Transcript A Great Workforce A Great Workplace

A Great Workforce A Great Workplace
Creating Good Employment Opportunities
through Manpower Planning
Christopher Gordon
Singapore, Ministry of Manpower
11 April 2014
A Great Workforce A Great Workplace
© 2013 Government of Singapore
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A Great Workforce A Great Workplace
How can we continue to create good employment
opportunities for all Singaporeans?
Upgrade workforce with relevant skills as
we restructure our economy
Develop
our local
workforce
Ensure all levels of workforce have access
to skills development
Ensure education system supports the
needs of the economy
Sustaining quality economic growth to
ensure good job opportunities
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2014Government
GovernmentofofSingapore
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A Great Workforce A Great Workplace
Manpower demand and supply are affected by
many factors
Manpower supply
Manpower demand
- Growth and employment
- Demographic changes
trends of existing industries
Changing size of cohorts of young
- Creation of new industries
workers entering workforce
Increased labour force participation rate
for older workers
- Individuals’ preferences
Changes in aspirations towards courses/
jobs
- Policy objectives
Increased university cohort
participation rate (CPR)*
* The university CPR is the percentage of locals, in a Primary One cohort, who matriculate into publicly-funded
full-time undergraduate places at our local institutions.
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2014Government
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A Great Workforce A Great Workplace
Developing our local workforce
Pre-Employment Training
(PET)
Continuing Education &
Training (CET)
Identify critical manpower
needs
Ensure workforce is
competitive and possesses
relevant skills
Develop a good pipeline of
resident workers through the
education system
Prepare for future skills
needs
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A Great Workforce A Great Workplace
Pre-employment Training (PET) –
aligning mix of graduates with needs of economy
Coordinated overview of
manpower demand
Manufacturing
Example:
University course
clusters
Media
Healthcare
F&B
Identify critical
manpower
needs of
industries
Retail
Infocomm
Ministry of
Manpower
+
Ministry of
Education
Annual
targets for
broad
course
categories at
public
institutions
of higher
learning
Engineering
Science
Computing
Humanities
and Soc. Sci
Biz
Tourism
… etc
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2014Government
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A Great Workforce A Great Workplace
Pre-employment Training (PET) –
aligning mix of graduates with needs of economy
Collaboration between
agencies and industry
• Close linkage between sectoral agencies and educational institutions on
specific content of courses
• Industry representation on curriculum advisory boards
Planning for a higher-skilled
economy
• Increase public university cohort participation rate from 27% to 40% by 2020
• Increase polytechnic cohort participation rate to 45% by 2015
Inclusivity
• Multiple education pathways with strong investment in both academic and
vocational routes e.g. Institute of Technical Education
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2014Government
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A Great Workforce A Great Workplace
Projections and planning can only achieve broad match in
supply and demand of manpower
•
Manpower demand projections act as a guide for planning; to reduce mismatch
•
In PET planning, gestation period is long, need to forecast industry demand
4 years ahead. May not be able to respond immediately to industry needs.
•
Not possible to equate course of study with a specific industry, as some
courses are not industry-specific, e.g. mathematics or social science
graduates, who can enter many industries.
•
Also, there may be leakage if students aspire to join other industries
•
Nevertheless, these projections help to identify areas where we may need more
or less workers over the medium term
•
Continuing Education and Training (CET) planning has a critical role in
complementing PET planning
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2014Government
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A Great Workforce A Great Workplace
Continuing Education and Training (CET) –
maintaining skills relevance
Lifelong Learning Culture
Relevant Training
Programmes
Good Access and
Linkages
Best-in-Class
Institutions
Quality Training
Professionals
Strong Tripartite Partnership
Government Investment of $2.5bn over 5 years
(2010 – 2015)
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A Great Workforce A Great Workplace
CET planning also dependent on many factors, but more
flexible and responsive to changes and industry demand
Factors affecting CET:
• Physical infrastructure and
capacity, course offerings,
curricula coverage, funding
approaches
• External factors e.g. economic
climate, employers’ willingness
and ability to send workers for
training, individuals’ training
preferences
Advice from industry on
training needs, standards
and curriculum
Some buffer in CET
training places to
cater to volatility in
demand
Govt-funded CET
MOE-funded academic
CET e.g. part-time
degrees, diplomas, NITEC
etc
School Advisory Committees /
Industry Advisory Committees
of the Post Secondary
Educational Institutions (PSEIs)
Vocational CET driven by
Workforce Development Agency
(WDA): Worforce Skills
Qualification (WSQ) and WDAcertifiable courses
WDA’s Industry Skills &
Training Councils (ISTCs)
include reps from industry
associations, unions, major
employers, and govt agencies
• Planned institutional capacity is supplemented by other WSQ approved training
providers (third-party and in-house)
• Training providers are able to ramp up their training capacity by about 10% to
20% in event of downturn
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A Great Workforce A Great Workplace
Ensuring relevance of training –
Engagement platforms to identify industry’s training needs
Industry Skills & Training Councils
(ISTCs)
•Understanding industry’s training needs
•Develop and validate skills standards
• Training curriculum and assessment
strategies
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2014Government
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A Great Workforce A Great Workplace
CET assistance for all levels of the workforce
Lower-skilled and lower-educated workers
• Crucial to equip these workers to basic literacy and numeracy skills
• Generous training subsidies through Workfare Training Support (WTS) scheme
Professionals, Managers and Executives (PMEs)
• PMEs becoming more prone to structural unemployment in a rapidly evolving
economy
• Skills Training for Excellence Programme (STEP) – update, broaden and deepen skills
of PMEs
• Professional Conversion Programme(PCP) –help PMEs to acquire new skills for midcareer switches
• More targeted employment facilitation for PMEs - Caliberlink
Workers in SMEs
• SMEs are less likely to send their workers for training
• Higher funding support for SMEs
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2014Government
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A Great Workforce A Great Workplace
Helping local jobseekers into employment
Job Matching
Employability
skills assessment
6 Career Centres + CaliberLink
11,850 placed in jobs in 2013
Training
referrals and
facilitation
Labour
Market
Information
Workshops on job
search
Career and training
advisory
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2014Government
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A Great Workforce A Great Workplace
Leveraging on technology to facilitate job matching
Jobs Bank
• To be launched in mid-2014 to improve labour market
transparency and facilitate better job matching
• Local jobseekers can search and apply for jobs online while
employers can search and shortlist candidates for their hiring
needs
Individual Learning Portfolio (ILP)
• Provide individuals with a whole suite of career tools, labour
market information and training information
• ILP pilot was just launched and will run for one year involving
18,000 users
• Will eventually merge with the Jobs Bank to form an
integrated online system to allow users to plan their learning
and career development
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A Great Workforce A Great Workplace
Key Enablers for our Manpower Strategies
Strong Tripartism
Whole-of-Government
Approach
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2014Government
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Singapore
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A Great Workforce A Great Workplace
Ministry of Manpower, Singapore
A Great Workforce. A Great Workplace
THANK YOU
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2014Government
GovernmentofofSingapore
Singapore
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