This document discusses recommendations from the Transatlantic Council on Migration for maximizing human capital in a rapidly changing economic landscape. The Council focused on how to develop and utilize the skills of workers, including immigrants, to address skills mismatches. Key recommendations included expanding access to training through multiple entry points, providing assistance to help individuals navigate complex systems, ensuring skills training matches employer needs, facilitating early entry into the workforce for immigrants, and working with regulators to simplify credential requirements. The goal is to help all workers, including immigrants, gain job skills and have their existing skills recognized to contribute to economic growth.
The document discusses CSR and female entrepreneurship. It notes that women represent an important source of talent, energy, and management capacity for economic growth. However, women currently make up a small percentage of entrepreneurs and innovators, particularly in science and technology fields. They face obstacles such as lack of access to financing and networks. Promoting women entrepreneurs through training, financial support, and networking can help address gender gaps and diversity challenges to enhance economic opportunities.
Human Capital Development Towards Industralisation by Adesola Eghagha Quramo Conferences
The Quramo Conference Series is a platform dedicated to influencing, improving and vending knowledge towards change and development.
This April, the conference theme was People Power and focused on human capital development and the investment in people which can lead to industralisation in Africa.
This document introduces the Human Capital Index, which measures a country's human capital development based on four pillars: education, health, employment, and the enabling environment. The index takes a holistic and long-term view of human capital, incorporating indicators related to early childhood development, working age population, and older population. Country profiles are also included to provide contextual factors and allow for comparisons across different regions and income levels. The goal is to better understand and address challenges to developing a healthy, educated, and productive workforce.
The document provides information about an organization called Talent Scouts, which aims to address brain drain in Pakistan. It discusses brain drain, defining it as the emigration of skilled workers from less developed to more developed countries. It then outlines the history of brain drain, its terminology, the magnitude of brain drain specifically in Pakistan, its causes, and measures to address it. Talent Scouts' approach involves identifying talent within Pakistan and connecting skilled workers with opportunities in the country to retain human capital.
Here are the top 3 themes that were identified during the vision session:
1. Sustainability - Leverage the Netherlands' strong tradition and expertise in sustainability, the environment (water/energy management), and developing green technologies, systems and policies.
2. Creative industries - Develop arts, creativity and culture as economic drivers. Position the Netherlands as a global cultural center.
3. Decentralization - Encourage decentralization across multiple levels including government, businesses, sectors like food/energy production, and new models like 3D printing.
Istanbul 19-20-june-2014 -plenary-panel-2-development-cooperation-with-the-ld...Dr Lendy Spires
This document provides background and outlines objectives for a panel discussion on development cooperation with Least Developed Countries (LDCs). It notes that LDCs face long-term challenges and were designated by the UN to receive targeted assistance. The most recent framework is the 2011 Istanbul Programme of Action, which emphasizes productive capacity, infrastructure, and structural transformation in LDCs. While traditional donors have decreased aid to economic sectors important for LDCs, South-South cooperation and emerging players prioritize these sectors and bring relevant experiences and technologies from their own recent development. The panel will discuss how cooperation can better align with the Istanbul Programme and identify effective approaches, including triangular cooperation and multilateral initiatives.
This CV summarizes Ali Safi's qualifications and experience. It details his educational background, including a B.Sc. in Managerial & Industrial Sociology and M.A in Political Sociology from the University of Algeria. It also lists over 20 years of experience in training and human resources development, along with the many training courses and programs he has managed over his career focusing on areas like strategic planning, management, and leadership skills.
IATA’s innovative solution to preparing its executives for working in China Dr. Guido Gianasso
IATA has launched an original intercultural training program called I-Lead to prepare its Western and Chinese executives for working in China. The program pairs executives, with one Western and one Chinese person in each pair. These 20 "change agents" from different IATA branches will work together on projects while focusing on intercultural sharing and developing leadership skills across cultures. The goal is to train replacements who can work successfully across cultures. This approach aims to avoid past failures experienced when expanding businesses in China due to cultural differences and lack of preparation.
The document discusses CSR and female entrepreneurship. It notes that women represent an important source of talent, energy, and management capacity for economic growth. However, women currently make up a small percentage of entrepreneurs and innovators, particularly in science and technology fields. They face obstacles such as lack of access to financing and networks. Promoting women entrepreneurs through training, financial support, and networking can help address gender gaps and diversity challenges to enhance economic opportunities.
Human Capital Development Towards Industralisation by Adesola Eghagha Quramo Conferences
The Quramo Conference Series is a platform dedicated to influencing, improving and vending knowledge towards change and development.
This April, the conference theme was People Power and focused on human capital development and the investment in people which can lead to industralisation in Africa.
This document introduces the Human Capital Index, which measures a country's human capital development based on four pillars: education, health, employment, and the enabling environment. The index takes a holistic and long-term view of human capital, incorporating indicators related to early childhood development, working age population, and older population. Country profiles are also included to provide contextual factors and allow for comparisons across different regions and income levels. The goal is to better understand and address challenges to developing a healthy, educated, and productive workforce.
The document provides information about an organization called Talent Scouts, which aims to address brain drain in Pakistan. It discusses brain drain, defining it as the emigration of skilled workers from less developed to more developed countries. It then outlines the history of brain drain, its terminology, the magnitude of brain drain specifically in Pakistan, its causes, and measures to address it. Talent Scouts' approach involves identifying talent within Pakistan and connecting skilled workers with opportunities in the country to retain human capital.
Here are the top 3 themes that were identified during the vision session:
1. Sustainability - Leverage the Netherlands' strong tradition and expertise in sustainability, the environment (water/energy management), and developing green technologies, systems and policies.
2. Creative industries - Develop arts, creativity and culture as economic drivers. Position the Netherlands as a global cultural center.
3. Decentralization - Encourage decentralization across multiple levels including government, businesses, sectors like food/energy production, and new models like 3D printing.
Istanbul 19-20-june-2014 -plenary-panel-2-development-cooperation-with-the-ld...Dr Lendy Spires
This document provides background and outlines objectives for a panel discussion on development cooperation with Least Developed Countries (LDCs). It notes that LDCs face long-term challenges and were designated by the UN to receive targeted assistance. The most recent framework is the 2011 Istanbul Programme of Action, which emphasizes productive capacity, infrastructure, and structural transformation in LDCs. While traditional donors have decreased aid to economic sectors important for LDCs, South-South cooperation and emerging players prioritize these sectors and bring relevant experiences and technologies from their own recent development. The panel will discuss how cooperation can better align with the Istanbul Programme and identify effective approaches, including triangular cooperation and multilateral initiatives.
This CV summarizes Ali Safi's qualifications and experience. It details his educational background, including a B.Sc. in Managerial & Industrial Sociology and M.A in Political Sociology from the University of Algeria. It also lists over 20 years of experience in training and human resources development, along with the many training courses and programs he has managed over his career focusing on areas like strategic planning, management, and leadership skills.
