over 9% of craft professionals are trained in more than one skill area, the availability of a multiskilled craft workforce has steadily increased since 2005, and the trend is expected to continue into 2030.

The top 10 dual-skill pairings among craft professional populations between 2005 and 2019 are:

  • Rigger and pipefitter
    Rigger and boilermaker
    Boilermaker and pipefitter
    Pipefitter and ironworker
    Pipefitter and instrumentation electrician
    Ironworker and carpenter
    Pipefitter and crane operator
    Scaffold and insulation
    Ironworker and crane operator
    Pipefitter and millwright

This increase in multiskilling has been driven organically by workers, not by employers. Key reasons cited include seeking more consistent employment, higher wages, more challenging work and interest in learning a new trade or to obtain easier physical work. Researchers at the University of Colorado-Boulder and the National Center for Construction Education & Research (NCCER) are currently working to further understand the factors and impacts of multiskilling.

As craft worker preferences change, employers need to be prepared to meet those needs. High job satisfaction is generally acknowledged as having a direct correlation to low turnover. This means that the industry may need to rethink the way projects are designed to take advantage of the increasingly multiskilled, less mobile workforce.

Employers would be wise to acknowledge the desire of workers to learn new skills and provide the opportunity for doing so by:

Providing opportunities for new industry entrants to explore different trades to identify an area of interest.
Communicating defined career path options within your organization.
Giving employees credit for related knowledge, skills and abilities that contribute to competency in the new skill area.
Providing resources for adult learners, such as training that is flexible and self-paced.

According to research conducted by the Construction Industry Institute, the most important workforce development element is a firm’s formal policy for, or commitment to, providing a formal craft skills training program. Interestingly, the contractors, owners and other training professional that participated in the study had the same perception towards the relative importance of workforce development elements.

In relation to this, the growing preference by an increasing percentage of craft professionals is to remain in one geographic location versus traveling for work. At the same time, spousal employment within the industry has grown to above 80%. Together, these factors point to reduced mobility among the craft workforce — a trend that is likely to intensify in coming years.

NCCER is a nonprofit 501(c)(3) edu- cation foundation created in 1996. NCCER exists to build a safe, productive and sustainable workforce of craft professionals by providing universally recognized training, assessment, certification and career development for construction and maintenance craft professionals. Among its workforce development initiatives are Build Your Future at byf.org, Construction Career Pathways, and Hard Hat Heroes.


Source: https://www.bicmagazine.com/

4
Adopt Skills-First Hiring Practices / Skills-First Hiring Practices
« on: March 11, 2023, 03:51:52 PM »
YUPRO Placement Invites Employers to Adopt Skills-First Hiring Practices

BOSTON--(BUSINESS WIRE)--YUPRO Placement, the industry-leading skills-first placement firm, is launching its #skillsfirstjobsnow campaign that brings together an ecosystem of employers, workforce development organizations, and upskilling providers that commit to hiring, training, and elevating traditionally overlooked talent. YUPRO Placement also joins the Tear the Paper Ceiling coalition, along with YUPRO Placement’s parent organization Year Up, Inc., for organizations to remove hiring barriers for talent skilled through alternative routes (STARs), rather than through a bachelor’s degree. This builds a more equitable workforce based on skills, abilities, and competencies instead of degrees, pedigree, and formal qualifications.

Employers are able to fill critical talent vacancies, and talent are placed in career-progressing jobs at higher wages, while benefiting from our lifetime career and wraparound support services, upskilling programs, and professional development offerings.

“Through this campaign, employers commit to skills-first hiring practices with actual hiring goals and can publicly showcase their commitment,” said YUPRO Placement CEO Michelle Sims. “They have access to our National Opportunity Workforce which is comprised of more than 100,000 highly motivated and ready-to-work STARs from our exclusive network of nonprofit training providers. Employers are able to fill critical talent vacancies, and talent are placed in career-progressing jobs at higher wages, while benefiting from our lifetime career and wraparound support services, upskilling programs, and professional development offerings.”

“Year Up’s corporate partners have known for more than 20 years the tremendous value of hiring for skills over degrees,” said Gerald Chertavian, Year Up Founder and CEO. “With this campaign, YUPRO Placement will help employers across the country access a pipeline of skilled, career-ready talent that will take their organizations to the next level.”

