The document outlines objectives and activities from a workshop on identifying skill gaps and training needs in the telecom and ICT sector. The objectives were to identify skill, technology, and process-related needs; develop plans to address critical skill gaps; and prioritize training. Key activities included building capability maps to identify goals, capabilities, gaps, and action plans. Several groups then presented action plans to improve areas like asset efficiency, operating margins, and address gaps in areas like strategy, individual skills, and processes.

1. ITU Regional Human Capacity Development
Forums for Asia Pacific
Outcome of Skill Gaps Identification and Training Needs in the
Telecoms I ICT Sector Workshop
By:
Abdul Jalil Maraicar
Date: December 16th 2009
Day 3 Time: 11:30 am – 12:00 noon
Rizqun International Hotel
Bandar Seri Begawan, Brunei Darussalam

2. Objectives of Skill Gaps Identification and Training
Needs Workshop
Objectives
• Identification of skill, technology, process related analysis & training needs.
• Identification of skill, technology, process related analysis & training needs.
• Development of critical skill gap closure enablers and action plan.
• Development of critical skill gap closure enablers and action plan.
• Prioritization of training activities to address critical skill dependencies.
• Prioritization of training activities to address critical skill dependencies.

3. What is skill gap & capability map and how to develop it
Build capability map
Building capability
Capability ruler
action plan
Identify key
The process activities that
to develop Identify the critical
Identify Business need to be
capability to Identify the Identify action Prepare detail
the Unit goal &
achieve Business
exceptionally
target and gap to close gap action plan
capability objective well for each
Units’ goal
capability
map identified
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

4. TELCO Industry Shareholder Value
Revenue Growth Operating Margin
How value is created (Value Drivers) How value is created (Value Drivers)
•Current Customer Volume •Sales & Retention
•Cost of Service
•New Customer Volume
•General Administration
•Price Realization
•Income Taxes
(What You Can Do)
(What You Can Do)
•Increase Tenure of Customer Relationships
•Improve Sales & Marketing Efficiency
•Increase Breadth of Customer Relationships •Improve Product Development Efficiency
•Offer Innovative Products & Services •Improve Logistics & Service Efficiency
•Improve Network Efficiency
•Offer Innovative Products & Services
•Improve Corporate & Shared Service Efficiency
•Analyze & Manage Pricing •Improve Income Tax Efficiency
Asset Efficiency Expectation
How value is created (Value Drivers) How value is created (Value Drivers)
•Property, Plant & Equipment •Company Strength
•Inventory •External Factors
•Receivable & Payable (What You Can Do)
(What You Can Do) •Improve Management & Governance Effectiveness
•Improve PP&E Efficiency
•Improve Execution Capabilities
•Improve Inventory & Spares Efficiency
•Improve Receivables & Payables Efficiency

5. Prioritization, skill gap identification & training needs across
4 skill gap dimensions action plans.
Asset Efficiency Group INDUSTRY
REGULATOR
Output/Deliverable: 1- Improve Property, Plant & Equipment Efficiency
2- Improve Inventory & Spares Efficiency
3- Improve Receivables & Payables Efficiency
Description of activity: A- Business Strategy & Management
B- Customer Strategy, Relationships and Interactions
Critical importance
Timing: TBD Moderate importance
Responsible: TBD
Low to no importance
Action Plan Going
Critical enablers Importance Identified Gaps Forward/Analyses required
Strategy • Rationalize and refocus customer • Develop new business strategy for cheaper cost of
segments and distribution channels ownership for rural area customers.
Key individual skills and • Business Model Development • Attend training on business skills and acquire hands on job
capacity experience
• Restructure credit handling unit to be more effective &
Structural requirements • Refine Credit / days receivable focus.
strategy • Support industry growth for rural market penetration
• Lack of focus on customer segment through USP Policy
Process & system • Restudy the credit days for receivables. Identify good & bad
requirements payers'.

6. Prioritization, skill gap identification & training needs across
4 skill gap dimensions action plans.
Operating Margin Group INDUSTRY
Output/Deliverable: 1- Improve Sales & Marketing Efficiency REGULATOR
2- Improve Cost of Service in Network Efficiency
3- Improve Human Resource Efficiency
Description of activity: A- Business Strategy & Management
B- Human Resource Strategy and Management
C- Product Strategy, Development and Production
D- Shared Services Critical importance
Moderate importance
Timing: TBD
Responsible: TBD Low to no importance
Action Plan Going
Critical enablers Importance Identified Gaps Forward/Analyses required
Strategy • Product development strategy • Conduct market research to find the need of new product.
• Human Capital Management • Develop pricing economics and define appropriate market
price for new products & access market competitiveness.
Key individual skills and • Lack of knowledge in marketing, • Provide scholarship & grants to internal staffs
capacity product, technology, economics, • Setting up Centre of Excellence & R&D Centres
business process & external factors. • Conduct Research of product effects on Homeland
• Lack of communication between Securities environment.
Regulators & Operators
Structural requirements • Lack of Network Bandwidth • Conduct Forum as a platform to knowledge sharing.
• Budget • Cross posting of staffs
• Joint i investment between regulator & operators on skill
Process & system • Structural gap for AITI Regulation development
requirements requirements, equipment and network
availability and MOE certification
• Marketing Analytics
• International standards, trends & future
prediction tools

7. Prioritization, skill gap identification & training needs across
4 skill gap dimensions action plans.
Expectation Group INDUSTRY
REGULATOR
Output/Deliverable: 1- Improve Identification & prediction of industry & market needs
2- Improve breadth, depth, quality & timeliness of business planning information.
3- Increase emphasis on people or talent development
Description of activity: A- Business Strategy & Management
B- Human Resource Strategy & Management Critical importance
Moderate importance
Timing: TBD
Responsible: TBD Low to no importance
Action Plan Going
Critical enablers Importance Identified Gaps Forward/Analyses required
Strategy • No access to market research • Enforce operators for customer guarantee for its product &
• Lack of central decision making structure. Services.
• No long term HR Planning • Develop & enforce policy for employment law violation.
Key individual skills and • Lack of skill manpower • Provide scholarship & free training for ICT workers
capacity • Cumbersome foreign talent hiring policy • Develop qualified people
Structural requirements • Lack of infrastructure & capital asset • Implement joint infrastructure policy for cost efficiency.
• No customer protection policy
• No centralized intelligence division for
business planning & information
• Lack of career development roadmap for
existing staffs.
Process & system • Current education policies are irrelevant • Implement monitoring agency to prevent negative impact to
requirements to current industry demand. socio economy of the country.
• No business models.
• Unable to stop vicious poaching
practices among industry players