IATA’s innovative solution to preparing its executives for working in China Dr. Guido Gianasso
IATA has launched an original intercultural training program called I-Lead to prepare its Western and Chinese executives for working in China. The program pairs executives, with one Western and one Chinese person in each pair. These 20 "change agents" from different IATA branches will work together on projects while focusing on intercultural sharing and developing leadership skills across cultures. The goal is to train replacements who can work successfully across cultures. This approach aims to avoid past failures experienced when expanding businesses in China due to cultural differences and lack of preparation.
The Future of Work: Preparing for DisruptionTrudi Smit
This assignment forms part of a MOOC on the future of work offered by the World Bank. The author is a development economist in South Africa who works researching skills and enterprise development, primarily for Sector Education and Training Authorities. Through the MOOC, the author learned about factors changing the nature of work, new required skillsets, measures of human capital like the Human Capital Index, and appropriate policy responses. The author's work is directly related to developing human capital by researching sector trends, skills needs, and the impact of learning programs. To address changing work, the author believes South Africa must focus on early childhood development, lifelong learning, social security, and reskilling displaced workers for jobs not automatable.
University of Lampung
Economic and Business Faculty
Human Resource Management
International Class
Group 5
-Muhammad Nabil Risqika 1711011102
-Princhita Nabila Maram Pahlawan 1711011128
Employability in the Cultural and Creative Sectors in Arab Mediterranean Coun...Jamaity
One of the main purposes of our study is to provide the conceptual and policy framework for understanding the creative economy, in order to identify major obstacles to
employment and employability in the cultural and creative sectors in four Arab Mediterranean Countries [AMC]: Palestine, Egypt, Tunisia and Morocco. We aim to identify the main obstacles facing job creation in these sectors, and assess gaps between the supply of skills (by universities and training centers) and their demand (by the labor market). To what extent are employment policies and Active Labor Market Programs [ALMP] in these countries capable of reducing the mismatch in these areas and supporting youth employability?
A preliminary study (literature review to collect data on the subject, including comparative studies for the four countries, etc.) allowed us to identify the main challenges of the cultural and creative sectors in AMC and to analyze the major characteristics of the labor market (section I). We conducted interviews with key-informants and stakeholders, by
developing a single questionnaire (see appendix 1), in order to discuss the specific challenges of each of the four countries (sections II, III, IV and V). Thus, we tried to combine two complementary approaches in our methodology: analysis of key documents and investigation methods used in development projects. While trying to identify our key
informants, we took into account the requirement to meet stakeholders from various backgrounds (including policy makers, cultural managers, artists…). Finally, five sets of
recommendations are suggested according to the main issues and challenges facing employability:
1- Improving the attractiveness and the quality of VET
2- Better preparedness of higher education institutions in order to reduce the skill
mismatch
3- The budget of ministries of culture should be increased and restructured
4- Need for better synergy between the local and the international scene
5- Better inclusive policies are needed for better jobs in the creative sector
Nation of Innovation - Aruba Opportunity Plan v2 (Commission Nation of Innova...Edward Erasmus
The commission Nation of Innovation (NOI) is one of the commissions forming part of the project Nos Aruba 2025. The objective of Nos Aruba 2025 is the institutionalization of an integrated and strategic planning process where the coordination between the relevant stakeholders is encouraged taking into consideration guidelines for sustainable development. The most important outcome of Nos Aruba 2025 is the formulation of a National Integrated Strategic Plan (NISP). The definition of this plan will stimulate the coordination between the concerned stakeholders.
The primary goal of the commission NOI is to develop a plan and stimulate ideas to promote innovation and entrepreneurship on Aruba in order to reach sustainable economic prosperity for our citizens.
The commission believes that Aruba can only prosper in the times ahead if the talents of the country’s people are unlocked. Innovation should flourish across every area of the island’s economy, and in particular in the industries where high value added businesses can prosper and grow. Innovation will be the key to some of the biggest challenges facing Aruba’s society, like economic diversification, energy development, sustainable food supply and other areas that require long-term sustainable solutions.
Chapter 15 MANAGING HUMAN RESOURCES GLOBALLYFeliciaaaaa18
The document discusses managing human resources globally. It identifies recent changes as companies expand internationally and factors that influence human resource management in international markets. It describes different categories of international employees and levels of global participation that companies engage in. It also discusses how companies select, train, and reintegrate expatriate managers for foreign assignments.
TCIOceania16 Boosting the Internationalisation and Competitiveness of Danish ...TCI Network
The Danish government has implemented a cluster policy to boost internationalization and competitiveness among Danish regions. The policy recognizes 50 significant industry clusters that receive funding and support. Clusters are expected to collaborate on internationalization, knowledge dissemination, innovation projects, and competence development. Evaluation shows companies involved in clusters have higher productivity, innovation, and growth. The national cluster strategy is developed collaboratively between Danish ministries and regions.
The document provides background information on the Foreign Economic Relations Board (DEIK) in Turkey. It was established in 1986 to assist Turkey's private sector in expanding into foreign markets. DEIK aims to integrate Turkish businesses into global supply chains and increase their international competitiveness through activities like organizing trade missions and forums, establishing partnerships, and research. It has over 100 business councils in countries around the world to facilitate international business relationships and promote Turkey abroad.
Attracting and Selecting from the Global Talent Pool. (Informe de Demetrios G. Papademetriou y Madeleine Sumption para el Migration Policy Institute y Berteldmann Stiftung)
TCIOceania16 Innovation Leadership: Clusters, Regions and InternationalisationTCI Network
The document discusses innovation leadership and driving regional competitiveness through innovative clusters. It makes three key points:
1) National prosperity is determined by an economy's ability to create and capture value, which is enhanced by the presence of well-functioning clusters and agglomerations that allow for knowledge sharing.
2) Economic complexity, as measured by the diversity and ubiquity of a country's exports, predicts future growth because more complex economies have broader knowledge bases.
3) Achieving high economic complexity requires many firms to engage in non-price based competition by producing unique goods through combining resources in novel ways, which is facilitated by networks that enable knowledge sharing and development of inimitable strategies.
The document discusses positive investments in Palestine by the Presbyterian Church. It outlines the church's mission context in the Middle East since 1823. It then discusses the call for positive investment to support projects that promote peace, development and equal opportunity. Three initial investments are made in education, microfinance and renewable energy totaling $1.3 million. The investments aim to make a difference for Palestinians and preserve an effective witness to peace. Next steps include reporting progress, exploring additional investments and connecting experts to Palestinian businesses.