Nationwide, companies face both early and mid-career hiring challenges and talent skills gaps to meet business demands. It’s essential that companies find partners that can source nontraditional, skilled talent on demand. YUPRO Placement designs term-time work experiences incorporating upskilling pathways with industry-recognized partners, such as IBM SkillsBuild, Grow with Google, Cisco Academy, Infosec Institute, a part of Cengage Work, and OpenClassrooms, that elevate the earn and learn hiring model so employers can reach untapped talent and assess on-the-job skills before committing to a full-time hire. This evolution of an informal apprenticeship program and hiring STARs for tech, cybersecurity, business and financial operations, HR, and marketing roles is a sustainable skills-based hiring strategy that creates a lasting talent advantage for employers.

“STARs are half of our skilled workforce. If employers don’t have a STARs talent strategy, they only have half a talent strategy,” said Opportunity@Work CEO & Co-Founder Byron Auguste. “Tearing the paper ceiling is about bringing in talent based on skills over degrees and performance over pedigree. This is innovation by inclusion – tapping into all talents and valuing workers' skills by whatever route they gained them.”

When hiring STARs, employers open up job opportunities for over 70 million Americans blocked by the paper ceiling – which includes college degree requirements. This hiring barrier affects 76% of Black Americans and 83% of Latinx Americans that do not hold a four-year degree, but who have built their skills through internships, workforce development training, industry-recognized certifications, bootcamps, on-the-job learning, and community college classes. This approach is crucial for organizations to foster inclusive opportunity and racial equity. It also gives them a competitive advantage because diverse organizations are more likely to financially outperform their peers, thus making investments in recruiting and hiring STARs pivotal to any talent acquisition strategy.

YUPRO Placement invites employers to make a pledge today as a supporter, an ally, a champion, or a visionary. Together we can shatter the talent shortage myth and build better workplaces by leveraging YUPRO Placement’s National Opportunity Workforce and hiring STARs.

To learn more about YUPRO Placement and to take the pledge for skills-first hiring today, visit yupro.com/skillsfirstjobsnow.

About YUPRO Placement

YUPRO Placement is the industry-leading skills-first placement firm bringing together a purposeful workforce ecosystem that champions sourcing, recruiting, retaining, and advancing traditionally overlooked talent. Since 2014, companies of every size and sector have trusted YUPRO Placement as their preferred partner to deliver strategic, skills-based hiring solutions with access to diverse, career-ready talent from an exclusive, nationwide network of mission-aligned nonprofits and upskilling partners. Today’s top employers build diverse and inclusive workplaces with YUPRO Placement while creating pathways to upward economic mobility, because placement with social impact is better business.

About Year Up Inc.

Year Up is a national 501(c)3 workforce development organization committed to ensuring equitable access to economic opportunity, education, and justice for all young adults—no matter their background, income, or zip code. Year Up utilizes a high-expectations, high support model where students learn in-demand technical and professional skills and apply them during a corporate internship. Year Up has served more than 34,000 young adults across 35 campuses since its founding in 2000 and has been voted one of the "Best Nonprofits to Work For" by The NonProfit Times. To learn more, visit http://www.yearup.org, and follow us on LinkedIn, Facebook, Instagram, Twitter and TikTok.

About Opportunity@Work

Opportunity@Work is a 501(c)3 nonprofit organization whose mission is to enable at least 1 million working adults in America to translate their learning into earning – generating a $20 billion boost in annual earnings. Opportunity@Work engages with corporate, philanthropic, and workforce partners to directly address the barriers that STARs face, recognize STARs’ talent, and remove bachelor’s degree screens. Learn more at www.opportunityatwork.org.

Source: https://www.businesswire.com/

5
TVET Center Training Empowers Moroccan Women to Build Skills

Wafaa Mokhlis and her friend standing in front of a TVET Center Building

Like many young women in Morocco, Wafaa Mokhlis starts each day keeping house and tending to her mother. “I usually wake up early and start my day by doing household chores,” said 20-year-old Mokhlis. “Because my mother is not well, I always make sure she has everything she needs.”

