In the Arab World there is a poor match between regional human capital and the skills demanded by employers with many firms expressing concern that they face internal employee skills deficiencies that limit performance, a phenomenon that has been popularly labeled as a “skills gap.” Many countries in the Arab World rank amongst the countries facing the most severe skills gaps in the world. While several surveys in the Arab World have identified soft skills and more basic employability skills lacking in the workforce, there is a large empirical absence, both globally and in the Arab World, of studies regarding the impact of skills gaps on firm-level performance. This analysis will attempt to apply empirically driven international research to the case of the Arab World to determine the operational impacts of skills gaps on Arab companies. With the belief that companies and governments require more rigorous empirical evidence to translate management research into practices that solve organizational problems, the paper will conclude with suggestions on proactive strategies to close labor skills gaps to increase the competitiveness of key industries which face skills gaps.
The document discusses trends in the Chinese job market and salaries in 2011. It finds that Chinese companies increased headcounts by 30% that year, with increased opportunities contributed by private enterprises. The median salaries were highest in finance, real estate, and telecommunications. Returning international students ("Hai-Gui") received 27% higher starting salaries than domestic peers, with 71% finding jobs within 3 months, especially in finance. Chinese companies found research and development positions most difficult to fill due to growth and turnover.
CDS is an executive search firm that has been in business for 15 years. It is part of the Recruit Group, one of the largest HR services companies in Asia. CDS has a proven track record of placing executives in technology and digital media companies. It takes a proactive, research-driven approach to search using a hybrid model of contingency and retained services.
This chapter discusses managing human resources in an international business context. It explains that more companies are conducting business globally and therefore need global human resource strategies. Some of the key challenges in international human resource management include deploying employees with the right skills globally, sharing knowledge across borders, and identifying and developing talent worldwide. The chapter outlines factors to consider for international assignments, such as candidate selection, cost projections, compensation plans, and cultural training. It also notes how labor laws and business conditions vary significantly between countries, presenting additional human resource challenges for multinational companies.
This breakfast seminar presentation provided an overview of offshoring and outsourcing. Daniel Palm has 10 years of experience working with offshoring in countries like India, Pakistan, and China. The presentation defined different types of offshoring like ITO, BPO, KPO and VA. It discussed top reasons companies choose to offshore like reducing costs and improving focus. Advice for successful offshoring included proper planning, communication, and transition management. Facts about top offshore destinations India and China were shared along with their advantages and challenges. The presentation concluded with discussing how to structure an offshore management certification course.
15 years of excellence in Executive Search
CDS has over 15 years of experience in executive search for technology and digital media companies in Japan. They have a proven track record of filling executive and mid-level positions. With a team of experienced search consultants specializing in different technology sectors, CDS can support clients' executive hiring needs.
This document discusses information technology outsourcing. It defines various types of outsourcing like IT outsourcing, offshoring, and IT enabled services. It discusses the evolution of IT outsourcing and the key driving factors. It outlines who should outsource, when outsourcing should be considered, and the benefits of outsourcing to countries like India. The document promotes outsourcing to RNF Technologies and concludes that outsourcing can help companies focus on core competencies in a cost effective manner.
Tjitra & Associates is a management consultancy that focuses on culture, talent, and change. It was founded in 2012 with offices in Hong Kong, Shanghai, Hangzhou, and Jakarta. The consultancy has experience working with over 40 countries to provide tailored solutions addressing clients' unique needs and situations. Services include managing cultural diversity, developing talent, and leading strategic change. The goal is to help clients achieve excellence and sustainable business results.
Understanding The Difference Between Ito And BpoJohn Meyerson
This document provides an overview of a presentation given by Alsbridge and ACS comparing business process outsourcing (BPO) and information technology outsourcing (ITO). Key points include:
- BPO focuses on improving business performance through outsourcing entire business functions, while ITO focuses on reducing IT costs through outsourcing well-defined IT services.
- BPO deals involve more complex processes, pricing, and transitions than ITO deals which involve lifting and shifting defined IT services.
- Challenges in BPO include developing controls for
The document discusses trends in the Chinese job market and salaries in 2011. It finds that Chinese companies increased headcounts by 30% that year, with increased opportunities contributed by private enterprises. The median salaries were highest in finance, real estate, and telecommunications. Returning international students ("Hai-Gui") received 27% higher starting salaries than domestic peers, with 71% finding jobs within 3 months, especially in finance. Chinese companies found research and development positions most difficult to fill due to growth and turnover.
CDS is an executive search firm that has been in business for 15 years. It is part of the Recruit Group, one of the largest HR services companies in Asia. CDS has a proven track record of placing executives in technology and digital media companies. It takes a proactive, research-driven approach to search using a hybrid model of contingency and retained services.
This chapter discusses managing human resources in an international business context. It explains that more companies are conducting business globally and therefore need global human resource strategies. Some of the key challenges in international human resource management include deploying employees with the right skills globally, sharing knowledge across borders, and identifying and developing talent worldwide. The chapter outlines factors to consider for international assignments, such as candidate selection, cost projections, compensation plans, and cultural training. It also notes how labor laws and business conditions vary significantly between countries, presenting additional human resource challenges for multinational companies.
This breakfast seminar presentation provided an overview of offshoring and outsourcing. Daniel Palm has 10 years of experience working with offshoring in countries like India, Pakistan, and China. The presentation defined different types of offshoring like ITO, BPO, KPO and VA. It discussed top reasons companies choose to offshore like reducing costs and improving focus. Advice for successful offshoring included proper planning, communication, and transition management. Facts about top offshore destinations India and China were shared along with their advantages and challenges. The presentation concluded with discussing how to structure an offshore management certification course.
15 years of excellence in Executive Search
CDS has over 15 years of experience in executive search for technology and digital media companies in Japan. They have a proven track record of filling executive and mid-level positions. With a team of experienced search consultants specializing in different technology sectors, CDS can support clients' executive hiring needs.
This document discusses information technology outsourcing. It defines various types of outsourcing like IT outsourcing, offshoring, and IT enabled services. It discusses the evolution of IT outsourcing and the key driving factors. It outlines who should outsource, when outsourcing should be considered, and the benefits of outsourcing to countries like India. The document promotes outsourcing to RNF Technologies and concludes that outsourcing can help companies focus on core competencies in a cost effective manner.
Tjitra & Associates is a management consultancy that focuses on culture, talent, and change. It was founded in 2012 with offices in Hong Kong, Shanghai, Hangzhou, and Jakarta. The consultancy has experience working with over 40 countries to provide tailored solutions addressing clients' unique needs and situations. Services include managing cultural diversity, developing talent, and leading strategic change. The goal is to help clients achieve excellence and sustainable business results.
Understanding The Difference Between Ito And BpoJohn Meyerson
This document provides an overview of a presentation given by Alsbridge and ACS comparing business process outsourcing (BPO) and information technology outsourcing (ITO). Key points include:
- BPO focuses on improving business performance through outsourcing entire business functions, while ITO focuses on reducing IT costs through outsourcing well-defined IT services.
- BPO deals involve more complex processes, pricing, and transitions than ITO deals which involve lifting and shifting defined IT services.
- Challenges in BPO include developing controls for
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
Strategy Implementation - ING Asia PacificAnurag Jaiswal
Prepared by the students of strategy implementation at the MBA program of IE Business School, this presentation analyzes ING’s erstwhile position in the Asia Pacific market, and tries to solve the challenge faced by Jacques Kemp, the then CEO of ING Asia Pacific, about consolidating a highly fragmented business in the region. His dilemma - how to communicate the need to change an existing highly autonomus and financially succesful organization?
ING Asia/Pacific faces organizational challenges due to a lack of aligned goals and strategies across business units. The company could consider adopting a global matrix structure to attain benefits of functional expertise and regional responsiveness. This would involve standardizing support functions and processes while customizing products and marketing locally. The regional CEO should establish coordinating committees and involve country managers in decision making to address challenges and ensure a successful transition.
Minefield? Or Greenfield? Mid-Market Sourcing StrategiesStanton Jones
Mid-tier companies have significant untapped potential for outsourcing but have not embraced it like larger G2000 companies. There are initial steps companies can take to determine objectives and scope as well as common mistakes to avoid. As companies gain experience, they can take outsourcing to the next level through multi-sourcing, governance, and process optimization. Cloud computing is also an important component that can lower costs and speeds. Success requires knowledge of capabilities, standards, and negotiation expertise. Resources like ISG provide data, insights, and experts to help companies make smart sourcing decisions at various stages of maturity.