Informe del Migration Policy Institute sobre Perfiles, reconocimiento de titulaciones y capacitación profesional de ingenieros en el extranjero
Skills, Professional Regulation and International Mobility of Engineers
Migration Policy Institute
This document outlines best practices for online teaching. It recommends engaging students through multiple learning styles by delivering content in written, audio, and visual forms. It also stresses the importance of interaction through discussion forums, emails and other online tools. Specific examples provided include having students write friendly letters to introduce themselves and provide feedback on each other's letters. The document advocates using a variety of grade-appropriate online tools to enhance collaboration and learning.
This document contains 3 summaries of information from the National Household Survey on high-income Canadians:
1. High-income Canadians tended to be men aged 45-64, living in married or common-law relationships in large cities like Toronto, Montreal, Calgary or Vancouver. They had incomes over $80,400 (top 10%), $102,300 (top 5%) or $191,100 (top 1%).
2. High-income Canadians were more likely to have a university degree and to have studied business, health, or engineering. Nearly 1 in 4 university graduates were in the top 10%.
3. Most high-income workers had occupations in management, health, business, education or sciences.
1. The document presents a series of cause and effect relationships. It provides examples of causes leading to effects, such as a teacher pricking a balloon which causes it to pop.
2. The reader is prompted to identify causes and effects in short scenarios. For instance, a nail in the road causing a tire to go flat.
3. The causes and predicted effects are then presented in a table for the reader to check their work. This includes the answers, such as gusty wind causing a trash can to fall over.
The conference brings together researchers and practitioners, so that they may share on each other various perspectives on the cultural integration of migrants. The aim thereby is to contribute both to a broader understanding of cultural integration and of the causes and consequences of national divergences in this field. It brings together professionals dealing with the integration of migrants and provides them with good-practice examples. Furthermore it will provide a forum for EUNIC’s cultural institutes to discuss the potential, challenges and pitfalls of a common European strategy on the cultural integration of migrants
Conferencia sobre migraciones e integración cultural.
The coffee retail market in India is growing at 15-20% annually and stands at $200 million. Many international coffee chains such as Starbucks, Costa Coffee, and Café Coffee Day have established outlets across India. Starbucks plans to differentiate itself from competitors by sourcing and roasting coffee within India, integrating stores with Taj hotels, and creating destinations through elegant store designs. It aims to attract Indian youth through competitive pricing and social media marketing.
The draft law on support for entrepreneurs and internationalisation (LAPI) regulates the following categories for attracting third-country nationals who can make a special contribution to economic growth:
- Investors
- Entrepreneurs
- Highly qualified professionals
- Researchers
- Workers engaged in intra-corporate transfers
Authorisations will be processed quickly through a specialised unit to create a model of selective migration linked to business operations and economic growth. This aims to make the system more flexible, responsive to business needs, and supportive of Spain's internationalisation and competitiveness.
This document provides an overview of the Human Capital Index, which measures human capital development around the world. The index covers four pillars: health and wellness, education, workforce and employment, and an enabling environment. It uses 51 indicators to measure these pillars, capturing factors like education levels, health, employment rates, and the context in which human capital operates. The document explains the methodology and indicators used in the index and aims to provide a framework for benchmarking and discussing human capital across countries. It also introduces the country profiles included in Part 2 which provide more detailed analysis of human capital for each country.
The Future of Work: Preparing for DisruptionTrudi Smit
This assignment forms part of a MOOC on the future of work offered by the World Bank. The author is a development economist in South Africa who works researching skills and enterprise development, primarily for Sector Education and Training Authorities. Through the MOOC, the author learned about factors changing the nature of work, new required skillsets, measures of human capital like the Human Capital Index, and appropriate policy responses. The author's work is directly related to developing human capital by researching sector trends, skills needs, and the impact of learning programs. To address changing work, the author believes South Africa must focus on early childhood development, lifelong learning, social security, and reskilling displaced workers for jobs not automatable.
University of Lampung
Economic and Business Faculty
Human Resource Management
International Class
Group 5
-Muhammad Nabil Risqika 1711011102
-Princhita Nabila Maram Pahlawan 1711011128
Employability in the Cultural and Creative Sectors in Arab Mediterranean Coun...Jamaity
One of the main purposes of our study is to provide the conceptual and policy framework for understanding the creative economy, in order to identify major obstacles to
employment and employability in the cultural and creative sectors in four Arab Mediterranean Countries [AMC]: Palestine, Egypt, Tunisia and Morocco. We aim to identify the main obstacles facing job creation in these sectors, and assess gaps between the supply of skills (by universities and training centers) and their demand (by the labor market). To what extent are employment policies and Active Labor Market Programs [ALMP] in these countries capable of reducing the mismatch in these areas and supporting youth employability?
A preliminary study (literature review to collect data on the subject, including comparative studies for the four countries, etc.) allowed us to identify the main challenges of the cultural and creative sectors in AMC and to analyze the major characteristics of the labor market (section I). We conducted interviews with key-informants and stakeholders, by
developing a single questionnaire (see appendix 1), in order to discuss the specific challenges of each of the four countries (sections II, III, IV and V). Thus, we tried to combine two complementary approaches in our methodology: analysis of key documents and investigation methods used in development projects. While trying to identify our key
informants, we took into account the requirement to meet stakeholders from various backgrounds (including policy makers, cultural managers, artists…). Finally, five sets of
recommendations are suggested according to the main issues and challenges facing employability:
1- Improving the attractiveness and the quality of VET
2- Better preparedness of higher education institutions in order to reduce the skill
mismatch
3- The budget of ministries of culture should be increased and restructured
4- Need for better synergy between the local and the international scene
5- Better inclusive policies are needed for better jobs in the creative sector
Nation of Innovation - Aruba Opportunity Plan v2 (Commission Nation of Innova...Edward Erasmus
The commission Nation of Innovation (NOI) is one of the commissions forming part of the project Nos Aruba 2025. The objective of Nos Aruba 2025 is the institutionalization of an integrated and strategic planning process where the coordination between the relevant stakeholders is encouraged taking into consideration guidelines for sustainable development. The most important outcome of Nos Aruba 2025 is the formulation of a National Integrated Strategic Plan (NISP). The definition of this plan will stimulate the coordination between the concerned stakeholders.
The primary goal of the commission NOI is to develop a plan and stimulate ideas to promote innovation and entrepreneurship on Aruba in order to reach sustainable economic prosperity for our citizens.
The commission believes that Aruba can only prosper in the times ahead if the talents of the country’s people are unlocked. Innovation should flourish across every area of the island’s economy, and in particular in the industries where high value added businesses can prosper and grow. Innovation will be the key to some of the biggest challenges facing Aruba’s society, like economic diversification, energy development, sustainable food supply and other areas that require long-term sustainable solutions.
Chapter 15 MANAGING HUMAN RESOURCES GLOBALLYFeliciaaaaa18
The document discusses managing human resources globally. It identifies recent changes as companies expand internationally and factors that influence human resource management in international markets. It describes different categories of international employees and levels of global participation that companies engage in. It also discusses how companies select, train, and reintegrate expatriate managers for foreign assignments.
