Are where businesses have difficulty finding suitably skilled individuals from the potential pool of available recruits or talent pool at the going rate of pay and working conditions. They can be broadly defined in terms of an inadequate supply of workers in high-demand occupations and/or inadequate supply of skills required to perform the tasks associated to such occupations.
Published in Chapter:
Transforming the Productivity of People in the Built Environment: Emergence of a Digital Competency Management Ecosystem
Jason Underwood (University of Salford, UK),
Mark Shelbourn (Birmingham City University, UK), Debbie Carlton (Dynamic Knowledge, UK), Gang Zhao (Intelartes, UK), Martin Simpson (Digital BE Ltd., UK), Gulnaz Aksenova (University College London, UK), and Sajedeh Mollasalehi (University of Salford, UK)
Copyright: © 2021
|Pages: 37
DOI: 10.4018/978-1-7998-6600-8.ch017
Abstract
This chapter explores how we create and support a digitally enabled, agile, competent, and ultimately, productive workforce and determines the key research questions that need to be addressed if Digital Built Britain (DBB) is to provide return on investment and succeed as the catalyst for evolving the manner in which we conceive, plan, design, construct, operate, and interact with the built environment. The proposed vision is a digital competency management ecosystem where interdependent stakeholders are incentivised to work together in coopetition to create, capture, infer, interpret, specify, integrate, accredit, apply, use, monitor, and evolve competence as a working (data) asset. This needs to be in a consistent, objective, explicit, and scalable manner, with end2end transparency and traceability for all stakeholders that overcome the challenges of competency management. Moreover, a core element must be an ecosystem organised around digital infrastructure of competency frameworks and other knowledge sources of competence, so that competency frameworks are in digital operation and dynamic context.