Heidrick & Struggles
convened two CEO roundtables in India, one
in New Delhi and one in Mumbai. The purpose
of the two events was to bring together some
40 leading company CEOs and top executives,
both Indian and foreign, to gain an insight of emerging market challenges
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
The document discusses how to create an authoring infrastructure that supports 24/7 global content development through virtualization and desktop publishing tools in a virtual desktop infrastructure. It explains the benefits of virtualization for technical communication professionals working globally, including increased cost effectiveness, speed, security, and reduced complexity. The presentation provides an example use case of setting up a virtualized desktop publishing environment for global authoring teams.
The document describes a proposed organization called N.E.E.D. that aims to provide training and employment to unemployed youth in India. N.E.E.D. would identify jobs in the unorganized sector, recruit and train unemployed or unskilled workers, and connect them with available jobs. It plans to initially launch in Mumbai, setting up 6 offices to serve different regions of the city. The organization would focus on identifying in-demand skills, running incentive-based training programs, and maintaining a pool of available workers through a gamified system to motivate employees and meet market needs. Financial projections estimate that N.E.E.D. could generate significant revenue and taxable income within 3 years of operations while
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
This document outlines the content and structure of an International Human Resource Management module. The module aims to teach students about managing human resources across different countries and cultures. It includes 12 lectures on topics like cultural differences, compensation systems, expatriates, and more. Students will complete assignments involving case studies, research papers, and presentations. They will also engage in role-playing activities and case discussion sessions. The module uses a variety of pedagogical approaches and assessments to provide students with an in-depth understanding of international HRM challenges and best practices.
The document discusses several human resource challenges facing the Indian BPO industry, including shortages of qualified workers, high attrition rates, health and stress issues among employees, challenges in developing customer focus, changing value systems, and misconduct issues. It provides statistics on the growth of the BPO industry and future projections. It also outlines some actions that industry groups and companies are taking to address these challenges, such as competency assessment programs, focusing on career development and employee care, and developing centralized databases.
PWC: Мобильность персонала в перспективе 2020 г.Victor Gridnev
The document discusses how global mobility is changing due to demographic shifts and urbanization trends over the next decade. Populations are aging in many Western countries and growing younger in Asia and Africa. At the same time, the world's urban population is projected to increase 72% by 2050, with growth concentrated in the developing world. As populations change locations and age structures, companies will need to adapt talent and mobility strategies to source skills from new markets and manage a multi-generational workforce.
Etude PwC sur la mobilité professionnelle d'ici à 2020 (2013)PwC France
http://pwc.to/VOdujF
La production de l’étude « Talent mobility 2020 and beyond » est le résultat de l’analyse de plusieurs sources sur le secteur de l’économie mondiale et des grandes entreprises.
L’étude reprend les réponses des 900 entreprises qui ont été interrogés sur les tendances de mobilité au cours des 20 dernières années et les résultats de la planification de scénarios testés avec plusieurs séries d’employés de demain sur l'avenir du travail à 2020. L’étude retranscrit aussi les entretiens des spécialistes des « talents » et de la mobilité PwC soutenus par les avis de plusieurs organisations mondiales dans le monde entier.
Este documento discute o fenômeno do mobbing (assédio psicológico no trabalho). Primeiramente, define mobbing e discute suas diferentes denominações em diferentes países. Em seguida, descreve brevemente a origem do termo na etologia e como foi aplicado ao contexto do trabalho. Por fim, discute definições e características do mobbing, visando uma delimitação teórico-conceitual do fenômeno.
Este documento describe una miniplanta de producción de malta, cerveza o soda. La planta incluye tanques, bombas, válvulas, sensores y otros componentes para controlar procesos como la temperatura, flujo, nivel y pH. La planta puede usarse para prácticas educativas de control de procesos o producir pequeñas cantidades de malta, cerveza o soda de manera real.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
jadi ppt ini berisi tentang review kuliah tamu dari pembicara Taufswara riasdian daru yang bertema makan "Be Creative Technopreiner Is Easy" yang di selenggarakan di kampus politeknik Elektronika Negri Surabaya pada tanggal 7 oktober 2016
This document discusses how digital media can be used for acquiring talent. It summarizes that employer branding, referrals, and recruiting through digital media will be the top recruiting trends in India. Social media has become a major way for companies to engage both active and passive candidates. The document outlines some key statistics on social media usage in India and how it is becoming an important tool for employer branding and recruiting. It also discusses challenges in managing large amounts of online information and the need for sophisticated data interpretation to identify the right talent pools.
Strategy Implementation - ING Asia PacificAnurag Jaiswal
Prepared by the students of strategy implementation at the MBA program of IE Business School, this presentation analyzes ING’s erstwhile position in the Asia Pacific market, and tries to solve the challenge faced by Jacques Kemp, the then CEO of ING Asia Pacific, about consolidating a highly fragmented business in the region. His dilemma - how to communicate the need to change an existing highly autonomus and financially succesful organization?
ING Asia/Pacific faces organizational challenges due to a lack of aligned goals and strategies across business units. The company could consider adopting a global matrix structure to attain benefits of functional expertise and regional responsiveness. This would involve standardizing support functions and processes while customizing products and marketing locally. The regional CEO should establish coordinating committees and involve country managers in decision making to address challenges and ensure a successful transition.
Minefield? Or Greenfield? Mid-Market Sourcing StrategiesStanton Jones
Mid-tier companies have significant untapped potential for outsourcing but have not embraced it like larger G2000 companies. There are initial steps companies can take to determine objectives and scope as well as common mistakes to avoid. As companies gain experience, they can take outsourcing to the next level through multi-sourcing, governance, and process optimization. Cloud computing is also an important component that can lower costs and speeds. Success requires knowledge of capabilities, standards, and negotiation expertise. Resources like ISG provide data, insights, and experts to help companies make smart sourcing decisions at various stages of maturity.
Heidrick & Struggles
convened two CEO roundtables in India, one
in New Delhi and one in Mumbai. The purpose
of the two events was to bring together some
40 leading company CEOs and top executives,
both Indian and foreign, to gain an insight of emerging market challenges
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
The document discusses how to create an authoring infrastructure that supports 24/7 global content development through virtualization and desktop publishing tools in a virtual desktop infrastructure. It explains the benefits of virtualization for technical communication professionals working globally, including increased cost effectiveness, speed, security, and reduced complexity. The presentation provides an example use case of setting up a virtualized desktop publishing environment for global authoring teams.
The document describes a proposed organization called N.E.E.D. that aims to provide training and employment to unemployed youth in India. N.E.E.D. would identify jobs in the unorganized sector, recruit and train unemployed or unskilled workers, and connect them with available jobs. It plans to initially launch in Mumbai, setting up 6 offices to serve different regions of the city. The organization would focus on identifying in-demand skills, running incentive-based training programs, and maintaining a pool of available workers through a gamified system to motivate employees and meet market needs. Financial projections estimate that N.E.E.D. could generate significant revenue and taxable income within 3 years of operations while
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
This document outlines the content and structure of an International Human Resource Management module. The module aims to teach students about managing human resources across different countries and cultures. It includes 12 lectures on topics like cultural differences, compensation systems, expatriates, and more. Students will complete assignments involving case studies, research papers, and presentations. They will also engage in role-playing activities and case discussion sessions. The module uses a variety of pedagogical approaches and assessments to provide students with an in-depth understanding of international HRM challenges and best practices.
The document discusses several human resource challenges facing the Indian BPO industry, including shortages of qualified workers, high attrition rates, health and stress issues among employees, challenges in developing customer focus, changing value systems, and misconduct issues. It provides statistics on the growth of the BPO industry and future projections. It also outlines some actions that industry groups and companies are taking to address these challenges, such as competency assessment programs, focusing on career development and employee care, and developing centralized databases.
PWC: Мобильность персонала в перспективе 2020 г.Victor Gridnev
The document discusses how global mobility is changing due to demographic shifts and urbanization trends over the next decade. Populations are aging in many Western countries and growing younger in Asia and Africa. At the same time, the world's urban population is projected to increase 72% by 2050, with growth concentrated in the developing world. As populations change locations and age structures, companies will need to adapt talent and mobility strategies to source skills from new markets and manage a multi-generational workforce.
Etude PwC sur la mobilité professionnelle d'ici à 2020 (2013)PwC France
http://pwc.to/VOdujF
La production de l’étude « Talent mobility 2020 and beyond » est le résultat de l’analyse de plusieurs sources sur le secteur de l’économie mondiale et des grandes entreprises.