TCIOceania16 Boosting the Internationalisation and Competitiveness of Danish ...TCI Network
The Danish government has implemented a cluster policy to boost internationalization and competitiveness among Danish regions. The policy recognizes 50 significant industry clusters that receive funding and support. Clusters are expected to collaborate on internationalization, knowledge dissemination, innovation projects, and competence development. Evaluation shows companies involved in clusters have higher productivity, innovation, and growth. The national cluster strategy is developed collaboratively between Danish ministries and regions.
The document provides background information on the Foreign Economic Relations Board (DEIK) in Turkey. It was established in 1986 to assist Turkey's private sector in expanding into foreign markets. DEIK aims to integrate Turkish businesses into global supply chains and increase their international competitiveness through activities like organizing trade missions and forums, establishing partnerships, and research. It has over 100 business councils in countries around the world to facilitate international business relationships and promote Turkey abroad.
Attracting and Selecting from the Global Talent Pool. (Informe de Demetrios G. Papademetriou y Madeleine Sumption para el Migration Policy Institute y Berteldmann Stiftung)
TCIOceania16 Innovation Leadership: Clusters, Regions and InternationalisationTCI Network
The document discusses innovation leadership and driving regional competitiveness through innovative clusters. It makes three key points:
1) National prosperity is determined by an economy's ability to create and capture value, which is enhanced by the presence of well-functioning clusters and agglomerations that allow for knowledge sharing.
2) Economic complexity, as measured by the diversity and ubiquity of a country's exports, predicts future growth because more complex economies have broader knowledge bases.
3) Achieving high economic complexity requires many firms to engage in non-price based competition by producing unique goods through combining resources in novel ways, which is facilitated by networks that enable knowledge sharing and development of inimitable strategies.
The document discusses positive investments in Palestine by the Presbyterian Church. It outlines the church's mission context in the Middle East since 1823. It then discusses the call for positive investment to support projects that promote peace, development and equal opportunity. Three initial investments are made in education, microfinance and renewable energy totaling $1.3 million. The investments aim to make a difference for Palestinians and preserve an effective witness to peace. Next steps include reporting progress, exploring additional investments and connecting experts to Palestinian businesses.
Informe del Migration Policy Institute sobre Perfiles, reconocimiento de titulaciones y capacitación profesional de ingenieros en el extranjero
Skills, Professional Regulation and International Mobility of Engineers
Migration Policy Institute
This document outlines best practices for online teaching. It recommends engaging students through multiple learning styles by delivering content in written, audio, and visual forms. It also stresses the importance of interaction through discussion forums, emails and other online tools. Specific examples provided include having students write friendly letters to introduce themselves and provide feedback on each other's letters. The document advocates using a variety of grade-appropriate online tools to enhance collaboration and learning.
This document contains 3 summaries of information from the National Household Survey on high-income Canadians:
1. High-income Canadians tended to be men aged 45-64, living in married or common-law relationships in large cities like Toronto, Montreal, Calgary or Vancouver. They had incomes over $80,400 (top 10%), $102,300 (top 5%) or $191,100 (top 1%).
2. High-income Canadians were more likely to have a university degree and to have studied business, health, or engineering. Nearly 1 in 4 university graduates were in the top 10%.
3. Most high-income workers had occupations in management, health, business, education or sciences.
1. The document presents a series of cause and effect relationships. It provides examples of causes leading to effects, such as a teacher pricking a balloon which causes it to pop.
2. The reader is prompted to identify causes and effects in short scenarios. For instance, a nail in the road causing a tire to go flat.
3. The causes and predicted effects are then presented in a table for the reader to check their work. This includes the answers, such as gusty wind causing a trash can to fall over.
The conference brings together researchers and practitioners, so that they may share on each other various perspectives on the cultural integration of migrants. The aim thereby is to contribute both to a broader understanding of cultural integration and of the causes and consequences of national divergences in this field. It brings together professionals dealing with the integration of migrants and provides them with good-practice examples. Furthermore it will provide a forum for EUNIC’s cultural institutes to discuss the potential, challenges and pitfalls of a common European strategy on the cultural integration of migrants
Conferencia sobre migraciones e integración cultural.
The coffee retail market in India is growing at 15-20% annually and stands at $200 million. Many international coffee chains such as Starbucks, Costa Coffee, and Café Coffee Day have established outlets across India. Starbucks plans to differentiate itself from competitors by sourcing and roasting coffee within India, integrating stores with Taj hotels, and creating destinations through elegant store designs. It aims to attract Indian youth through competitive pricing and social media marketing.
The draft law on support for entrepreneurs and internationalisation (LAPI) regulates the following categories for attracting third-country nationals who can make a special contribution to economic growth:
- Investors
- Entrepreneurs
- Highly qualified professionals
- Researchers
- Workers engaged in intra-corporate transfers
Authorisations will be processed quickly through a specialised unit to create a model of selective migration linked to business operations and economic growth. This aims to make the system more flexible, responsive to business needs, and supportive of Spain's internationalisation and competitiveness.
This document provides an overview of the Human Capital Index, which measures human capital development around the world. The index covers four pillars: health and wellness, education, workforce and employment, and an enabling environment. It uses 51 indicators to measure these pillars, capturing factors like education levels, health, employment rates, and the context in which human capital operates. The document explains the methodology and indicators used in the index and aims to provide a framework for benchmarking and discussing human capital across countries. It also introduces the country profiles included in Part 2 which provide more detailed analysis of human capital for each country.
Accelerating Change for Social Inclusion project. Call for Proven Innovations addressed to Long-term Unemployed. Definition of the key elements of the social problem and the solutions.
This document is elaborated as part of an assignment included in online course “Financing For Development” led by World Bank Group on Coursera Platform.
•Target audience: General Public in my country of origin. It is an informative document..
The main objectives of this artifact are the following:
• Inform general public about the highlights of Sustainable Development Goals (SDGs) in a concise and clear way.
• Raise awareness and spread ideas, as many of the problems and issues explored during the course are known within specific community but may not be well understood by the general public.
• Make general public conscious of the challenges foreseen and explore some of the action lines opened to reach the Sustainability Development Goals (SDGs).
The document discusses using digital transformation to improve Vietnam's organizational capabilities and economic development. It presents DTT's digital capability framework and assessment of capability levels for various Vietnamese organizations. The document recommends that the government support science and technology market development, create spaces for applying research, and promote a cultural shift to boost capabilities from level 2 to level 3, with digital transformation providing an opportunity for successful transformation. Challenges include the difficulty of changing habits and redistributing roles, and the need for strong leadership to drive changes.