In a country where female labor force participation is among the world’s lowest — 21.6 percent, according to the World Bank — many women and girls are destined to domestic life, dependent upon a male breadwinner. But with help from the Millennium Challenge Corporation (MCC)’s $460.5 million Employability and Land Compact with the Government of Morocco, Mokhlis’ destiny doesn’t have to be determined by the economic and social challenges keeping the majority of Moroccan women out of the labor force. 

Mokhlis is an intern at the Specialized Institute of Building (SIB) in Casablanca, one of 15 Technical and Vocational Education and Training (TVET) centers created, extended, or rehabilitated by MCA-Morocco with the $100 million Charaka Fund. MCC financed the Charaka Fund through its $460.5 million Compact II investment to aid the Moroccan Government’s employability and land reforms. The Government of Morocco committed at least $67.5 million in support of MCC’s investments. 

“I am proud to have been able to study in the field of Civil Engineering which has always been dominated by men,” Mokhlis said. “Many young women like me, who were drawn to certain construction sectors such as painting and fitting-finishing, are more than ever determined to conquer other construction sectors, especially those considered too rough for women.”

Government reforms have made it possible for more Moroccan women to engage in political, economic, and educational systems that will advance their status and ultimately enable them to contribute to a more robust economy. In 1993, Morocco ratified the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW), which is the most important human rights treaty for women. It was adopted by the United Nations in 1979 and States that ratify the Convention are legally obliged to:

Eliminate all forms of discrimination against women in all areas of life;
Ensure women’s full development and advancement in order that they can exercise and enjoy their human rights and fundamental freedoms in the same way as men;
Allow the CEDAW Committee to scrutinize their efforts to implement the treaty by reporting to the body at regular intervals.
Following the ratification of CEDAW in 2004, King Mohammed VI changed the Moroccan family code, increasing legal equality for women. In 2002, the government of Morocco reserved a national quota of 30 legislative seats for women. The quota increased to 60 reserved seats in 2011. Legal reforms also raised the minimum age for marriage to 18, addressed gender equity issues in the education sector and in trade unions, restricted polygamy, and improved a woman’s rights in divorce cases. 

However, until social change aligns with these legal reforms, research indicates that it will be difficult to optimize results. Morocco’s economic parity ranking remains among the world’s lowest. According to the World Economic Forum’s Global Gender Gap Report 2022, Morocco’s global gender gap ranking is 136 out of 146 countries. 

The Charaka Fund’s TVET programs are helping empower young Moroccan women to pursue work outside the home. Once Mokhlis completes her household responsibilities, she boards a crowded bus and takes an hour-long ride to the SIB. She passes construction sites along the way and imagines herself in a hardhat and coveralls, supervising the building crews. “I note the smallest gestures of people who work on construction sites every morning, telling myself that I will be like them one day and I will be able to participate in the construction of new buildings, and, above all, contribute to the construction of a better living environment for my family,” Mokhlis said.

TVET Centers help young women like Wafaa build the professional skills needed to enter the competitive job market


The goal of TVET centers is to produce trainees with relevant, in-demand skills, that meet industry needs and ultimately spur private sector growth. The 15 Moroccan TVET centers work with the private sector to develop relevant, high–quality certification training and curricula related to a wide range of careers. A lack of trained workers is one of the major factors constraining economic growth in Morocco, and women are an underutilized resource that could help the economy reach its full potential. According to a 2021 United Nations WIDER Policy Brief, a 25 percent reduction in Morocco’s gender gap would increase the country’s GDP by 7-12 percent.

MCC’s TVET centers, like the SIB where Mokhlis studies civil engineering, aim to provide trainees, particularly women and disenfranchised youth, with job skills that will increase employability, while improving their incomes. It’s a life changing opportunity for Mokhlis who receives tuition-free, hands-on training with skilled instructors and has access to new classroom spaces equipped with high-tech learning materials and tools. “I feel lucky and proud to benefit from a brand-new motivating training program that has been offered to us thanks to the fruitful cooperation between my country and the United States,” she said.

MCC is proud to partner with countries like Morocco, where MCC’s investments total over $1.1 billion. Countries with well-educated populations have higher productivity, as education is foundational to nurturing responsive, competitive, and thriving economies. Students like Wafaa Mokhlis are Morocco’s future – and that future is looking bright.