L’étude reprend les réponses des 900 entreprises qui ont été interrogés sur les tendances de mobilité au cours des 20 dernières années et les résultats de la planification de scénarios testés avec plusieurs séries d’employés de demain sur l'avenir du travail à 2020. L’étude retranscrit aussi les entretiens des spécialistes des « talents » et de la mobilité PwC soutenus par les avis de plusieurs organisations mondiales dans le monde entier.
Este documento discute o fenômeno do mobbing (assédio psicológico no trabalho). Primeiramente, define mobbing e discute suas diferentes denominações em diferentes países. Em seguida, descreve brevemente a origem do termo na etologia e como foi aplicado ao contexto do trabalho. Por fim, discute definições e características do mobbing, visando uma delimitação teórico-conceitual do fenômeno.
Este documento describe una miniplanta de producción de malta, cerveza o soda. La planta incluye tanques, bombas, válvulas, sensores y otros componentes para controlar procesos como la temperatura, flujo, nivel y pH. La planta puede usarse para prácticas educativas de control de procesos o producir pequeñas cantidades de malta, cerveza o soda de manera real.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
jadi ppt ini berisi tentang review kuliah tamu dari pembicara Taufswara riasdian daru yang bertema makan "Be Creative Technopreiner Is Easy" yang di selenggarakan di kampus politeknik Elektronika Negri Surabaya pada tanggal 7 oktober 2016
1) O documento defende que o turismo é uma oportunidade para o desenvolvimento da região do Vale do Tejo e propõe a criação de um "Polo de Desenvolvimento Turístico do Ribatejo e Oeste" para agregar o potencial turístico da área.
2) Também propõe estimular o desenvolvimento de "Conselhos Municipais de Turismo" em cada município para melhor gerir aspectos do destino turístico de forma coordenada.
3) Defende que o PS deve ter um papel na mudança de mentalidades
Here in E2MATRIX , We provide the best coaching & training and IEEE projects. We provide professional courses like matlab, image processing, cloud computing,Android, electrical domain .NET, JAVA, WEKA, NS-2, MATLAB SIMULINK, and our main emphasis is thesis for MTECH , research projects, IEEE projects. Provide Research Help to all Engineering classes in all the fields of electrical , electronics, IT and Computers.
Contact us at:
E2MATRIX
Opp. Bus Stand, Parmar Complex,
Backside Axis Bank, Phagwara - Punjab (INDIA).
Contact: +91 9041262727, 9779363902,
Web: www.e2matrix.com
Este documento conmemora el 27 aniversario de la toma del Palacio de Justicia por parte del M-19 y la posterior retoma por parte del ejército colombiano. Se rinde homenaje a los más de 100 funcionarios judiciales que murieron y a los 12 desaparecidos durante estos sucesos. También se menciona que la rama judicial sigue sufriendo muertes y que la vida no vale nada en Colombia. Se incluye una lista de los nombres de los funcionarios asesinados y desaparecidos.
El documento describe los retos que enfrentan las instituciones educativas hoy en día y cómo el programa Operación Emprende puede ayudar a desarrollar habilidades emprendedoras en los estudiantes. Operación Emprende es un simulador de negocios que permite a los estudiantes aprender conceptos clave de administración mediante la experiencia de dirigir su propia empresa simulada.
The document discusses foreign direct investment (FDI). Key points:
1. FDI involves purchasing physical assets or a significant ownership stake in a company located in another country to gain management control.
2. FDI flows have grown worldwide as firms seek resources, markets, knowledge, stability, and advantages like low labor costs.
3. There are two main types of FDI - horizontal where a firm expands into a new foreign market, and vertical where a firm integrates operations across borders.
Measuring Skill Gaps in Qatar and the Arab WorldWesley Schwalje
This presentation was invited by Qatar University’s Training Managers Forum as an input to its foundation meeting. The Arabization of the concept of knowledge economy is discussed along with typology to classify the source of skills gaps in the Arab World. The presentation closes with observations on the difficulty of scientifically measuring skills gaps in the region with a specific emphasis on operationalizing a measurement mechanism in Qatar.
[Challenge:Future] Being Small in a Global World - Revising the VisionChallenge:Future
Hungary can become more competitive through hyperspecialization in key industries like pharma and ICT. This involves dividing labor into highly specialized roles. While Hungary has some values to support this, like skilled labor, it is missing others like willingness to collaborate. Best practices can help address issues like cultural cringe and brain drain. The revised vision proposes Hungarian firms delegate tasks to specialized cooperators through intermediaries. This is feasible and beneficial to stakeholders if issues are addressed.
India has built strong international credibility in the BPO market and this has paved the way for many international firms to explore other outsourcing opportunities. The KPO or Knowledge Process Outsourcing goes beyond outsourcing standard routine business processes to those involving high end value added tasks in which execution depends on skill, expertise, domain knowledge and experience of the experts handling the tasks.
This presentation briefly summarizes how India is poised to take on this next wave of outsourcing i.e the KPO business.
In 1998 Acer is thinking about whether or not go into the chinese market, which is very attactive. Acer has strenghts in manufacturing and is evaluating if the right decision is to build a new facility in China. The final recommendation is to have a partnership (strategic alliance) already established in China.
The document discusses preparing students for future careers. It provides an overview of Sify, an Indian IT company, including its services and role in skill development through its Skillpedia knowledge sharing portal. It also discusses India's employment outlook with IT and BPO industries expected to add over 230,000 jobs in 2012. The focus is shifting to domestic markets in India's tier 2 and 3 cities to leverage local talent and reduce costs. Expected trends include a shift from degrees to certifications, resume formats changing to include social profiles, and a focus on competencies over traditional job descriptions.
The document discusses strategies for talent management in emerging markets. It addresses anticipating business growth needs, understanding local talent markets, and developing talent strategies. Specifically, it recommends proactively partnering with business leaders, expanding knowledge of talent shortages and cultural factors across markets like China, India, and Russia, and implementing a segmented approach focusing on critical positions through development, deployment, and connection of skills and networks.
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
This document discusses social recruitment on LinkedIn and strategies for using LinkedIn effectively. It notes that social recruitment requires developing deeper employee relationships online and offline. LinkedIn membership is dominated by technology and certain industries and demographics vary by region. Successful companies use LinkedIn to showcase their employee brand and talent to clients. Developing a LinkedIn strategy requires understanding trends, competitor practices, and customizing content, jobs, and company pages for local audiences while highlighting company culture and people.
The document discusses higher education, innovation, and industry perspectives. It notes that the ways of doing business and achieving success are changing. Universities can play roles in alternative growth pathways through education, adding to knowledge, problem solving capacity, and open conversations. Effective university-industry partnerships and capacity building are important for innovation but remain fragmented. Collaboration between government, universities, and industry is essential for innovation in the modern globalized economy.
Thunderbird is a global business school that provides executive education programs to 80,000 professionals from emerging markets annually. It ranks #1 for international programs, #2 for open enrollment programs, and #9 overall for executive education. Thunderbird offers customized and certificate programs both in-classroom and online across 16 degree programs. It aims to educate global leaders who create sustainable prosperity worldwide through its global network, diverse learning methods, and customer-centric engagement model.
1) The document discusses the fear factors involved in remote-based development projects when Western initiatives meet Eastern cultures.
2) It identifies the dominant fear as losing strategic control over core operations, products, talent, and intellectual property.
3) To handle the fear factor, the presentation recommends creating social awareness, effective retention strategies, understanding different business models, adequate planning, and ensuring information security.
1) The document discusses the fear factors involved in remote-based development projects when Western initiatives meet Eastern cultures.
2) It identifies the dominant fear as losing strategic control over core operations, products, talent, and intellectual property.
3) To handle the fear factor, the presentation recommends creating social awareness, effective retention strategies, understanding different business models, adequate planning, and ensuring information security.
The document discusses the future of business process outsourcing (BPO). It notes that rising investments in BPO have led to an explosion in new entrants, creating market confusion and volatility. However, long-term business pressures are driving more outsourcing as companies look to move up the value chain from simple to complex business processes. The evolution of BPO models includes both offshore and onshore options across commodity and transformational approaches. Emerging offshore BPO opportunities exist in industries like banking, healthcare, and insurance. Joint ventures are presented as a potential BPO structure that can provide ownership, lower costs, and value creation. Outsourcing and reengineering processes can lead to dramatic performance improvements, as demonstrated by the
The document discusses emerging issues impacting human resources management. It outlines sessions that will discover global trends affecting HRM, describe their impact on organizations, and develop an appreciation for how HRM is changing to support organizational strategy. Globalization, technology, economic changes, workforce diversity, quality management, and talent wars are emerging issues that are changing the role of HRM. HR managers must help organizations adapt to a more global, diverse, and mobile workforce with new skills in a complex environment with pressure to reduce costs.
