The Greeks had Homer. The geeks had Stan Lee. He will be missed, but we will always have the heroes he made, both on the page and in the real world.
When Western companies moved manufacturing to China, it was all about minimizing costs. China was a developing country with labor costs among the lowest in the world. It also offered massive subsidies and readily turned a blind eye to labor abuse and environmental degradation.
The workforce is rapidly changing into something unfamiliar to most manufacturers, but that doesn't mean you can't take action to attract the right talent.
The American workforce is changing. As of 2015 the millennial generation (who the U.S. Census Bureau defines as anyone born between 1981-1996) has overtaken baby boomers (born between 1946-1964) to be the largest generation of the American population.
If the manufacturing sector hopes to sustain its growth in the coming decade, it must come together to address three critical workforce challenges.
A new survey shows employees ages 18 to 34 said better perks (47%) would help their motivation most at the office, followed by more challenging work (38%).
You may have heard of the fourth Industrial Revolution, but what exactly is it? It's definitely a topic that has been talked about over the past few years but gained even more prominence after it became a focal point of conversation at the recent World Economic Forum. The first Industrial Revolution was characterized by steam and water. The second Industrial Revolution was the introduction of electricity to mass produce things. The third is characterized by the internet, communication technologies, and the digitalization of everything. The fourth Industrial Revolution is the concept of blurring the real world with the technological world.
The President wants to stimulate at least $1.5 trillion in new investment, shorten project permitting time to two years, invest in rural projects and improve worker training — but approval faces an uphill path.
In an era marked by rapid advances in automation and artificial intelligence, new research assesses the jobs lost and jobs gained under different scenarios through 2030.
The technology-driven world in which we live is a world filled with promise but also challenges. Cars that drive themselves, machines that read X-rays, and algorithms that respond to customer-service inquiries are all manifestations of powerful new forms of automation. Yet even as these technologies increase productivity and improve our lives, their use will substitute for some work activities humans currently perform—a development that has sparked much public concern.
Building on January 2017 report on automation, McKinsey Global Institute’s latest report, Jobs lost, jobs gained: Workforce transitions in a time of automation (PDF–5MB), assesses the number and types of jobs that might be created under different scenarios through 2030 and compares that to the jobs that could be lost to automation.
The results reveal a rich mosaic of potential shifts in occupations in the years ahead, with important implications for workforce skills and wages. Our key finding is that while there may be enough work to maintain full employment to 2030 under most scenarios, the transitions will be very challenging—matching or even exceeding the scale of shifts out of agriculture and manufacturing we have seen in the past.