Source: https://www.mcc.gov/

6
Technical and Vocational Education and Training (TVET) Market Share, Regional Demand 2023 | Emerging Trends and Opportunities for Industry Growth till 2028

Report Summary: The global Technical and Vocational Education and Training (TVET) market size was valued at USD 669843.72 million in 2022 and is expected to expand at a CAGR of 10.13% during the forecast period, reaching USD 1195336.94 million by 2028.

The "Technical and Vocational Education and Training (TVET) Market" Research Report Forecast 2023-2028 is a comprehensive analysis that examines the revenue streams, growth patterns, and industry size and share across all geographic regions. The (103 Pages) report provides insights into ongoing and future opportunities, demand status, business development plans, and current and future prospects for industry segments and sub-segments.

With a focus on providing accurate data on gross margin, profit and loss, manufacturing cost structure, and the latest technologies. The Technical and Vocational Education and Training (TVET) Market Report aims to highlight new product launches over the forecast period. This report offers valuable insights into the Technical and Vocational Education and Training (TVET) market, helping businesses make informed decisions about their strategies and operations.

Report Overview:

The global Technical and Vocational Education and Training (TVET) market size was valued at USD 669843.72 million in 2022 and is expected to expand at a CAGR of 10.13% during the forecast period, reaching USD 1195336.94 million by 2028.

‘Technical and vocational education and training’ (TVET) is understood as comprising education, training and skills development relating to a wide range of occupational fields, production, services and livelihoods. TVET, as part of lifelong learning, can take place at secondary, post-secondary and tertiary levels and includes work-based learning and continuing training and professional development which may lead to qualifications. TVET also includes a wide range of skills development opportunities attuned to national and local contexts. Learning to learn, the development of literacy and numeracy skills, transversal skills and citizenship skills are integral components of TVET. This report calculates the income of educational institutions providing technical and vocational education and training.

The report combines extensive quantitative analysis and exhaustive qualitative analysis, ranges from a macro overview of the total market size, industry chain, and market dynamics to micro details of segment markets by type, application and region, and, as a result, provides a holistic view of, as well as a deep insight into the Technical and Vocational Education and Training (TVET) market covering all its essential aspects.

For the competitive landscape, the report also introduces players in the industry from the perspective of the market share, concentration ratio, etc., and describes the leading companies in detail, with which the readers can get a better idea of their competitors and acquire an in-depth understanding of the competitive situation. Further, mergers and acquisitions, emerging market trends, the impact of COVID-19, and regional conflicts will all be considered.

In a nutshell, this report is a must-read for industry players, investors, researchers, consultants, business strategists, and all those who have any kind of stake or are planning to foray into the market in any manner.

Technical and Vocational Education and Training (TVET) Market Dynamics and Future Analytics:

The research thoroughly examines the scope of the Technical and Vocational Education and Training (TVET) market, including the intermediaries' market, raw material market, and substitute market, to provide a comprehensive understanding of the market's outlook. To ensure the most accurate projections for the Technical and Vocational Education and Training (TVET) market, the report incorporates geopolitical analysis, demographic analysis, and Porter's Five Forces analysis. These evaluations are carefully considered to determine the most promising market projections.

Who are some of the key players operating in the Technical and Vocational Education and Training (TVET) market and how high is the competition in 2023?

  • Wagons Learning
    SGS
    ExecuTrain
    Opus Kinetic
    IDC Training House Sdn Bhd
    Foster and Bridge Indonesia
    Astra Manufacturing Polytechnics
    Training Vision Institute (TVI)
    BSI
    New Horizo​​ns
    IPDC Training Institute
    China East Education Holdings Limited
    NTUC LearningHub
    TEDU
    TasTAFE
    City and Guilds Group
    PT Tranceformasi Indonesia Kreatif
    GP Strategies Corporation
    Dcolearning

This report centers on the size of the Technical and Vocational Education and Training (TVET) market, as well as its segments, which primarily include product type, application, and geography. The report also examines the competitive landscape, recent status, and development trends. Additionally, the report provides a detailed analysis of costs, the supply chain, and technological advancements, which can improve the product's performance and increase its use in downstream applications. Understanding consumer behavior and market dynamics, such as drivers, restraints, and opportunities, provides crucial information for comprehending the Technical and Vocational Education and Training (TVET) market.