The document provides an overview of SWOT analysis, a planning tool used to identify an organization's strengths, weaknesses, opportunities, and threats. It defines each component of a SWOT analysis: strengths and weaknesses are internal factors within an organization's control, while opportunities and threats are external factors. Examples are given for each category. The document also discusses how to conduct a SWOT analysis and its potential uses, such as setting objectives, environmental scanning, analyzing strategies, and establishing critical success factors.
The document discusses CARE's strategies for engaging the private sector. It outlines CARE's focus areas in Asia, including engaging workers, value chain distribution, and aggregation. It also discusses CARE's roles and responsibilities, innovation methodology, challenges engaging the private sector, and examples from CARE Vietnam. The overall aim is to contribute to CARE's impact goals through long-term partnerships with the private sector.
Ministry of Justice Transforming Resource Management SFIASFIA User Forum
Transforming resource management
The document discusses challenges with government IT projects, including underfunding, lack of skills, and applications that are too complicated. It notes impatience from the industry due to consistent failures to deliver on time and budget. The document outlines what the Ministry of Justice is doing to address these issues, including assessing skills, reducing reliance on contractors, and taking a systematic approach to skills management. The key is balancing skills within project teams and improving communication between IT professionals and practitioners.
“Dancing with gorillas” is a term used for describing the feeling of startups when they partner with big multinationals (the gorilla). This presentation explores the gorilla’s perspective of partnering with smaller organizations and how they can be made to work
Similar to How Skills Gaps Impact Firm Performance In The Arab World (20)
Tahseen Consulting’s Wes Schwalje on Regulating the Sharing Economy in the Ar...Wesley Schwalje
Tahseen Consulting is honored to have its insights on regulating the emergent sharing economy in the Arab World in the publication’s October issue. Tahseen Consulting’s Chief Operating Officer, Wes Schwalje, spoke with Nikhil Inamdar, a leading voice on key business trends in the region, regarding the evolving role the sharing economy is playing in meeting the region’s youth employment challenge. In a wide-ranging discussion, Schwalje warns of avoiding heavy-handed regulatory approaches that might limit the socio-economic impact pioneering companies in the sharing economy such as Uber and Airbnb can have on the Arab region.
Tahseen Consulting’s Walid Aradi Discusses the Critical Economic Policy Role ...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to contribute its analysis on the economic policy role of the Abu Dhabi Investment Authority to the publication’s November issue. In the article, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on the Abu Dhabi Investment Authority’s role in fiscal policy.
Tahseen Consulting Analysis on Building a Knowledge Economy in the UAE Cited ...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to have its work on developing a knowledge economy in the UAE highlighted in the publication’s November issue.
Tahseen Consulting’s Chief operating Officer, Wes Schwalje, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on how Abu Dhabi can build a knowledge economy. In a wide-ranging discussion, Schwalje discusses the link between the UAE’s knowledge-based economic development strategy and high skill, high wage job creation.
Kingdom of Saudi Arabia Publishing Industry Analysis: Challenges and Opportun...Wesley Schwalje
This study, conducted by Tahseen Consulting, was supported the Saudi Publishers Association’s recent successful bid to gain full membership in the International Publishers Association. Saudi Arabia is the fourth country in the Arab World to achieve full membership in this prestigious international organization which represents publishers’ interests globally. The report comes as Saudi publishers are preparing to attend the 34th Sharjah International Book Fair starting on November 4th.
U.S. News’ article More Arab Women Studying STEM features comments by Tahseen Consulting’s Wes Schwalje on competitions as a mechanism of exposing female students to STEM fields.
The State of Higher Education in the Middle EastWesley Schwalje
This article references a Tahseen Consulting study in which we explored the barriers facing women in entering science, technology, engineering, and mathematics fields in the GCC in an article in Forbes Middle East. The original article is available at http://tahseen.ae/blog/?p=980.
Tahseen Consulting Analysis on Building a Sustainable Economy in the UAE Cite...Wesley Schwalje
When it comes to news on economic trends and policies in the UAE, government and business leaders turn to the Abu Dhabi Council for Economic Development’s Economic Review. Tahseen Consulting is honored to have its work on building sustainable economies in the Arab World highlighted in the publication’s April issue. We have posted the full article below.
Tahseen Consulting’s Chief operating Officer, Wes Schwalje, spoke with representatives from the Abu Dhabi Council for Economic Development regarding his thoughts on the how the concepts of sustainability and knowledge-based economy are evolving into economic policies in the UAE. In a wide-ranging discussion, Schwalje discusses the UAE’s aspirations, its achievements thus far, and potential barriers to progress.
Why Qatar Needs a New Technical Vocational Education and Training Strategy NowWesley Schwalje
Beginning in the late Nineties, Qatar launched a comprehensive set of education reforms to more effectively align its education and training system with its macroeconomic policies aimed at advancing towards a knowledge-based economy. However, technical vocational education and training (TVET) has not been a significant focus of educational reforms.
Director General of Emirates Identity Authority Cites Tahseen Consulting’s Wo...Wesley Schwalje
In his recent paper Open Data: A Paradigm Shift in the Heart of Government Ali M. Al-Khouri, Director General of the Emirates Identity Authority, cited Tahseen Consulting’s work on how social media technologies can be used to increase transparency and openness of Arab governments.
Al-Khouri cites Tahseen Consulting’s white paper An Arab Open Government Maturity Model for Social Media Engagement in explaining the need for governments to reflect joined up policy by reducing data silos. Tahseen Consulting’s social media maturity model challenges previous models of e-government and open government maturity based on the experiences of Western countries by offering region-specific guidance that accounts for the unique governance tradition of Arab public sector entities.
Our Arab government social media maturity model has been cited as a potential model for Korean public sector entities, highlighted by the World Bank as a valuable approach in communicating with Arab youth, and referenced in the World Wide Web Foundation’s Open Data Barometer.
Tahseen Consulting’s Wes Schwalje Leads Panel on Female Retention in the GCC ...Wesley Schwalje
Schwalje outlines 5 key challenges that GCC countries must overcome to keep women in the labor force
One of the most widely reported challenges that GCC countries and companies now face is the retention of highly qualified female employees. Retention can be particularly problematic as women try to strike a balance between familial responsibilities and succeeding in the workplace. Schwalje asked the panel to reflect on five key challenges: overcoming social perceptions about occupations traditionally dominated by males, implementing female-friendly workplace policies, enabling work-life balance, developing family-friendly facilities, and articulating clear career trajectories for women.
Panel members included Khawla Al Mehairi, Vice President of Marketing and Corporate Communication, Dubai Electricity and Water Authority, Khaled Al Khudair, Founder, Glowork, and Deborah Gills, Chief Executive Officer, Catalyst. A copy of Tahseen Consulting’s analysis supporting the criticality of addressing the five panel focus themes is below along a with video that captures Schwalje’s thoughts on the way forward.
Tahseen Consulting’s CEO Sees Strong Potential for Dubai’s Growth as an Islam...Wesley Schwalje
Walid Aradi discusses why Dubai is well positioned to as a financial hub for international Islamic finance
Recently, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with Philip Moore from Emerging Markets regarding his views on the emergence of Dubai as a global Islamic finance center. In a wide-ranging discussion, Aradi explained the competitive factors that Dubai has going for it as well as highlights the negative impact skills shortages and gaps may have on the evolution of the industry in the UAE.
The Knowledge-based Economy and the Arab Dream: What Happened?Wesley Schwalje
Many of the Arab countries may be pursing knowledge-based economic development strategies based on flawed practices from countries perceived to have made successful transitions to knowledge-based economies. Several countries presented as archetypal models of the knowledge-based economy transition face substantial economic development problems, such as record high youth unemployment rates, with tremendous societal implications.
The importation of the knowledge economy concept to the Arab region was accompanied by an emphasis on the welfare of individuals being tied directly to their success in gaining and maintaining higher qualifications and skills which could be sold in the labor market to match high wage employment opportunities expected to be generated by emerging high skill, knowledge-based industries. However, the high wage, high skills jobs associated with knowledge-based industries have not materialized in the region and are increasingly subject to competition from the emergence of low wage, high skill workers in other developing countries.