This document discusses the impacts of skilled migration from developing to developed countries. It makes three key points:
1) Skilled migration can boost development in sending countries through remittances, return migration which transfers skills and knowledge, network development, and incentivizing higher education. However, not all countries benefit equally and much depends on context.
2) For benefits to accrue, policies are needed to lower costs of remittances and encourage productive investment. Countries must also make conditions attractive for return migration and diaspora engagement.
3) Whether impacts are positive or negative depends on a country's economic conditions, public sector capacity, internal migration patterns, and level of unskilled emigration. Pro
A transcript of the opening and closing remarks given by OECD Deputy Secretary-General Rintaro Tamaki at the High-level international conference Global and European Trends in Financial Education: New Challenges, Innovation and Measures of Success in Istanbul. Find out more at http://www.oecd.org/daf/fin/financial-education/2014-conference-global-european-trends-financial-education.htm
This document summarizes the proceedings of an international workshop on developing inclusive entrepreneurship strategies. [1] Representatives from several European regions attended to share practices and lessons learned. [2] Key topics included developing cohesive strategies, putting citizens' needs first, and ensuring collaboration across departments. [3] Participants pledged specific actions like exploring other regions' programs and improving access to business information.
This document discusses how organizational culture affects expatriates and a company's attempt to reduce costs through international expansion. It begins with an introduction on globalization and free trade. It then covers organizational culture and how cultural values impact work behaviors. Leadership challenges in multicultural environments are examined, particularly the characteristics needed in expatriate leaders. Issues with expatriating employees like costs, repatriation, and performance evaluations are analyzed. Challenges of mergers and acquisitions across cultures are also discussed. The document argues that developing cultural intelligence in leaders is important for successful international expansion while attempting to reduce costs.
The Human Capital Development Scheme is a temporary program that combines concepts from humanitarian aid, economic migration, and online education. It would allow people living in conflict areas or refugee camps to legally work in any country for approved employers, while also accessing online education. The goal is to provide global solutions that benefit countries, displaced people, and employers, while maintaining domestic policies. It aims to minimize the refugee crisis impact, improve education and economic standards, reduce costs, source workers, and create benefits for all involved parties.
Informe sobre el reconocimiento de títulos y credenciales extranjeras en la mobilidad de talento internacional.
Credentialing global trends. Recognising Foreign Qualifications
Migration Policy Institute
Akshat Goyal's Research Paper on A CONCEPTUAL FRAMEWORK OF INTERNATIONAL HUMA...Akshat Goyal
This document provides an overview of international human resource management practices for expatriate management in India. It discusses key factors such as the increasing globalization of business, the importance of effective expatriate management, and common challenges associated with international assignments. The document also outlines various aspects of the expatriate management process, including selection criteria, training, compensation, cross-cultural adjustment, and performance management.
Managing Human Recources Globally - Chapter 15Permata Dinda
This document discusses managing human resources globally and identifies five key learning objectives: 1) factors influencing international HRM, 2) categories of international employees, 3) four levels of global participation and their HRM issues, 4) selecting, training, compensating, and reintegrating expatriate managers. It also covers implications of culture, education, economic systems, and politics/legal factors on HRM practices in foreign countries.
Preparing for the nature of changing workEliaINMvula
The document proposes that governments prepare for changes in the nature of work due to technology by investing in human capital through education, strengthening social protections, and increasing revenue. It recommends early childhood education to develop skills like problem-solving and teamwork. Governments should expand social insurance, job training for adults, and infrastructure access to help people transition between jobs. Raising taxes can fund these efforts and help societies benefit from new technologies through a strengthened social contract and support for workers.
University of Lampung
Economic and Business Faculty
Human Resource Management
International Class
Group 5
-Muhammad Nabil Risqika 1711011102
-Princhita Nabila Maram Pahlawan 1711011128
The document discusses the role of foreign investment and globalization in the economic development of developing nations like Primaria. It argues that protectionist trade barriers can hinder economic growth in developing countries by constraining business development and competition. However, nations implement protectionist policies to boost local industries and trade. The document claims that foreign direct investment can significantly help the economic development of a country by creating jobs, increasing productivity, improving technology and infrastructure, and providing access to better products and trade opportunities. This in turn can help the overall economic growth of the nation.
Small And Medium Enterprise In BangladeshSheri Elliott
This document discusses small and medium enterprises (SMEs) in Bangladesh and provides recommendations to support their growth and development. SMEs are recognized as engines of economic growth and provide many benefits like job creation and entrepreneurship development. However, SMEs in Bangladesh face challenges accessing financial services like loans and venture capital. The document recommends establishing a uniform definition of SME categories, improving access to seed money, leasing, venture capital and long-term loans, and creating a specialized lending corporation to support SME financing.
Global Business and International Human Resource ManagementLITTLE FISH
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Demographic change, shifting labor markets & slow adjusting ed/training systems make foreign talent necessary
1. Maximizing Human Capital in a
Rapidly Evolving Economic Landscape
Council Statement
By Demetrios G. Papademetriou
Convener, Transatlantic Council on Migration
President, Migration Policy Institute and MPI Europe
2. TRANSATLANTIC COUNCIL ON MIGRATION
MAXIMIZING HUMAN CAPITAL IN A
RAPIDLY EVOLVING ECONOMIC LANDSCAPE
The Ninth Plenary Meeting of the Transatlantic Council on Migration
Council Statement
Demetrios G. Papademetriou
Convener, Transatlantic Council on Migration
President, Migration Policy Institute and MPI Europe
November 2013
4. Table of Contents
Executive Summary......................................................................................................................... 1
I.
Recommendations for Growing Skills: Overcoming Barriers to
Workforce Development....................................................................................................2
II. Recommendations for Using Skills: More Effective Qualifications
and Credential-Recognition Systems ......................................................................4
III. Conclusions.................................................................................................................................... 6
About the Author............................................................................................................................... 8
5. MIGRATION POLICY INSTITUTE
Executive Summary
Five years after the global economic crisis began in earnest, economic growth and employment remain
at the top of policy agendas worldwide. Some immigrant-receiving countries are still mired in economic
crisis, others are balanced on a thin edge between recovery and renewed recession, and a few have
seen steady but unimpressive growth. Across all of these countries, however, the crisis has refocused
governments’ attention on the fundamentals upon which their economies are built. At the top of the
agenda is human capital: the challenge of ensuring that workers have the skills and abilities to find
productive employment and contribute to growth, innovation, and competitiveness in a constantly
changing labor market.
Remaining competitive rests, first and foremost, in developing and fully utilizing the skills of those
already within the country. But rapidly changing global markets, substantial demographic shifts, and the
limited agility of educational and training institutions in adjusting to fast-changing economic needs all
mean that the skills and talent employers need can be difficult to find at home. Employers must, therefore,
also be able to have access to the right talent from abroad. National self-sufficiency in nurturing the right
skills and talent, and in finding workers willing to perform the most in-demand jobs, is a thing of the past.