The Technical and Vocational Education and Training (TVET) market from 2018 to 2028 is primarily split into:

  • Technical
    Non-Technical
The Technical and Vocational Education and Training (TVET) market from 2018 to 2028 covers:

  • Healthcare
    Hospitality
    IT
    Advanced Manufacturing
    Engineering
    Logistics and Transportation
    Other Applications
Geographically, the report includes research on production, consumption, revenue, market share, and growth rate, and forecast (2028 -2028) of the following regions:

  • United States
    Europe (Germany, UK, France, Italy, Spain, Russia, Poland)
    China
    Japan
    India
    Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)
    Latin America (Brazil, Mexico, Colombia)
    Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)
    Other Regions.

Technical and Vocational Education and Training (TVET) Market Research Scope

  • Global Technical and Vocational Education and Training (TVET) market size and growth projections (CAGR), 2023-2028
    COVID impact on the Technical and Vocational Education and Training (TVET) industry with future scenarios
    Technical and Vocational Education and Training (TVET) market size, share, and outlook across 5 regions and 16 countries, 2023-2028
    Technical and Vocational Education and Training (TVET) market size, CAGR, and Market Share of key products, applications, and end-user verticals, 2023-2028
    Short and long-term Technical and Vocational Education and Training (TVET) market trends, drivers, restraints, and opportunities
    Porter's Five forces analysis, Technological developments in the Technical and Vocational Education and Training (TVET) market, Technical and Vocational Education and Training (TVET) supply chain analysis
    Technical and Vocational Education and Training (TVET) trade analysis, Technical and Vocational Education and Training (TVET) market price analysis, Technical and Vocational Education and Training (TVET) supply/demand
    Profiles of Top leading companies in the industry-overview, key strategies, financials, and products
    Latest Technical and Vocational Education and Training (TVET) market news and developments analysis

Some of the key questions answered in this report:

  • What can we estimate about the anticipated growth rates and also the global Technical and Vocational Education and Training (TVET) industry size by 2028?
    What will happen in the coming existing and emerging markets?
    Which are the five top players of the Technical and Vocational Education and Training (TVET) market?
    How will the Technical and Vocational Education and Training (TVET) market change in the upcoming years?
    Which product and application will take a share of the Technical and Vocational Education and Training (TVET) market?
    What will be the CAGR and size of the Technical and Vocational Education and Training (TVET) market throughout the forecast period?
    What are the market opportunities and challenges faced by the key vendors?
    Who are the major competitors and what is their strategy?
    What are the barriers to entry for new players in the market?
    What would be the upcoming Technical and Vocational Education and Training (TVET) market behavior forecast with trends, challenges, and drivers for development?
    What industry opportunities and dangers are faced by vendors in the market?
    Which would be Technical and Vocational Education and Training (TVET) industry opportunities and challenges faced with most vendors in the market?
    What will be the outcomes of this market SWOT five forces analysis?

Detailed TOC of Technical and Vocational Education and Training (TVET) Market Research Report 2023 - Market Size, Current Insights, and Development Trends:

1 Technical and Vocational Education and Training (TVET) Market Overview
1.1 Product Overview and Scope of Technical and Vocational Education and Training (TVET) Market
1.2 Technical and Vocational Education and Training (TVET) Market Segment by Type
1.2.1 Global Technical and Vocational Education and Training (TVET) Market Sales Volume and CAGR (%) Comparison by Type (2018-2028)
1.3 Global Technical and Vocational Education and Training (TVET) Market Segment by Application
1.3.1 Technical and Vocational Education and Training (TVET) Market Consumption (Sales Volume) Comparison by Application (2018-2028)
1.4 Global Technical and Vocational Education and Training (TVET) Market, Region Wise (2018-2028)
1.5 Global Market Size of Technical and Vocational Education and Training (TVET) (2018-2028)
1.5.1 Global Technical and Vocational Education and Training (TVET) Market Revenue Status and Outlook (2018-2028)
1.5.2 Global Technical and Vocational Education and Training (TVET) Market Sales Volume Status and Outlook (2018-2028)
1.6 Global Macroeconomic Analysis
1.7 The impact of the Russia-Ukraine war on the Technical and Vocational Education and Training (TVET) Market