Tunisian Minister of Foreign Affairs and Former Head of the UN Commission on...Wesley Schwalje
A key challenge to knowledge-based economic development faced by Arab countries is weak innovation systems. We are honored to have had our research on Arab innovation systems cited by Dr. Mongi Hamdi, former Head, Science, Technology, and ICT at UNCTAD and Head of the Secretariat of the United Nations Commission on Science and Technology for Development (now Tunisian Minister of Foreign Affairs) in his address to the Arab Forum for Scientific Research and Sustainable Development.
Tahseen Consulting’s Wes Schwalje Speaks With Forbes Woman Middle East About ...Wesley Schwalje
The document discusses the lack of women working in STEM fields in the GCC and reasons for this disparity. It notes that the majority of female nationals in GCC countries work in the public sector rather than private industries like STEM. Social and cultural norms encourage women to pursue more traditional careers instead of STEM. Early education also influences girls away from STEM by portraying women in non-technical roles. Low numbers of women in STEM can negatively impact economies by reducing the skilled labor pool. GCC countries need to address barriers to increase female enrollment and participation in STEM education and careers.
Tahseen Consulting’s National Skills Formation Governance Model Applied to th...Wesley Schwalje
Tahseen Consulting’s conceptual model for the governance of national workforce skills development systems was recently cited in an analysis of Romania’s lifelong learning system for knowledge-based economic development. The findings from Romania indicate that government interventions are needed to align the education and training system with macroeconomic development as well as resolve issues that discourage individuals from participating in lifelong learning.
Tahseen Consulting’s Research on Knowledge Economies Cited by the Nigerian Fe...Wesley Schwalje
Tahseen Consulting’s research on skills required for knowledge-based development is featured in the below report by the Nigerian Federal Ministry of Science and Technology and the Foundation for Partnership Initiatives in the Niger Delta. The report, entitled Technical Skills Mapping for Accelerated Technology-Based Socioeconomic Development, shows that Nigeria faces many of the same difficulties resource-rich Arab countries face in developing national technical and vocational workforce skills for diversification into knowledge-based industries.
Tahseen Consulting’s Work on Knowledge-based Economies in the Arab Word is Ci...Wesley Schwalje
The United Nations University’s Maastricht Economic and Social Research Institute on Innovation and Technology cited Tahseen Consulting's Wes Schwalje's research on knowledge-based economies in analyzing knowledge transfer in the MENA countries.
Tahseen Consulting Contributes to the 2013 Open Data Barometer Global ReportWesley Schwalje
Tahseen Consulting’s research on open data initiatives in several countries in the Arab World is featured in the first annual Open Data Barometer which explores the spread of open data policy and practice across the world. The report, funded by the Open Data Institute, World Wide Web Foundation, Canada’s International Development Research Centre, and the UK Department for International Development, shows that many of the open data initiatives in the Arab World are lacking.
Tahseen Consulting’s CEO Sees Strong Growth Potential for Local Banks in the ...Wesley Schwalje
Recently, Tahseen Consulting’s Chief Executive Officer, Walid Aradi, spoke with Ryan Harrison from Gulf Business regarding his thoughts on the competitive landscape evolving in the UAE retail and commercial banking sector. In a wide-ranging discussion, Aradi explained some of the reasons why local banks such as Abu Dhabi Commercial Bank, Emirates NBD, Mashreq, and First Gulf bank have been performing well while internationals have been downsizing their operations.
Women Wanted: Attracting Women to Technical Fields in QatarWesley Schwalje
Over the past several decades Qatar has dramatically reformed its education and training system to align it with macroeconomic policies aimed at advancing towards a knowledge-based economy. However, technical vocational education and training (TVET) has not been a significant focus of educational reform. Though the need for a technically trained labor force was recognized by policy makers in Qatar as early as the 1940s when Qatar began exporting oil, dedicated TVET institutions began to emerge only in the late 1990s with establishment of several postsecondary institutions, two secondary institutions for boys, government-run training academies, and the emergence of a private training market.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How Skills Gaps Impact Firm Performance In The Arab World
1. How Skills Gaps Impact Firm
Performance in the Arab World
About Us
Tahseen Consulting is an advisor
on strategic and organizational
issues facing governments, social
sector institutions, and
corporations in the Arab World.
You can read more about our
capabilities at tahseen.ae
▲
Public Sector The operational impacts of skills gaps on Arab companies
Social Sector
Corporate Responsibility
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of Tahseen Consulting is strictly prohibited www.tahseen.ae
2. Agenda Overview
• Factors affecting demand for skilled labor
1 Prevalence of • Global prevalence of skills gaps
Skills Gaps • Presence of skills gaps in the Arab World
• What international experience tells us about the impact of
2 Impact on Firm
skills gaps on private sector firm performance
Performance
• Impact of economic growth on skills
Causes of • The case for government intervention in skills formation
3
Skills Gaps
• Skills ecosystem approach to structuring a proactive response
Reducing • Systemic inefficiencies may stall knowledge-based economic development
4 • Policy responses to reducing skills gaps based on international experience
Skills Gaps
Abstract
In the Arab World there is a poor match between regional human capital and the skills demanded by employers with many firms expressing concern that they face
internal employee skills deficiencies that limit performance, a phenomenon that has been popularly labeled as a “skills gap.” Many countries in the Arab World rank
amongst the countries facing the most severe skills gaps in the world. While several surveys in the Arab World have identified soft skills and more basic employability
skills lacking in the workforce, there is a large empirical absence, both globally and in the Arab World, of studies regarding the impact of skills gaps on firm-level
performance. This analysis will attempt to apply empirically driven international research to the case of the Arab World to determine the operational impacts of skills
gaps on Arab companies. With the belief that companies and governments require more rigorous empirical evidence to translate management research into practices
that solve organizational problems, the paper will conclude with suggestions on proactive strategies to close labor skills gaps to increase the competitiveness of key
industries which face skills gaps.
2
3. Expanding trade, technological change, and changing forms of work
organization have increased the relative demand for skilled workers globally
Expanding International Trade
1 • Trade has increased dramatically
• Globalization increases the importance of
skills rather than resources
• Trade-induced flow of employees from
importing, low skill, labor intensive
4 industries, to higher skill, export industries 2
Other factors Skill-biased
• Decline in unionization Technological Change
• Tinbergen’s Race: • Pairing skilled workers
demand and supply of with capital raises
different grades of labor Increasing Global productivity
governed by trade and Demand for Skilled Labor • Globalization led to
technical progress massive investment
• FDI
• Countries adopting
technology from abroad
Evolving Forms of Work Organization
3 • Firms embracing decentralized decision
making, less hierarchy, and autonomy
• Communication, decision making, social
and problem solving skills are needed in
addition to technical skills
Source: Shankar, R. and A. Shah (2001), David H. Autor (1998), Ashton, D., F. Green, et al. (1999), Ashton, D. N. and J. Sung (2002) | 3
4. These conclusions are supported by macroeconomic data showing the growth
of skilled workers globally, international trade, and investment in fixed capital
Evolution of Skilled Versus Unskilled Work Trade as a % of Global Domestic Product Gross Fixed Capital Formation
Number of workers in millions Exports and imports as a % Glob. Dom. Prod. Investment in fixed capital in trillions
1,000 60 3,000
Investment in
900 950 960 960 58
920 fixed capital assets 2,715
891 2,500
800 56 Trade Growth 57 by enterprises,
57 2,4432,415
790 2% CAGR government and
700 741 Skilled Workers 2,223
54 2,000 households
600 653
6% CAGR 54 10% CAGR 1,928
52
500 1,500 1,639
52
50
400 457 1,358
420 Unskilled Workers 1,192
48 49 1,000
300 49 49
-.38% CAGR 48 1,041
928
200 46
500
100 155 160 138 146 177 171 171 44
131 126
102
0 42 0
1999 00 01 02 03 04 05 06 07 2008 2000 01 02 03 04 05 06 2007 2000 01 02 03 04 05 06 07 08 2009
Source: International Labor Organization, World Bank | 4
5. In many countries, evidence points to an unmet quantitative demand for highly