The skills and talent employers need can be difficult to find at home.
Policymakers in immigrant-destination countries must balance several key tasks, taking care to
undertake longer-term skills investments as they attend to shorter-term integration needs. Policymakers
must create the legal channels through which immigrants will enter and create inclusive approaches
to integration that address the specific needs of newcomers and help vulnerable populations without
prioritizing — or being perceived to prioritize — the foreign born at the expense of the domestic
population. At the same time, governments must balance short- and long-term priorities in a much tighter
budgetary environment, finding cost-effective ways to provide immediate relief and maintain the skills
investments upon which longer-term economic prosperity will depend.
The ninth plenary meeting of the Transatlantic Council on Migration, co-convened by the Spanish
Ministry of Employment and Social Security in Madrid, focused on how public and private-sector actors
can make smart investments in underutilized workers — including immigrants. The goal was to discuss
how to maximize the potential of those with skills of all types — including the often-overlooked middle
skills.
The Council identified four guiding principles for reform:
ƒƒ Create incentives for employers and social partners to invest in training. Governments,
employers, workers and their organizations, and public institutions must have a common
understanding that it is in their best interest to invest in lifelong training programs; rather than
emphasizing the cost, stakeholders need to focus on the potential gains.
ƒƒ Prioritize without preference. Services of all types must be available to all vulnerable
populations, and then targeted based on specific issues (language, skills, gender) rather than
ethnicity, nationality, or immigration status.
ƒƒ Constantly evaluate what works. Solving skills mismatches is not a one-time project, but an
ongoing and institutional exercise in which societies must engage; showing that investments
are paying off is essential, in turn, to get the buy-in of all stakeholders.
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
1
6. MIGRATION POLICY INSTITUTE
ƒƒ Build partnerships across society to expand access to services and reduce costs. Since
immigrants have limited time and few resources to invest in training, costs for individuals can
be reduced by integrating and streamlining — where practical — the different services they
may receive (such as language tuition, identifying and closing professional training gaps, and
employment counseling).
Driven by these principles, the Council offers the following recommendations for ensuring that
immigrants have access to job-relevant training and can put their skills to use:
1. Expand access to training. Ensure that disadvantaged populations have multiple entry points
into the worlds of training and work, so that those who miss the main “on-ramp” do not have to
remain at a permanent disadvantage.
2. Help individuals unlock doors. Once entry points into school and work are established, the
challenge is to make sure these doors are actually unlocked for nontraditional learners by
offering hands-on assistance to help newcomers access, absorb, and evaluate information in a
meaningful way and navigate sometimes labyrinthine systems.
3. Ensure that skills acquired match real-world labor market needs. Though not foolproof,
employer involvement in determining which skills are needed and useful is essential to
generating good labor market outcomes.
4. Facilitate early entry into work. Minor skills deficits (including language) often prevent
otherwise qualified immigrants from meeting credential requirements immediately.
Nonetheless, immigrants have valuable skills to contribute to the host society even before they
gain full local qualifications, and bringing them into the workforce early allows both immigrants
and their employers to benefit while creating a pathway to bridging skills deficits.
5. Work with regulators to simplify requirements. Individuals should not have to repeat
an entire educational program to fill one or two deficits. Substantial scope exists to make
qualifications assessments in regulated occupations more flexible without relying on “coercive”
approaches — which can reduce barriers faster, but may have unintended costs.
I.
Recommendations for Growing Skills: Overcoming
Barriers to Workforce Development
The persistent jobs crisis in many countries places heavy responsibilities on employment and workforce
development systems to update — or in some cases entirely renew — workers’ skills, at a moment
when public finances are under more pressure than any time in recent memory. Stagnant or reduced
provision of public services is often exacerbated by struggling nonprofit providers, many of whom rely
on government funds. At the same time, employers focusing on immediate survival often scale back
medium- and long-term investments in skills, in some cases investing in new technologies that make
old skills even less relevant. These trends have made it even more important for governments to ensure
that scarce resources are used effectively, reaching groups most in need of assistance and ensuring that
investments are both cost-effective and likely to have good employment outcomes.
Better preparing workers to succeed in today’s (and more importantly, tomorrow’s) labor market
requires rethinking training systems in order to increase both access and relevance: first, ensuring
that all segments of the population have access to job-relevant training; and second, ensuring that the
training courses offered prepare workers for the actual needs of firms.
2
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
7. MIGRATION POLICY INSTITUTE
One important question facing governments is how to strike the balance between targeted programs
designed to assist immigrants and their families, and universal or “mainstream” employment and
workforce development systems that serve all needy groups, of which immigrants are just one
constituency. While targeted programs can be valuable in pinpointing and addressing the special needs of
disadvantaged populations, significant investments in immigrant-specific services may be unrealistic at a
time when all workers are feeling severe dislocations. Moreover, universal programs can offer substantial
assistance to immigrants and other vulnerable groups because of their scale and reach. Nonetheless,
universal programs may fail in this task if they do not account for these groups’ often substantial
obstacles to accessing available services. The Transatlantic Council thus deliberated on how to adapt
mainstream services to accommodate the needs of diverse populations — including immigrants.
The Council evaluated multiple barriers that immigrants face in accessing mainstream training systems.
They may be ineligible for certain funding streams because they have not yet accrued sufficient years
of residence or made sufficient contributions to unemployment insurance. Training courses may not
fit the needs of part-time learners who must balance competing commitments such as work, child
care, and study. And language barriers make it difficult to access training courses designed for native
speakers. Immigrants also face more difficulties navigating complex host-country institutions that can be
labyrinthine even to natives, and evaluating which training will be most beneficial, especially for those
funding their own program. This complexity is often exacerbated in federal systems, which typically
involve multiple public and social partners, and in countries where frequent policy changes put the
workforce developments systems themselves in flux. Finally, employer-led systems present an element
of chance: whether or not employers are motivated and have enough resources to provide and finance
ongoing training for their workforce.
The Council evaluated multiple barriers that immigrants face in
accessing mainstream training systems.
While in some cases top-to-bottom structural reforms may be needed, these were beyond the scope of
the Council’s deliberations. Instead, the discussion focused on what can be done to adapt mainstream
workforce development services so that migrants’ special needs are taken into account without
specifically targeting these services to migrants. The Council made three recommendations in that regard:
ƒƒ Expand entry points. There should be multiple entry points into the worlds of training
and work, so that those who miss the main on-ramp do not have to remain at a permanent
disadvantage. In some countries like Germany or Austria, the highly respected and effective
initial vocational training is valued by employers but often inaccessible to nontraditional
learners, including immigrants, who miss the initial entry point. One promising strategy is
to make apprenticeships more accessible to adult learners (as has happened in the United
Kingdom, which recently removed the upper age limit of 25). Policies can also help minimize
early exit from training systems by providing second chances for those who do not gain a
qualification initially. Other strategies for making learning more accessible to hard-to-reach
groups include flexible options for part-time and distance (including online) learning, and
programs to help individuals gain the basic language or information technology skills that they
need in order to access mainstream training.
