I didn't say education is bullshit. There is no
jobskills gap, asshat. None. You continuously perpetuate this myth which is one of the most harmful lies to have come about.
Remember this?
The 'Skills Gap' Myth | The Progressive
It's an opinion piece. Notice no mention of automation anywhere in the article. And if China and Mexico are losing jobs, then where are they going? I'm a progressive and I know bullshit when I read it. Even if someone ignorantly labels busllshit progressive, it's still bullshit.
When farmers moved into cities at the beginning of the industrial revolution, was there a skills gap then? Of course there was. Now that we have robots and programming, of course we have a skills gap now. You don't just know how to program a CNC machine. And now most have 3d capabilities. It takes practice, study and experience.
All those employers looking for qualified workers and you say there is no jobskills gap. What do you do for a living? Eat candy? Even begging takes skills. Funny, the same skills Donald Trump has. Getting other people's money.
That's right, no mention of automation anywhere in the article. What does that tell you? Automation does not play the part you wish it did. Sure there will be an impact by automation but not at the level you are trying to hide behind. How the **** do you manage to sleep at night or look in the mirror?
Let me introduce you to this:
O-1 Visa: Individuals with Extraordinary Ability or Achievement
A phony STEM shortage and the scandal of engineering visas -- how American jobs get outsourced
https://thinkprogress.org/clinton-c...high-skill-visas-6260d388751f?gi=4a011763eec1
http://www.sciencemag.org/careers/2016/03/displaced-american-stem-workers-spur-senate-hearing
Outsourcing the law to India | Need to Know | PBS
TD Bank to outsource 35 Lewiston jobs - The Portland Press Herald / Maine Sunday Telegram
The Hidden Dangers of Outsourcing Radiology
University of California hires India-based IT outsourcer, lays off tech workers
outsourcing Search Results
The North American Free Trade Agreement (NATFA) was the door through which American workers were shoved into the neoliberal global labor market.
By establishing the principle that U.S. corporations could relocate production elsewhere and sell back into the United States, NAFTA undercut the bargaining power of American workers, which had driven the expansion of the middle class since the end of World War II. The result has been 20 years of stagnant wages and the upward redistribution of income, wealth and political power.
NAFTA affected U.S. workers in four principal ways. First, it caused the loss of some 700,000 jobs as production moved to Mexico. Most of these losses came in California, Texas, Michigan, and other states where manufacturing is concentrated. To be sure, there were some job gains along the border in service and retail sectors resulting from increased trucking activity, but these gains are small in relation to the loses, and are in lower paying occupations. The vast majority of workers who lost jobs from NAFTA suffered a permanent loss of income.
Second, NAFTA strengthened the ability of U.S. employers to force workers to accept lower wages and benefits. As soon as NAFTA became law, corporate managers began telling their workers that their companies intended to move to Mexico unless the workers lowered the cost of their labor. In the midst of collective bargaining negotiations with unions, some companies would even start loading machinery into trucks that they said were bound for Mexico. The same threats were used to fight union organizing efforts. The message was: “If you vote in a union, we will move south of the border.” With NAFTA, corporations also could more easily blackmail local governments into giving them tax reductions and other subsidies.
Third, the destructive effect of NAFTA on the Mexican agricultural and small business sectors dislocated several million Mexican workers and their families, and was a major cause in the dramatic increase in undocumented workers flowing into the U.S. labor market. This put further downward pressure on U.S. wages, especially in the already lower paying market for less skilled labor.
Fourth, and ultimately most important, NAFTA was the template for rules of the emerging global economy, in which the benefits would flow to capital and the costs to labor. The U.S. governing class—in alliance with the financial elites of its trading partners—applied NAFTA’s principles to the World Trade Organization, to the policies of the World Bank and IMF, and to the deal under which employers of China’s huge supply of low-wage workers were allowed access to U.S. markets in exchange for allowing American multinational corporations the right to invest there.
NAFTA’s Impact on U.S. Workers
I am a liberal. I recognize bullshit when I read it especially if it's being spewed from an alleged liberal. There is no job skills gap. None. You are a neoliberal asshole.