skilled workers, known as a “skills shortage,” as well as “skills gaps” in which
firms face qualitative internal skills deficiencies that limit performance
Skills Gaps Skills Shortage
Skill Shortage
Skills Gap
Desired
Quantity of
Internal
Workers
Workforce
Current With a Quantity of
Skill Level
Internal Particular Workers
Workforce Skill With a
Skill Level Required Particular
Skill
Available
• Employers feel that their existing workforce has inadequate • Genuine lack of adequately skilled individuals available
skill types/levels to meet their business objectives in the labor market with the type of skill being sought
• New entrants to the labor market trained and qualified for • Employers unable to recruit staff with the skills they
occupations but still lack a variety of the skills required are looking for at the going rate of pay
5
| 5
6. Skills gaps are globally widespread with the Arab World, Latin American and
Caribbean, and the Eurasian regions indicating the highest incidence
Skills gaps are globally prevalent … … and appear to be getting worse
Prevalence of Skills Gaps by Region
% of firms indicating they face a major or very severe skills gap
The World Bank Enterprise Survey, a global
survey of firms with more than five
15.01%
24% employees in the manufacturing and services
23.98% sectors, indicates skills gaps are globally
becoming a more frequent phenomena:
16.50%
• Of 43,705 companies surveyed in 99 countries
from 2006-2009, 26.7% indicated that a skills gap
20.29% is either a major or severe obstacle to the current
17.81% operations of their business
19.65% • Of 66,000 firms surveyed in 143 counties from
2002-2005, 14% of firms responded this way
Middle East and North Africa Latin america and the Carribean • This represents a nearly 90% increase in firms
Europe and Central Asia Africa indicating that they face a skills gap
East Asia and the Pacific South Asia
Source: Author’s calculations from the World Bank Enterprise Survey | 6
7. Synthesizing data from the World Bank and regional reports, many of the Arab
countries rank extremely high on a global ranking of skills gaps prevalence
% of Total Firms Suveyed % of Total Firms Suveyed % of Total Firms Suveyed
Rank Country and Survey Year Which Have a Major or Rank Country and Survey Year Which Have a Major or Rank Country and Survey Year Which Have a Major or
Very Severe Skills Gap Very Severe Skills Gap Very Severe Skills Gap
1 Brazil 2009 73.03% 42 Oman 2007 MBRF 33.00% 83 Angola 2006 20.00%
2 Kuwait 2007 MBRF 68.00% 43 Chile 2006 32.06% 84 Bangladesh 2002 19.83%
3 Egypt 2007 MBRF 66.00% 44 Uzbekistan 2008 31.97% 85 Tanzania 2006 18.38%
4 Chad 2009 57.33% 45 Peru 2006 31.33% 86 Lebanon 2007 MBRF 18.00%
5 Belarus 2008 55.31% 46 China 2002 30.73% 87 Timor Leste 2009 18.00%
6 CapeVerde 2009 53.85% 47 Dominican Republic 2005 30.67% 88 Mongolia 2009 17.96%
7 Saudi Arabia 2007 MBRF 53.00% 48 Estonia 2009 30.40% 89 Mozambique 2007 17.95%
8 UAE 2007 MBRF 51% 49 Tunisia 2007 MBRF 30.00% 90 Afghanistan 2008 17.94%
9 Kazakhstan 2009 50.18% 50 Malawi 2009 30.00% 91 Ethiopia 2002 17.90%
10 Russia 2009 48.90% 51 Thailand 2004 29.96% 92 Serbia 2009 17.78%
11 Argentina 2006 48.35% 52 Egypt 2004 29.80% 93 Togo 2009 17.42%
12 Morocco 2007 MBRF 47.00% 53 Kyrgyz Republic 2009 29.36% 94 Sierra Leone 2009 17.33%
13 Romania 2009 46.21% 54 Guatemala 2006 29.31% 95 Lesotho 2009 17.22%
14 Algeria 2007 MBRF 45.00% 55 Vanuatu 2009 28.91% 96 Bhutan 2009 17.20%
15 Mauritius 2009 44.97% 56 Yemen 2010 28.72% 97 Ireland 2005 15.63%
16 Micronesia 2009 44.12% 57 Kenya 2003 27.64% 98 Fiji 2009 15.24%
17 Ukraine 2008 43.48% 58 Slovak Republic 2009 27.64% 99 Mexico 2006 15.14%
18 Lithuania 2009 43.12% 59 Samoa 2009 27.52% 100 Dem. Rep. of Congo 2006 14.71%
19 Moldova 2009 42.98% 60 Venezuela 2006 27.40% 101 Madagascar 2009 14.61%
20 Tonga 2009 42.67% 61 El Salvador 2006 27.27% 102 India 2006 14.47%
21 Latvia 2009 41.70% 62 Georgia 2008 27.08% 103 Kosovo 2009 14.44%
22 Jamaica 2005 41.57% 63 Turkey 2008 26.82% 104 Nicaragua 2006 14.44%
23 Gabon 2009 41.34% 64 Bolivia 2006 26.26% 105 Panama 2006 14.24%
24 Congo 2009 40.40% 65 Algeria 2002 25.47% 106 Macedonia 2009 14.21%
25 Guyana 2004 40.37% 66 Honduras 2006 25.46% 107 Burundi 2006 14.07%
26 Bahrain 2007 MBRF 40.00% 67 Colombia 2006 25.40% 108 Spain 2005 13.81%
27 Niger 2009 38.67% 68 Benin 2009 25.33% 109 CostaRica 2005 13.41%
28 Lebanon 2006 37.96% 69 Czech Republic 2009 25.20% 110 Swaziland 2006 13.36%
29 Jordan 2007 MBRF 37.00% 70 Laos 2009 25.00% 111 Liberia 2009 13.33%
30 Syria 2003 36.33% 71 Malaysia 2002 25.00% 112 Guinea Bissau 2006 13.21%
31 Paraguay 2006 36.22% 72 Armenia 2009 24.06% 113 Slovenia 2009 13.04%
32 BurkinaFaso 2009 35.79% 73 Namibia 2006 23.71% 114 Pakistan 2002 12.76%
33 Zambia 2002 35.75% 74 Uruguay 2006 23.51% 115 Guinea 2006 12.56%
34 Cameroon 2009 35.26% 75 Botswana 2006 22.22% 116 Peru 2002 12.48%
35 Qatar 2007 MBRF 35.00% 76 Mauritania 2006 22.03% 117 Portugal 2005 12.39%
36 Tajikistan 2008 35.00% 77 Croatia 2007 21.64% 118 Azerbaijan 2009 12.37%
37 Oman 2003 34.63% 78 SriLanka 2004 21.33% 119 Gambia 2006 11.49%
38 Poland 2009 34.51% 79 Morocco 2004 21.06% 120 Montenegro 2009 11.21%
39 Albania 2007 33.88% 80 Mali 2003 20.78% 121 Albania 2005 10.45%
40 Ecuador 2006 33.13% 81 Bosnia and Herzegovina 2009 20.50% 122 Rwanda 2006 10.38%
41 Ivory Coast 2009 32.32% 82 Bulgaria 2009 20.14% 123 Uganda 2006 9.24%
*Footnote: Data are from two sources and caution must be used in interpretation and comparison Data Source: MBRF-PWC Report World bank Enterprise Survey
Source: Author’s calculations from the World Bank Enterprise Survey
| 7
8. Agenda Overview
1 Prevalence of
Skills Gaps
• What international experience tells us about the impact of
2 Impact on Firm
skills gaps on private sector firm performance
Performance
3 Causes of
Skills Gaps
4 Reducing
Skills Gaps
9. International studies show skills gaps have a significant negative impact on
productivity, capital investment, and R&D
Effect of Higher
Industry, Product Type, Effect of Skills
Effect of Skills Gaps on Productivity Capacity Utilization, Innovation Gap
Educational
Qualifications
22.8% less
Produced quality product/service
• A significant negative impact on productive
51% less
productivity depending upon the Producing considerably below capacity
productive
industry, product type, level of •Text
Leads in developing 5% more
innovation, and capacity utilization Products/Processes productive
Manufacture of leather and leather 39.5% less 20% less
• Dampen productivity in capital intensive products productive productive
Manufacture of Fabricated Metal
industries as well as labor intensive 36.7% less 9.1% less
Products, Except Machinery and
productive productive
Equipment
• Lead to underutilization of capital, with Manufacture of Machinery and 49.9% less
firms operating below full capacity Equipment Not Elsewhere Classified productive
Manufacture of Office Machinery and 27.5% less
• Global competitiveness suffers due to Computers industry
Manufacture of Rubber and Plastic
productive
38.6% less
lower productivity – For example, in the Products productive
UK, foreign owned plants have higher Manufacture of Wearing Apparel; 10.2% more
levels of productivity than British owned: Dressing and Dyeing of Fur industry productive
US-owned plants are 15% more Manufacture of Wood and Products of
Wood and Cork, Except Furniture; 13.7% more
productive; other foreign owned plants
Manufacture of Articles of Straw and productive
are 14% Plaiting Materials
Manufacture of Motor Vehicles, 8.1% less
• Reduce incentives to invest in capital Trailers and Semi-trailers productive
and R&D due to complementarities Manufacture of Machinery and 9.7% less
between skilled labor and capital Equipment Not Elsewhere Classified productive
16% less
Manufacture of Tobacco Products
productive
Source: (Harris, Li et al. 2006) 9 | 9
10. Agenda Overview
1 Prevalence of
Skills Gaps
2 Impact on Firm
Performance
• Impact of economic growth on skills
Causes of • The case for government intervention in skills formation
3
Skills Gaps
4 Reducing
Skills Gaps
11. This conclusion is further supported by rampant market failures observed
internationally that lead to underinvestment in human capital
Source of
Market Failure Key Areas of Failure
Poor
1 • Poor macroeconomic policy and unfavorable business environments: Technical skills accumulation requires sound macroeconomic
management, high rates of investment, outward looking trade regimes, and open domestic markets
Macroeconomic
Policy • Misalignment of education and training system with economic development: The education and training system and policies must
be aligned with industrial needs
• Overreliance on foreign direct investment and foreign technology: FDI cannot solely drive the industrial sector; Skills and
capabilities of domestic competing and supplier firms must be upgraded as well
Insufficient
2 • Externalities - The benefits of training investments may accrue to other parties
Individual • Information gaps and uncertainty: Individuals may not know the future value of skills investments, the return on particular skills,
Investment and future skills needs
• Risk aversion: Individuals may prefer more certain short term returns to available jobs
• Lack of certification of skills acquired during enterprise training: This makes the investment in such training less attractive, since its
value to other firms is reduced.