ƒƒ Unlock doors with better navigation assistance. Once entry points into school and work
are established, the challenge is to make sure that these doors are actually unlocked — that
immigrants know how to access the services available to them. In systems where there is a
lot of individual choice, nontraditional learners with limited host-country-specific knowledge
may need mentoring or “navigation counselors” to filter information in a meaningful way.
(This could perhaps be modeled after the guidance services routinely provided to youth).
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
3
8. MIGRATION POLICY INSTITUTE
Some newcomers may simply lack a gateway skill (for instance knowledge of computer
interfaces) and therefore do not make use of distance learning or online portals. Often
enough, it is exactly these navigation services that are the first to be cut in times of
austerity. Policymakers should consider these services not just as optional add-ons, but as
a vital way of opening entry points into the system for marginalized groups.
ƒƒ Link training to employer needs. Anticipating skills needs is as much art as science,
but governments can help to ensure that their training programs will produce valuable
and needed skills by giving employers a strong role in their formulation and delivery.
This means prioritizing training courses that employers demonstrably value, such as
worksite-based training and formal courses with an apprenticeship component. For recent
immigrants and others with limited local work experience, apprenticeships and other
work-based programs both help individuals develop contacts and professional experience,
and support the acquisition of occupational language skills. Worksite-based programs can
also be easier to access for workers who have more than one job, long hours, or family
responsibilities — especially where employers have found innovative ways to fit learning
into the working day, such as through bite-sized modules or the use of portable learning
devices. Even if employer-driven systems have limitations (and they do), there is no
substitute for employer involvement in determining which skills are needed and useful.
The challenge is to make sure… that immigrants know how to access
the services available to them.
The success of the steps outlined above depends in large part upon getting buy-in from all the
stakeholders involved and building partnerships between them, including: the employer, the training
provider, workers themselves, and community-based organizations or labor unions. In the United
States, the Workforce Investment Act ensures that employers are “braided” into training at each
level of the process by requiring employer involvement in designing programs as a prerequisite for
investing in them. Employers are not the only important actors in the process, however; communitybased organizations and labor unions are often ideally placed to identify the need for such programs
among workers and potential workers in the community, and in many cases to deliver them.
II.
Recommendations for Using Skills: More Effective
Qualifications and Credential-Recognition Systems
As countries grapple with the need to produce better-prepared workers, one of the principal barriers
is that immigrants’ existing qualifications, knowledge, and experience are often not recognized in the
destination country’s labor market. This results in a waste of the investments their country of origin
has made in educating and/or training them — and that immigrants have made in themselves — and
a lost opportunity to employers and host communities to avail themselves of newcomers’ human
capital.
4
While this is a widely recognized problem, the issues surrounding recognition of qualifications are
not amenable to simple fixes. Providing information to help regulators and employers understand
the qualifications and credentials of a foreign-trained worker is an essential first step, but cannot
alone solve the problem. The barriers to recognition of foreign qualifications are not just a lack of
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
9. MIGRATION POLICY INSTITUTE
information, but include hurdles such as lack of local work experience, poor language proficiency, limited
exposure to host-country recruiting practices and workplaces, and genuine differences in the content of
training and experience in different countries. As a result, the recognition of qualifications and credentials
is not an isolated task, but part of a broader immigrant integration challenge.
For many immigrants in professional occupations, regulation remains a major barrier to labor-market
access and success, and can keep workers out of the labor force for years while they seek to requalify.
Beyond qualifications requirements, foreign-trained professionals may also face barriers in the form of
fees, restrictions on the number of people who can receive licenses, or restrictions on the types of task
that certain professionals can perform. Governments must bring their regulators, professional bodies, and
employers to the table if they are to make real progress on these issues.
For many immigrants in professional occupations, regulation remains
a major barrier to labor-market access and success.
Interventions to improve credential recognition can come in the form of both targeted and mainstream
programs, depending on the nature of the need. Targeted interventions include working with regulators
to give immigrants more credit for their training overseas. This, for instance, is the purpose of the
European Union’s professional qualifications policies, as well as of a host of smaller-scale “mutual
recognition” agreements among regulators in Canada, Australia, the United States, and several other
countries. These interventions make it easier to gain locally required qualifications by supporting (in
occupations such as medicine, law, or architecture) bridging courses and language instruction tailored
to specific professions — an approach pioneered by Canada — and by providing guidance services to
help immigrants navigate the requalification process. Norway, for example, recently announced such a
measure as part of a broad strategy to improve foreign qualifications recognition in Norway. Mainstream
services may not be equipped to provide this kind of tailored assistance, but they can help to improve
the recognition of foreign qualifications by improving access to work experience — open to several
types of workers seeking to qualify, not just immigrants—and by putting in place systems to improve the
recognition of prior learning.
The Council recommends the following key steps:
ƒƒ Facilitate early entry into work. Minor skills deficits may prevent immigrants from meeting
qualifications requirements immediately, but they nonetheless have valuable skills to
contribute while on the path to gaining full local qualifications. Governments can facilitate early
entry into the labor force by providing options for conditional registration that allows people to
work under supervision — or in the specific areas for which they are already fully qualified —
while working towards completing their qualifications. This approach has been used in several
countries and occupations — from medicine in Australia to engineering in Canada and teaching
in the Netherlands — and helps reduce the barriers to entry that result from exam-based
systems.
ƒƒ Work with regulators to simplify requirements. Individuals should not have to repeat
an entire educational program to fill one or two deficits. Substantial scope exists to make
qualifications assessments in regulated occupations more flexible, taking advantage of modular
examinations, tailored competence interviews, and at-work assessment. Promising examples
of voluntary cooperation between regulatory authorities internationally suggest that progress
can be made, even if it is slow. More “heavy-handed” approaches that impose requirements on
regulators, such as the European Union’s professional qualifications policies, can successfully
reduce barriers to practice faster, although they can also have costs — including public outcry if
lowered standards lead to high-profile mistakes (particularly in medicine or engineering), and
the risk of a loss of trust in professional registration as a “gold standard” of competence.
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
5
10. MIGRATION POLICY INSTITUTE
ƒƒ Help individuals negotiate complex systems. Because credential-recognition requirements
are very complicated, hands-on assistance to help immigrants navigate the system, understand
application steps, and assess their options throughout the recognition process are critical.
Integrating this assistance with other assistance immigrants receive (such as employment
counseling or introduction/settlement services) may allow governments to use resources
more effectively. Targeted and mainstream systems may need to become more integrated, with
targeted systems providing on-ramps to mainstream services.