2 Industry Outlook
2.1 Technical and Vocational Education and Training (TVET) Industry Technology Status and Trends
2.2 Industry Entry Barriers
2.2.1 Analysis of Financial Barriers
2.2.2 Analysis of Technical Barriers
2.2.3 Analysis of Talent Barriers
2.2.4 Analysis of Brand Barrier
2.3 Technical and Vocational Education and Training (TVET) Market Drivers Analysis
2.4 Technical and Vocational Education and Training (TVET) Market Challenges Analysis
2.5 Emerging Market Trends
2.6 Consumer Preference Analysis
2.7 Technical and Vocational Education and Training (TVET) Industry Development Trends under COVID-19 Outbreak

3 Global Technical and Vocational Education and Training (TVET) Market Landscape by Player
3.1 Global Technical and Vocational Education and Training (TVET) Sales Volume and Share by Player (2018-2023)
3.2 Global Technical and Vocational Education and Training (TVET) Revenue and Market Share by Player (2018-2023)
3.3 Global Technical and Vocational Education and Training (TVET) Average Price by Player (2018-2023)
3.4 Global Technical and Vocational Education and Training (TVET) Gross Margin by Player (2018-2023)
3.5 Technical and Vocational Education and Training (TVET) Market Competitive Situation and Trends
3.5.1 Technical and Vocational Education and Training (TVET) Market Concentration Rate
3.5.2 Technical and Vocational Education and Training (TVET) Market Share of Top 3 and Top 6 Players
3.5.3 Mergers and Acquisitions, Expansion

4 Global Technical and Vocational Education and Training (TVET) Sales Volume and Revenue Region Wise (2018-2023)
4.1 Global Technical and Vocational Education and Training (TVET) Sales Volume and Market Share, Region Wise (2018-2023)
4.2 Global Technical and Vocational Education and Training (TVET) Revenue and Market Share, Region Wise (2018-2023)
4.3 Global Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.4 United States Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.5 Europe Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.6 China Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.7 Japan Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.8 India Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.9 Southeast Asia Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.10 Latin America Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)
4.11 Middle East and Africa Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price and Gross Margin (2018-2023)

5 Global Technical and Vocational Education and Training (TVET) Sales Volume, Revenue, Price Trend by Type
5.1 Global Technical and Vocational Education and Training (TVET) Sales Volume and Market Share by Type (2018-2023)
5.2 Global Technical and Vocational Education and Training (TVET) Revenue and Market Share by Type (2018-2023)
5.3 Global Technical and Vocational Education and Training (TVET) Price by Type (2018-2023)
5.4 Global Technical and Vocational Education and Training (TVET) Sales Volume, Revenue and Growth Rate by Type (2018-2023)

6 Global Technical and Vocational Education and Training (TVET) Market Analysis by Application
6.1 Global Technical and Vocational Education and Training (TVET) Consumption and Market Share by Application (2018-2023)
6.2 Global Technical and Vocational Education and Training (TVET) Consumption Revenue and Market Share by Application (2018-2023)
6.3 Global Technical and Vocational Education and Training (TVET) Consumption and Growth Rate by Application (2018-2023)

7 Global Technical and Vocational Education and Training (TVET) Market Forecast (2023-2028)
7.1 Global Technical and Vocational Education and Training (TVET) Sales Volume, Revenue Forecast (2023-2028)
7.1.1 Global Technical and Vocational Education and Training (TVET) Sales Volume and Growth Rate Forecast (2023-2028)
7.1.2 Global Technical and Vocational Education and Training (TVET) Revenue and Growth Rate Forecast (2023-2028)
7.1.3 Global Technical and Vocational Education and Training (TVET) Price and Trend Forecast (2023-2028)
7.2 Global Technical and Vocational Education and Training (TVET) Sales Volume and Revenue Forecast, Region Wise (2023-2028)
7.3 Global Technical and Vocational Education and Training (TVET) Sales Volume, Revenue and Price Forecast by Type (2023-2028)
7.4 Global Technical and Vocational Education and Training (TVET) Consumption Forecast by Application (2023-2028)
7.5 Technical and Vocational Education and Training (TVET) Market Forecast Under COVID-19


Source: https://www.digitaljournal.com/



7
Professional Tech Sales Training / Professional Tech Sales Training
« on: March 11, 2023, 01:20:49 PM »
USU Extension partners to offer free professional tech sales training

LOGAN – MarketStar and Utah State University Extension have announced a new free certification course for technology sales professionals. The 45-hour Certified Tech Sales Professional course will be ideal for professionals who live in rural areas, as it allows for remote work, and guarantees participants an interview with MarketStar after completing the training course. The partnership is made possible by the Utah Works Grant through the Utah System of Higher Education’s Talent Ready Utah.