• Capital market deficiencies: Individuals may not be able to finance their learning costs and foregone earnings, because capital
markets lack the information and monitoring capacity
• Labor market rigidities: Artificially compressed wage scales; unions or minimum wage legislation that raise wages above the market
level, low employer demand for skilled labor; when pay and status are not linked to the attainment of qualifications may reduce the
incentives of workers to invest in their own training (Research 1996)
Source: (Acemoglu and Pischke 1996; Research 1996; Lall 1999; Ziderman 2003)
| 11
12. Sources of
Market Failure Key Areas of Failure
Education and
3 • Supply-Demand Informational Gaps: Lack of information on current and future skill trends in industry and demands from students
due to rapid technical and organizational change or government industrial policy
Training System
Misalignment • Insufficient Funding: Capital market deficiencies in raising the funding for better standards
• Prohibitive Costs: High costs of educational services provided
• Low Teaching Standards and Curricula Irrelevancy: In the public sector training institutions, danger of bureaucratic and rigid
management, poor remuneration and inadequate incentives for trainers, lack of interaction with the market, and low standards
leading to irrelevant curricula, poor teaching and equipment, and an emphasis on abstract rather than practical training
• Lack of Quality Standards: In the private sector system, risks of variable and unsatisfactory standards in the absence of effective
monitoring
4 • Inadequately educated workforce: Low absorptive capacity by poorly educated workers
Failure of Firms
to Invest in
• Inadequately educated management: Low educational qualifications on the part of employers and managers who underestimate
Workforce the returns to training
• Informational gaps to calculate training returns: Lack of appreciation of or information on the benefits of training, latest
technology, and skills in relevant activities
• Lack of training capacity and needs assessment: Lack of training materials or teachers in-house or Inability to form efficient training
programs in line with changing skill and technology needs
• Lack of private training providers: Lack of specialized institutions to provide appropriate training at reasonable cost or lack of
interactions between these institutions and enterprises
• Cost Constraints: Lack of finance to cover costs of training.
• Externalities: If trainees are likely to leave for better-paid jobs after training, a bias towards providing training in specific, non-
transferrable skills or decreased levels of training emerges (Acemoglu and Pischke 1996)
• Low-skill production methods supported by poor economic policy: Lack of technological upgrading, with enterprises content to
stay with existing technologies, equipment, and skill levels exacerbated by policy that stifles competition and exposure to markets
| 12
13. In the Arab World, for example, higher education is facing several challenges
starting from its underlying environment through to supply and consumption
Education – Key Findings
Consumption and
Environment, Funding and Institutions
Related Beneficiaries
Infrastructure (Education Supply)
(Education Demand)
Big spenders on education in order of magnitude: Universities account for at least 86% of the total More females than males are enrolled in higher
Jordan, Saudi Arabia, Tunisia, and Morocco number of students in higher education education; Only five countries in the Arab World
have more male students
Avg. regional expenditure per student is US$ 2,444, Teaching is didactic, with no emphasis on students Education is more developed in Jordan, Lebanon,
OECD countries average US$ 14,027 per student becoming independent learner and critical thinkers Libya, and the Palestinian Territories, where
enrollment is near 40% or above
Many universities do not have sufficient Universities that teach in Arabic have limited
institutional resources for teaching and research choices regarding texts and other teaching material The higher the degree level, the larger the
proportion who study abroad: 5.7% at the BA level,
Current system does not reward faculty 13.0% at the MA level, and 34.4% at the Ph.D. level
Centralized educational systems are organized to
performance and full time engagement in
facilitate expansion rather than performance-
academia The bigger education spenders in the region have
oriented systems with emphasis on quality
higher quality domestic labor markets
Arab scholarly, scientific, and professional
Governments lack experience in policy and strategy organizations operate at a low level of activity Few partnerships between the private sector and
development as well as in planning and
education institutions which produce graduates
management of higher education systems Institutions rely on faculty members educated
with new and adaptable skills and who possess the
abroad to enrich the education scene with a variety
ability to continuously upgrade their skills
Leaders require accurate data to compare of intellectual background and educational
institutions, promote more informed decision practices
There have been attempts to link higher education
making about programs, and formulate policies
100,000 faculty members in institutions of higher to development and social issues but they center
education; 60% of them have PhDs; (40%) have on public awareness campaigns rather than on key
Profit-oriented, private institutions are not
M.A.’s, but only a few (15.5% of both groups) hold changes in the curriculum or the community
adequately accommodated in educational policy
professorial titles
and there are no governmental quality standards
Legend
Favorable Satisfactory Unsatisfactory
Source: Author’s analysis
| 13
14. Similarly, many of the features necessary for an innovation system typical of
knowledge-based economies in high and medium income countries is lacking
Funds to bring
Commercialization
Research Funds research to
Research Funds
Development and consumers Research Consumers
Institutions
Product Prototype Linkages to bring (Demand)
(Supply) Commercialization
Research Linkages research to
Linkages
consumers
Research
Corporate funds Corporate R&D Entrepreneurs
Consumers
IP developers
Seed VC, Angels Corporations • Academics and
Universities Researchers
Professional
Corporate R&D Industrial Funds
Societies • Business
National labs Technology
transfer agencies Community
Entrepreneurs SME’s
• Government
Govt. SciTech Tech. transfer
bodies funds • The Public
Govt. departments Late VC, PE • Press
Science
foundations To bridge this lack of infrastructure,
several Arab countries have
launched industry clustering
Status initiatives. Examples include
Dubaiotech and the Qatar Science
Missing Weak Existing and Technology Park.
Source: Adapted from DDIA R&D White Paper, 2004
| 14
15. In addition to market failures and changing skills demands, public budgets,
demographics, and skilling previous disadvantaged groups are key challenges
to high skill, knowledge-based economic development in the Arab World
Market Failures
E&T systems failing to keep up
with macroeconomic forces
Government budgets ↓
High skill,
innovation-based,
knowledge
economy
Demographic change and high
population growth rates
Lack of skills of disadvantaged groups
| 15
16. Agenda Overview
1 Prevalence of
Skills Gaps
2 Impact on Firm
Performance
3 Causes of
Skills Gaps
• Skills ecosystem approach to structuring a proactive response
Reducing • Systemic inefficiencies may stall knowledge-based economic development
4 • Policy responses to reducing skills gaps based on international experience
Skills Gaps
17. The skills ecosystem model, based on high skills environments such as Silicon
Valley, provides a useful conceptual and theoretical framework to summarize
the enabling factors and institutional players involved in skills formation
High skill ecosystem that supports
competitive advantage, innovation,
and high wages
Education and Firms Governments Individuals
Training Providers
Key Role Key Role Key Role
Key Role See comparative advantage Vocational Education and Invest in skills because
Responsive delivery at all levels through addressing skill Training, employment, and rewarding career
that individuals and employers development and business industry policies that support opportunities are available
value performance to generate high skills strategy
innovation and growth
Typical Stakeholders Typical Stakeholders
•Universities/schools Typical Stakeholders • Training policy bodies
•Training Organizations • A network of enterprises • Development agencies
•Industry forums/bodies • Industry bodies and unions • Sector-specific agencies
•Material/equipment suppliers • Supply chains • Local government
•Technical/industry experts • Regional clusters/networks
•Research Centres
•Centres of Excellence
Source: Adapted from (Windsor and Alcorso 2008)
| 17
18. Many countries in the Arab World are reaching the high skills equilibrium,
knowledge-based economic stage; yet many are at intermediate stages
10
High Skills Equilibrium
United Kingdom Germany
9 Ireland
Employer Demand for higher, knowledge-intensive
Estonia • Strong demand for high level skills
High
Spain
Czech Republic Hungary • Skills formulation institutions and the
Lithuania Korea, Rep.