You aren't a liberal. You are a ******* idiot. I don't even need to go look anything up to slap the shit out of you. Assembly line automation didn't just spring up. It replaced blue collar jobs. A person loading 6 to a box today will be unemployed tomarrow. Believe it!
You're disgusting filth. A neoliberal little *****. Nothing more. You demonstrate this every time you post.
And you have to be one of the most ignorant assholes ever to post here. This is what you said:
There is no job skills gap.
One of the problems with dumbfucks is even when something is obvious, they just don't get it. And probably never will.
Here is an article bursting with "common sense". Let's cherry pick, shall we?
Employers Aren’t Just Whining – the “Skills Gap” Is Real
But the idea of a “skills gap” as identified in this and other surveys has been widely criticized. Peter Cappelli
asks whether these studies are just a sign of “employer whining;” Paul Krugman
calls the skills gap a “zombie idea” that “that should have been killed by evidence, but refuses to die.” The New York Times
asserts that it is “mostly a corporate fiction, based in part on self-interest and a misreading of government data.”
Really? A worldwide scheme by thousands of business managers to manipulate public opinion seems far-fetched. Perhaps the simpler explanation is the better one: many employers might actually have difficulty hiring skilled workers. The critics cite economic evidence to argue that there are no major shortages of skilled workers.
Nevertheless, employers still have real difficulties hiring workers with the skills to deal with new technologies.
Technology doesn’t make all workers’ skills more valuable; some skills become valuable, but others go obsolete. Wages should only go up for those particular groups of workers who have highly demanded skills. Some economists
observe wages in major occupational groups or by
state or metropolitan area to conclude that there are no major skill shortages. But these broad categories don’t correspond to worker skills either, so this evidence is also not compelling.
The wages of the top 10% of designers
have risen strongly; the wages of the average designer have not. There is a shortage of skilled designers but it can only be seen in the wages of those designers who have managed to master new technologies.
Although it is difficult for workers and employers to develop these new skills, this difficulty creates opportunity. Those workers who acquire the latest skills earn good pay; those employers who hire the right workers and train them well can realize the competitive advantages that come with new technologies.
-----------------------------------
There are a couple of different messages here even a dumbshit could get.
There are jobs that are derived from new technology and people aren't doing those jobs because they can't find anyone with the skill set.
Then there are jobs that exist, but while there are a lot of people who may be able to do the job, there are only a few who can do the job in a really competitive manner because only a few have bothered to spend the extra time to become top tier in their field learning upgrades in newly developed technology that supports their industry.
Regardless of the situation, they all have one thing in common. EDUCATION. Not all education happens at a college or a university. No one is saying that. That means you may need to go elsewhere to get the education you need to earn the type of salary you believe you deserve.
But whether education comes from a college, a technical school, a university or an apprenticeship or even self taught, it's still education.
Meet the people you acquired your information from:
Richard Buchman
A seasoned corporate lawyer and executive with deep in-house experience with public company issues, Richard has valuable strategic and leadership experience and is recognized for his work on corporate governance and disclosure. He previously served as Partner and Associate General Counsel for Accenture plc, a $28 billion consulting, technology services and outsourcing company. Earlier in his career, Richard worked for investment firm D. E. Shaw & Company in New York, and as general counsel of its portfolio company, Juno Online Services. He also served as senior corporate counsel for global travel company Orbitz and as an independent legal consultant.
Richard was invited to the Listed Company Advisory Board of the New York Stock Exchange in April 2015, and joined the Board of Trustees of the Milwaukee Art Museum in December 2014. He earned an AB degree from the Woodrow Wilson School of Public and International Affairs at Princeton University and a JD from Columbia Law School. Married with two daughters, Richard lives in the Milwaukee area.
Richard Buchband
Jonas Prising was named ManpowerGroup Chairman in December of 2015 and Chief Executive Officer (CEO) in May of 2014. He leads all aspects of ManpowerGroup’s $20 billion business in 80 countries and territories worldwide. Prior to being elected CEO, Prising served as ManpowerGroup President from 2012 to 2014, leading the company’s operations in the Americas and Southern Europe, and overseeing the global Right Management and ManpowerGroup Solutions businesses. Prising joined ManpowerGroup in 1999 and has also served as managing director of Manpower Italy; director of Manpower Global Accounts — Europe, Middle East and Africa; President of North America; and President of the Americas.