According to Paul Hill, USU Extension professor, these positions are well-paying, and the opportunity to work remotely can bring higher incomes and a greater quality of life for individuals and families in rural communities, which in turn stimulates economic growth and diversity.

Registration for the program is limited to 20 people per month, with a goal of having 200 program participants over the two-year project. Ken White, USU Extension vice president, expressed his excitement for the partnership with MarketStar and the opportunities it will create for economic diversity and financial mobility in rural Utah communities.

MarketStar will hire for an estimated 1,000 positions in 2023-24 across all tech sales, tech enablement, and support roles. Justin Nalder, executive vice president of corporate operations for MarketStar, said that the new certificate program will connect talented people from Utah’s rural communities to high-demand sales skill training, and then to some of the most interesting and contemporary brands in technology.

The $500,000 Utah Works Grant funded the program, and is awarded through Talent Ready Utah, which works closely with industry and education to develop workforce development solutions to build Utah’s talent pool by providing increased access to career and educational opportunities in high-growth industry sectors that result in career placements. Vic Hockett, director of Talent Ready Utah, expressed his excitement for the expert-designed training offered by USU Extension to directly fill tech occupations.

To register for the Certified Tech Sales Professional course, interested individuals can visit http://remoteworkcertificate.com/sales. With registration limited to only 20 people per month, those interested in the program should act quickly to secure their spot in the course.


Source: www.cachevalleydaily.com

8
Extension offers new comprehensive training for early childhood educators

‘Spiral Up’ provides a career pathway for child care professionals

Current and future child care workers now have access to a comprehensive training and coaching program that prepares them for their job and provides the education needed to increase their career opportunities. University of Nevada, Reno Extension recently introduced “Spiral Up,” a program that aims to elevate the child care profession and support individuals in receiving the tools needed to provide high-quality early childhood care and education to the youngest population in the state.

Offered at no cost, the Spiral Up Academy is a seven-week program designed to set new child care professionals up for success as they begin their career. It consists of weekly virtual trainings, individual coaching and independent online trainings. At the conclusion of their participation, individuals will have completed all the initial State of Nevada Child Care Licensing required trainings that workers in the field must complete within the first 120 days of their employment, with the exception of CPR and first aid. They also receive 14 hours of additional training that is not mandated, but will help improve their skillset as they begin work in the early childhood education field.

Extension’s Spiral Up Academy is open to early child care educators working with children 0-5 years. The academy is offered five times a year, with its next session beginning on March 14. Currently, in order to enroll, a newly hired employee must be referred from a licensed child care center director or administrator.

“We condense trainings into a seven-week training period and closely support those new hires as they complete the required training they need in their first 120 days,” Cathy Peshlakai, Extension early childhood education senior coordinator, said. “But the biggest difference between our program and others is the coaching component.”

Each week, individuals spend 30 minutes with a coach discussing the training topic and setting goals for improving practices in the early childhood classroom.

“Having an early childhood coach and setting aside the time to discuss action planning helps teachers to acquire, enhance or refine specific teaching skills,” Peshlakai said. “We’re combining education with support to help individuals as they begin their career. We build relationships with new hires to help them feel like they are a part of a community.”

In addition to providing training for new professionals, the program provides support to center directors by ensuring their new hires complete the required training in their first 120 days and removing some of the administrative burden of tracking their progress. Previously, it was up to the directors to track and help new hires navigate and find classes. With the introduction of Spiral Up, that work has been done both for the director and the new hire.