8 Latvia Portugal enabling environment work in tandem
Knowledge Economy Index Ranking)
Slovak Republic Greece • Knowledge-based economies with
skills (as proxied by the World Bank
Poland Croatia
Chile Bulgaria lower levels of skills gaps
7 United Arab Emirates Qatar
Romania Uruguay
Bahrain Malaysia Costa Rica
Kuwait
6 Brazil Serbia
Russia Turkey
Medium
Saudi Arabia Jordan Oman Mexico Africa
South
Belarus Very little research in
5 Colombia Lebanon this area despite the massive
China growth in these countries
Egypt Tunisia Sri Lanka Philippines
Morocco Botswana Azerbaijan
4
Bolivia Vietnam
Cape Verde Indonesia
Syria Honduras
India
Guatemala Swaziland
3 Kenya
Algeria
Senegal
Uganda
Pakistan
Ghana Low Skills Equilibrium
Zambia Yemen Tanzania
Lesotho
Burkina
2 Nepal • Employers face few skill gaps in a
Low
Faso Mozambique Cambodia
Bangladesh
Ethiopia Eritrea predominantly low skilled workforce
Rwanda
Guinea
• Little incentive to participate in
1 education and training and raise
qualification levels and aspirations
0
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
Low Medium High
% of firms with sufficient internal skills levels
(1- % of firms reporting major or very severe skills gaps)
| 18
19. International experience suggests several policy options for intervention in
training markets Policy Options
Government Government
Reason for Intervention Subsidy of Training Provision of Training Complementary Policies
Externalities None
Property rights (employer Levy-grant schemes
fear of poaching)
Market imperfections Deal with sources of
(economic and social imperfections if
policy distortion) politically possible
Inadequate Firm-based Build firm training
training capacity; levy-grant
schemes
Weak private training Build up private training
provision capacity
Create equal opportunity Reduce subsidies to
trainees' peers, selective
scholarships
Disadvantaged groups Targeted training
subsidies;
employment creation;
Source: Ziderman (2003) income redistribution
| 19
20. Traditional theories of skill formation provide some prescriptive guidance for
human capital development shedding light on how skills gaps can occur but
fall short due to challenges and changes brought on by macroeconomic forces
Theories Key Arguments/Approaches Takeaways
• Look at effective institutional • High skills production systems are
architecture and ways in which associated with competitiveness and
Educationalist
education and training is strong economies; but low skills
delivered alternatives may be necessary given
constraints
• Education and training are investments • Sufficiently high levels of general
• Individuals/firms respond to individual incentives education are required by the workforce
Economics and optimization to determine training for higher skill production
• When examining a country’s training system must
look at level of general education, how much of • Effective institutions are key elements of
skills formation occurs in firms, regulation and skills formation systems
regulatory institutions
• There is no one ideal national education
• Education provision, and training system ; forms are shaped by
organizational structure,
Sociological social, historical, and cultural, and
industrial relations, and class organizational factors, as well as level of
structure shape skills formation economic development
• Policies and institutions combine • Without sufficient systemic incentives or in
to create high skills systems the presence of labor market constraints
Political Science both individuals and firms underinvest in
education and training
Source: Author’s analysis, (Ashton and Green 1996)
| 20
21. Human capital requirements increase as countries develop, as industry
structures become more diversified and competitiveness oriented, and as
firms move from smaller patriarchal family structures to larger size firms
Economic Development Phase and Key Government Economic Firm-level Competitive Environment
Source of Competitiveness Policy Priorities and Innovation Capacity Education and Training Priorities
Middle Income Countries • Improvements in • Export manufacturing and • Universal secondary education for literacy
• Investment-driven growth infrastructure outsourced service exports and numeracy, language, mathematics,
• High quality, technologically • Regulatory enablers of high value added goods and science skills
advanced, flexible (customs, taxation, and services • Deepened vocational and technical
production using imported company law) to allow • Technology/designs still education for post-secondary technicians
technology global integration imported through licensing, • Life-long learning
• Attraction of foreign capital • Reduction of red tape and JVs, FDI, and imitation • Enterprise-based training for SMEs
and technology to support improved the legal system • Companies extend • Private training provision
economic growth • Development of local capabilities more widely in • Develop managerial capacity
financial markets the value chain • Strengthened training authority to
administer skills development funds
High income transition requires direct government involvement in fostering a high rate of innovation, through public as well as private investments in research and
development, higher education, and improved capital markets and regulatory systems that support the start-up of high-technology enterprises.
High Income Countries • Emergence of world-class • Companies innovate at the • Highly developed education with high
• Innovation-driven growth research institutions world technology frontier, rates of science-based learning in general
• High rate of innovation, • Dynamic R&D) sector develop unique product education
adaptation, and linking higher education designs, sell globally • Technical education in engineering
commercialization of new and innovative firms • Low reliance on foreign specializations
technologies • Venture capital availability technology • Occupation-specific training provided
• Production of innovative • Improving supply of • Decentralized and flexible privately, either within enterprises or
products and services scientists and engineers organizational structures through trainee-financed private training
• Knowledge-based • Sophisticated demand providers
economies that generate conditions and intense • Complete professionalization of
technological innovation local competition management with a break from family
orientation
Source: (Porter, Sachs et al. 2002), (Bank 2004)
| 21
22. • For Further Information About This للمزيد من المعلومات عن هذا العرض التقديمي •
Presentation
للحصول على العرض التقديمي الكامل لهذا العرض التقديمي
To get a copy of the full presentation or to يرجى االتصال بـ ويزلي شوالييه على العنوان
discuss the findings, please contact Wes wes.schwalje@tahseen.ae
Schwalje wes.schwalje@tahseen.ae
• لالستفسار عن خدماتنا ولعرض أفكاركم علينا
• For Inquiries About Our Services and
Requests for Proposals لالستفسار عن خدماتنا أو عرض أفكاركم علينا يرجى االتصال
بنا عبر اإلنترنت باستخدام النموذج أدناه أو إرسال بريد إلكتروني
To inquire about our services or submit a request fikra@tahseen.ae إلى
for proposal, please contact us using the online
form or send an e-mail to fikra@tahseen.ae
• بالنسبة للمنظمات التي لديها اهتمام بالدخول في اتفاقيات شراكة
• For Organizations Interested in Alliances وفي تحالفات مع شركة تحسين لالستشارات
We are interested in opportunities where our إننا مهتمون بالفرص التي يمكن من خاللها استخدام مهاراتنا
technical skills and expertise can be used to
وخبراتنا الفنية لتكميل أو لتنويع مهارات وخبرات شركائنا
complement or diversify those of potential ّ
المحتملين بما يمكن من السعي للحصول على تمويل حكومي أو
partners to pursue specific government funding
opportunities, commercial contracts, or RFPs. To
عقود تجارية. لبدء نقاش حول الدخول في تحالف مع شركة
begin a discussion about entering into an alliance تحسين لالستشارات يرجى االتصال بوليد العرادي على العنوان
with Tahseen Consulting, please contact Walid walid.aradi@tahseen.ae
Aradi at walid.aradi@tahseen.ae
• بالنسبة للعاملين في الصحافة أو في وسائل اإلعالم
• For Members of the Press or Media
ّ
لالستفسارات المقدمة من قبل وسائل اإلعالم يرجى االتصال بـ
For media inquiries, please contact Wes Schwalje wes.schwalje@tahseen.ae ويـزلي شـوالييه على العنوان
at wes.schwalje@tahseen.ae