illed to be able to provide on-the-job training to unskilled workers in a time of technical advancement. Leadership training included research on variables like self-efficacy, training techniques, and behavioral role modeling. Emphasis also included international environments, emotional and cognitive issues, and value sets (Cameron, Jorgenson, Kawecki, 1993; Goldstein & Gilliam, 1990).
Predictions for the year 2020 also stated that the work force would continue to include an increase in female and older workers (Barton, 1991; Stodghill, 1997). An expected increase in need for college trained and technically skilled employees was also forecasted. However, emphasis regarding the expected increase of less educated, diverse unskilled workers in 2000 was changed to a predicted increase of educated workers in 2020 (Cameron, Jorgenson, Kawecki, 1993; Minehan, 1997).
Another major difference between forecasts includes the focus on training and managerial leadership. Workforce 2000 was stated as needing increases in manager training (Goldstein & Gilliam, 1990). Workforce 2020 predicts a need for trained workers and the elimination of managers. People will be working more independently in a partnership capacity. Executives will have less control and need to become precise and clear in their communication. Emphasis will be more on individual responsibility for continued education and training as well as career development (Verespej, 1995).
The Hudson Institute's report, called Workforce 2020, predicted a worsening shortage of skilled labor, which would force companies to seek overseas help. Evidence suggests that this is incorrect since fewer and fewer people retire these days and baby boomers will not be retiring early. However, the labor force will grow in number, more will be highly educated, market forces will guide people toward high-skilled jobs with higher wages, and employers will need to ensure an adequate supply ...