Digitally Upskilling Australia
Developing sustainable employer-led approaches to create a digitally upskilled, job-ready workforce..
Who we are
and what we do
Simplifying the digital skills sector ensuring training meets the needs of employers.
Australia is facing a digital skills shortage. If we are to equip our workforce with the skills to meet a rapidly changing, technological future, we need a new approach.
The DSO has an innovative approach.
We’re working in collaboration with employers, trainers and employees. Their involvement is vital.
We believe it’s a better way to create consistent journey pathways and build relevant digital skills.
Australian employers need workers with digital skills that are relevant, adaptable and can keep pace with change. However, the current system of training is inconsistent, out of date and out of touch.
We will put a far simpler, more user-friendly model in place to build on the sector knowledge and bring the industry together under common objectives. We will use the VET sector to build digital skills journey pathways that meet the needs of employers.
Governments, peak bodies, training providers and employers will be aligned under a common language, shared values and collaborative processes.
We are committed to delivering digital equality. We want to create an easier way for all Australian workers to self-assess and undertake the training that will keep them engaged and employable into the future.
The DSO has a clear mandate for change. We are backed by the Australian Government, but we are also an independent organisation. Working in collaboration with our stakeholders, we’re here to create a better digital future.
Digital Transformation: Upskilling and reskilling are vital for employer success.
Every Australian business is now either directly or indirectly a digital business. Over the next five years, it’s estimated that over 150,000 additional digital professionals will be needed across the Australian workforce. So, just how digitally evolved is your organisation? Complete this survey to assist us in determining your organisation's digital maturity and identify the level of digital skills you would like to develop further.
Thank you for answering this survey!
Train 100 Data Analysts
The DSO’s Train 100 Data Analysts pilot is designed to test innovative solutions for sourcing, training, and securing Data Analysts into employment by delivering employer-led content and training job-ready employees.
Engage with recent’ Train 100 Data Analysts’ graduates and commence employment discussions.View learner testimonials
With collaboration and continuous updates being core principles of the Digital Skills Organisation (DSO), we believe Showcases are a vehicle that enables a unique view of our important projects and updates from the past 90 days - the first of which was our Q1 Showcase: Changing behaviour, testing assumptions and
Keep up to date with the latest from DSO
To streamline digital career pathways and make digital training more accessible for everyone, the Digital Skills Organisation (DSO) has partnered with school-leaver service provider Year13 to demonstrate the value and diverse opportunities of careers in the digital technology sector. Alongside the other Skills Organisation Pilots in Mining and Human Services,
In an economy characterised by almost constant change, today's employees and the organisations that employ them should be in a constant cycle of upskilling and reskilling. But are they? And when they participate in skilling initiatives, is either party seeing meaningful ROI? And how does the approach to skilling vary
This report frames the Australian skills landscape as one facing much change and in need of urgent attention. It outlines some of the strains on companies, strategies being applied, and connections being made with education and training systems. It offers some model workforce development approaches and includes leading initiatives being
Industry representation and governance in the vocational education and training (VET) sector in Australia has undergone several transformations in the past, and continues to do so, reflecting changes in the economy but also the continuing challenges in embedding an industry presence in VET leadership and governance. This summary brings together