Financial constraints on governments’ ability to provide effective services to those trained abroad are
arguably the major public policy impediment to addressing both credential recognition and broader skills
needs for vulnerable populations. Innovative ways to help migrants fund their own additional training are
worth exploring, including low-cost student loans.1 Since immigrants have limited time and resources to
invest in training, costs for individuals can be reduced by integrating — where practical — the different
services they may need (such as language, professional, and/or other training gaps, and employment
counseling). In addition, governments can explore ways to use technology strategically: supporting the
development of online training to reduce the cost of updating skills and filling deficits, and creating
economies of scale by bringing together online learning communities for students whose schedules have
little room for formal, classroom-based courses.
Financial constraints on governments’ ability to provide effective services
to those trained abroad are arguably the major public policy impediment
to addressing both credential recognition and broader skills needs.
III.
Conclusions
The way public policies and programs address the needs of marginalized populations (whether
immigrants or minorities) is always sensitive, and this holds true even more in times of crisis. The
countries feeling the most economic pain — for instance debt-wracked Greece, Spain, Ireland, or Portugal
— already have to cope with the costs of immigration and public concern about the “special treatment”
of immigrants. And as austerity measures continue to drain resources from communities, tensions will
rise further. Against this backdrop, the Council concludes that the policy goal must be priority without
preference: ensuring that services are available to disadvantaged populations, but not to the exclusion of
others. Comprehensive services should be provided to all that need them, but these services ought to be
targeted based on concrete needs (such as language assistance or the acquisition of skills) rather than
targeted by ethnicity, nationality, or immigration status.
Moreover, governments must design strategies that help maximize their countries’ human-capital
resources in a constantly changing and highly competitive environment. The first challenge is that
opportunities for workers to further develop their professional skills are scarcer in times of high
unemployment. Conversely, in periods of low unemployment, when employers or regulators perceive
shortages of skills in the labor market, they are more willing to accommodate small deficits in training,
while providing more flexible options to address them. This dynamic — that workers’ training needs are
highest in periods when employers are least likely to offer opportunities for training — makes the current
environment particularly challenging.
1
6
In some countries student loans are only repayable for those who earn above a certain level and are repaid through the tax
system, thus reducing the risk that individuals face when they take out loans.
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
11. MIGRATION POLICY INSTITUTE
Second, as patterns of mobility change — and as temporary and short-term migration for work becomes
more common — it will be increasingly important to ensure that immigrants can integrate quickly into
the labor market. Governments must reduce the time that immigrants spend out of the workforce while
qualifying to practice regulated occupations or while upgrading their skills to find work at their skill level.
Finally, as the knowledge economy comprises a growing share of economic activity and drives up
qualifications requirements for many occupations, the gulf between those with high qualifications and
those without may widen; and governments will face greater pressure to create education and training
systems that succeed in training and retraining workers throughout their careers, and not just in the
initial phases.
Governments must be prepared to be flexible, and work as one with
employers, in their approach to investing in skills.
In order to remain competitive in today’s fast-changing — and unforgiving — global economy,
policymakers must constantly encourage and invest in building (and rebuilding) institutions and
programs designed to adapt to changing circumstances and needs. Rather than trying to predict in
advance which skills will be in demand five years forward, let alone ten or twenty — a task beyond even
the most skillful government planners — governments must be prepared to be flexible, and work as one
with employers, in their approach to investing in skills. Nor can countries that are truly serious about
immigrant integration afford to keep newcomers out of the labor force for extended periods of time as
they perfect their skills. With human capital playing a determinative role in individual and collective
economic success, governments must be able to demonstrate to their publics that they can invest smartly
and successfully across the skills spectrum, and that these investments are paying off.
For more on MPI's Transatlantic Council on Migration, please visit:
w w w. m i g r a t i o n p o l i c y. o r g / t r a n s a t l a n t i c
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
7
12. MIGRATION POLICY INSTITUTE
About the Author
Demetrios G. Papademetriou is President and Co-Founder of the Migration Policy
Institute (MPI), a Washington-based think tank dedicated exclusively to the study of
international migration. He is also President of Migration Policy Institute Europe, a
nonprofit, independent research institute in Brussels that aims to promote a better
understanding of migration trends and effects within Europe; and serves on MPI
Europe’s Administrative Council.
Dr. Papademetriou is the convener of the Transatlantic Council on Migration, which
is composed of senior public figures, business leaders, and public intellectuals
from Europe, the United States, and Canada. He also convenes and co-directs the Regional Migration
Study Group, an MPI and Woodrow Wilson Center initiative that in 2013 proposed new regional
and collaborative approaches to migration, competitiveness, and human-capital development for
the United States, Central America, and Mexico. The Study Group’s work continues as it promotes its
recommendations with policymakers and civil society in the region, and focuses on projects to develop
and certify human capital.
Dr. Papademetriou is the Co-Founder and International Chair Emeritus of Metropolis: An International
Forum for Research and Policy on Migration and Cities and has served as Chair of the World Economic
Forum’s Global Agenda Council on Migration (2009-11); Chair of the Migration Committee of the
Organization for Economic Cooperation and Development (OECD); Director for Immigration Policy and
Research at the US Department of Labor and Chair of the Secretary of Labor’s Immigration Policy Task
Force; and Executive Editor of the International Migration Review.
He has published more than 250 books, articles, monographs, and research reports on migration topics
and advises senior government and political party officials in more than 20 countries.
His most recent books include Managing Borders in an Increasingly Borderless World (co-author and
co-editor, 2013); Immigrants in a Changing Labor Market: Responding to Economic Needs (co-author,
2013); Migration and the Great Recession: The Transatlantic Experience (co-author and co-editor, 2011);
Immigration Policy in the Federal Republic of Germany: Negotiating Membership and Remaking the
Nation (co-author, 2010); Gaining from Migration: Towards a New Mobility System (co-author, 2007);
Europe and its Immigrants in the 21st Century: A New Deal or a Continuing Dialogue of the Deaf? (editor
and co-author, 2006); and Immigration and America’s Future: A New Chapter (2006, co-author).
He holds a PhD in comparative public policy and international relations (1976) and has taught at the
universities of Maryland, Duke, American, and New School for Social Research.
8
Maximizing Human Capital in a Rapidly Evolving Economic Landscape
13. The Migration Policy Institute is a nonprofit , nonpar tisan think tank
dedicated to the study of the movement of people worldwide. MPI provides
analysis, development, and evaluation of migration and refugee policies at the local,
national, and international levels. It aims to meet the rising demand for
pragmatic and thoughtful responses to the challenges and opportunities that
large-scale migration, whether voluntary or forced, presents to communities
and institutions in an increasingly integrated world.
www.migrationpolicy.org
1400 16th Street NW
Suite 300
Washington, DC 20036
Tel: 001 202-266-1940
Fax: 001 202-266-1900