“The Spiral Up Academy has been an incredibly valuable asset to me as a director,” Chelsie Shurtleff, director at University United Methodist Child Development Center, said. “I have had four new employees go through the program, and the support and resources they get from Spiral Up is amazing. The instructors go above and beyond to help them complete all the initial training hours and give them the tools they need to be effective teachers in the early childhood education setting.”

Since the program launched in August 2022, more than 60 individuals have enrolled. It is currently in its third session since its inception.

Once professionals complete their initial training, Extension offers continued workforce training to keep them on track for meeting annual job training requirements. Workforce training topics include Best Practices for Intentional Teaching, Targeted Social Emotional Supports in Early Childhood and Building Nurturing Responsive Relationships, to name a few.

Source: [urlwww.unr.edu[/url]

9
Learning and Development / Learning And Development
« on: March 11, 2023, 12:38:14 PM »
Many companies that invest in corporate learning find it shows care and significantly increases team efficiency while enhancing retention, employee engagement and eNPS. Our fast-paced world offers multiple learning opportunities, so when considering a learning and development strategy, providing your employees with high-engagement tools is crucial. As a disclosure, my company Headway EdTech is one provider of such corporate learning solutions.

I've observed many advances in this space during my time as Strategic Management Expert, B2B & Partnerships Director at Headway EdTech. In this article, I'd like to share the key L&D trends we are seeing in 2023.

1. Bite-Sized Learning
Your central goal should be to transform learning into a daily habit for each employee in your organization. Irregular efforts won't bring significant progress. The solution is to ensure that the L&D opportunities you offer fit your team's busy schedule and are not considered overhead. Bite-sized content formats allow you to focus and digest content efficiently since they're in small chunks of information. Regular learning sessions that last up to 20 minutes work best in the fast-paced world of work.

2. A Personalized Approach
On-demand courses tailored to employees' needs and preferences are the best way to motivate them to dedicate time to professional development. Corporate learning should also correspond to employees’ work and growth needs.

A personalized approach to L&D contributes to skill-based management. This route enables employees to receive relevant training and realize their full potential based on skills and ambitions rather than their current role in the company. This promotes higher engagement and retention, as well as faster application of new skills and knowledge. This can prove crucial to a company's workforce productivity.

Meanwhile, a recent in-app survey by my own company Headway covering over one million users, shows that people from the U.S., the U.K. and Australia share this as a top self-development goal—to be more productive.

3. Soft Skills Sharpening
A recent study by Deloitte shows that soft skill-intensive jobs are projected to grow 2.5 times faster than other positions and comprise 63% of all jobs by 2030. As we can see, for the company's success, it is essential to boost not just job-specific hard skills but also the team's soft skills.

Soft skills determine how effectively employees interact with each other, their level of trust at work and how successfully the workforce will maintain efficient external interaction with partners, clients, etc. Soft skills corporate training can manifest in better problem-solving and efficiency, enhanced critical thinking and negotiations, not to mention boosted leadership.

4. Learning On The Go
There are two reasons companies are choosing to create learning on-the-go opportunities for their employees.

• In our fast-paced world, people rarely have the chance to devote several hours a day to studying.

• People never part with their mobile phones for a second.

That is why mobile learning is proving a valuable medium for corporate courses, as it enhances engagement. Mobile delivery allows you to gain knowledge anytime and anywhere. An employee may very well, for example, listen to a lecture during a short 20-minute break at work or commute home.

For companies choosing to leverage mobile learning, it is also essential to keep a cross-platform approach. The ability to switch between various devices—laptops, tablets and mobile phones—ensures flexibility while increasing employee engagement and productivity.

5. Gamification
Gamification is a final crucial trend we are seeing in L&D. Game mechanics motivate us to finish assignments—they also often show a higher success rate due to the fact that the best learning happens when the process is easy and fun.

Another advantage of gamification is its allowance for experimenting with different formats to help retain information, as learners might engage in challenges, streaks, visual explainers and more. This carries the added advantage of being able to meet the needs of different types of learners, whether audial or visual.

Today, an effective L&D initiative must sway all stakeholders.

Leveraging the latest in L&D trends and advances has the power to provide the fresh learning needed to meet employees where they are—and transform the modern workplace environment. I hope this article provides some valuable takeaways for leaders seeking to get the most out of the latest advancements and trends in L&D.

Source: www.forbes.com

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