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Knowledge Economy vs. Skill Shortage

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From Theory to Practice: On ideas to prevent a Brain Drain

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Knowledge Economy vs. Skill Shortage

  1. 1. U n iv e r s it y -B u s in e s sC o o p e r a t io nF r o m T h e o r y t o P r a c t ic eD r . I n g o D a h m , D e u t s c h e Te l e k o m A GASEM University-Business Forum „Destination employment“, Bonn 10-11 Nov. 2011 Dr. Ingo Dahm 06.08.2010 1
  2. 2. D is t in c t iv e S t a t io n s o f m yP r o f e s s io n a l L if e . v Since 2010: Creation of 2000-2004: Co-Founder International University- and CTO of a German Cooperation Strategy at Start-Up (mobile Deutsche Telekom Commerce), Hamburg Group 2005-2009: Job Change 1995-2005: Study and into Large-Scale Ph.D. Electrical Enterprise. Engineering and Head of Academic Information Science, TU Relations, Microsoft Dortmund, NTU Taiwan Germany v v 2
  3. 3. R e la t io n s h ip o f S c ie n c e a n dB u s in e s s . A T y p o lo g y . R iv a lr y Ig n o r a n c e S p o n s o r s h ip P a r t n e r s h ip
  4. 4. S u c c e s s : F iv e „ O ly m p ic “ D is c ip lin e s F it n e s s in a G lo b a l C o m p e t it io n b y E x c e lle n c e in C o o p e r a t io nIn n o v a t io n T a le n t s E d u c a t io n B ra nd B u s in e s s intern Team Bildungspolitik, HsL-Wks HfTL 2010 16.09.2010 4
  5. 5. A c a d e m ic R e la t io n sM a na g e me nt a t D e uts c heT e le k o m O n e C o m p a n y in E d u c a t io n 2 0 12 2 0 11 Foc al S p e c ia lis t S t r a t e g ic P o in t f o r s in A t t r a c t iv e P la y e r in 2 0 10 E d u -c a t io n E d u c a t io n P ro d uc ts C ompa ny P o lic y S o lu t io n s Is s u e s DTAG Strategie Extra-Occupational Overarching B o lo g n a @ e le T Promote DT interests Studies University Bologna@Telekom kom in education policy Cooperation Strategy issues HR BIG X Certified Further Education Talent Factory HfTL Supporting the Education Community (Telekom University Chief HR Officer of Applied Sciences)
  6. 6. K n o w le d g e E c o n o m y v s . S k illsS ho rta g eT h e R is k o f a G e r m a n B r a in D r a in T r a d it io n a l C urre nt & E m p lo y m e n t F uture Ma rke t E m p lo y m e n t Highly Ma rke t Creative People 2020: c a . 2 M io . Traditional S k ill Knowledge- Workers S ho rta g ethereof 60% academics * * Segment of High-Volume Skill Shortage Work Congruency of supply and demand Blue-Collar Workers Overspill of underqualification Source: Eurostat; Oxford Economics; Staatistisches Bundesamt; McKinsey intern Team Bildungspolitik, HsL-Wks HfTL 2010 16.09.2010 6
  7. 7. E lit e -R e p r o d u c t io n M a d e in G e r mv ar ng y A e a e K id s o f K id s o f K id s o f in A c a d e m ic s N o n - A c a d e m i cI n d u s t r y - W o r k e r s G e rma n 10 0 10 0 10 0 10 0 y 51 81 45 33e c onda ryc hoolU n iv e r s it y 34 73 24 17 n r o lm e n tA c a d e m ic 24D e g re e Quelle: 19. Sozialerhebung des Deutschen Studentenwerks, 2010 7
  8. 8. C h a n c e s t o p r e v e n t a B r a inD r a in Outside-In Perspective Inside-Out Perspective  Make the „race for talents“ a  Academic Further Education global game, focus on of talented employeed international recruitments  Leverage potential of older  Near-Shore and outsource employees vital parts of the business  Open unutilized talent  Create new gloabal business spaces (immigrants, parents models together with (esp. women), career international masterminds changer…) International University Cooperation is Key to Success. Academic Further Education is a „Must-Have“ for sophisticated enterprises.
  9. 9. B o lo g n a @ e le k o m / TB o lo g n a @ o m p a n y CT e r m s o f e x t r a -o c c u p a t io n a l s t u d ie s . 5
  10. 10. O u t c o m e s o f B o lo g n a @ o m p a n y Ca fte r 3 ye a r s .B in d in g H ig h -P e r f o r m e r s , Im p r o v in gA c a d e m iz a t io n 4
  11. 11. www.telekom.comingo.dahm@telekom.de Dr. Ingo Dahm 06.08.2010 11

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