A recognized expert on the labor market and world of work trends, Prising regularly speaks at conferences and summits around the world. He actively engages in the World Economic Forum annual and regional meetings and frequently provides commentary on jobs and employment trends for national and global media.
Before joining the company, Prising worked for Electrolux, a Swedish multinational. During his 10-year tenure with Electrolux, he held various international positions within the consumer goods and business-to-business divisions, including regional manager for Asia Pacific, managing director of Sales Companies in France and the United Kingdom, and finally head of Global Sales and Marketing for one of its business-to-business divisions.
Prising is passionate about preparing the workforce of tomorrow. He is Vice Chairman of Junior Achievement (JA) Worldwide and is a former Chairman of the Board and a current board member of Junior Achievement (JA) USA. In addition, he serves as a co-chair of Innovation in Milwaukee, an organization focused on supporting entrepreneurial leadership, and is a member of the board of directors of Kohl's Corporation.
Prising holds an MBA (equivalent) from the Stockholm School of Economics and has participated in executive programs at Harvard, INSEAD, Stanford and Yale. He speaks five languages: English, French, German, Swedish and Italian and has lived in nine countries across Asia, Europe and North America. Prising and his family reside in the Milwaukee area.
Jonas Prising
Darryl Green has been President and Chief Operating Officer of ManpowerGroup since May 1, 2014. As COO, Darryl is responsible for our four regions – Americas, APME, Southern and Northern Europe. Darryl is a strong commercial leader and in his role focuses on driving growth with the disciplined execution needed to achieve our goal of Industry Star.
To support the simplification efforts of the organization, in October 2012 Darryl Green was promoted to ManpowerGroup President. Darryl’s position allowed the company to be a more agile organization that made quicker decisions and drove stronger execution and operational performance.
Prior to being promoted to President, Darryl Green was President of the company's Asia Pacific and Middle East operations. Previously in charge solely of Asia Pacific, Darryl took on additional responsibility for overseeing the Middle East from January 2009. This represents a natural progression for him, as the majority of the workforce in the Middle East is sourced from the Asian region.
Prior to joining ManpowerGroup in May 2007 to lead Asia and Pacific, Green served as CEO of Tata Teleservices, India's fastest growing telecom operator, where revenues tripled and market share doubled during his tenure, which began in 2005. Previously, Green was CEO of Vodafone Japan, a publicly listed mobile services provider, where earnings more than doubled and revenues grew to US$15 billion during his three years at the helm. From 1989 to 1998, Green held various management positions within AT&T, including three years as President and CEO of its Japanese operations.
Green holds an MBA from the Tuck School of Business at Dartmouth College and a BA in Japanese/Asian studies from Brigham Young University. He is an American national who speaks fluent Japanese. He has served as the Vice Chairman of the Japan Telecommunications Association and as a member of the Mizuho Financial Group's advisory board and is currently one of the directors of the Japan Staffing Service Association (JASSA).
Jack McGinnis was named Executive Vice President and Chief Financial Officer in February 2016. As CFO, he is responsible for ManpowerGroup’s worldwide finance, accounting and internal audit functions.
As a member of ManpowerGroup’s Executive Leadership Team, Jack is engaged in supporting and developing the company’s business and finance strategies and driving operational performance across all geographies and business lines.
Jack joined ManpowerGroup from Morgan Stanley, where he served as Global Controller responsible for financial accounting and controls, SEC and regulatory reporting, financial planning and analysis, and the finance function for their large U.S. bank. Previously, he served as CFO, HSBC North America Holdings Inc., and before that was Partner at Ernst & Young.
Jack is a graduate of Loyola University Chicago and holds a bachelor of business administration in public accounting. He is a Certified Public Accountant and a member of the American Institute of Certified Public Accountants.
He is moving to Milwaukee with his wife and enjoys spending time with his four children.
Seen enough? You can hit the link.
Now, what do you think they do? Hmm?
Manpower
You're a right wing piece of shit. Try again.