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Career Mobility Itp Conference2011 Final


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Career Mobility Itp Conference2011 Final

  1. 1. Career Mobility: Talent and Career Management Strategy in a Knowledge Based Economy Internationally Trained Professionals Conference June 8th, 2011, Douglas College, New Westminster, BC Prepared by Victoria Pazukha, CHRP, CCDP Principal, Career Mobility GroupCopyright by Victoria Pazukha 2011. All rights reserved
  2. 2. Session Overview KBE forces & characteristics What is… & Why Career Mobility Facts and figures Global labour and HR trends Local labour and HR trends ITP-s : careers and human capital Career Development in organizations Career mobility obstacles & opportunities QuestionsCopyright by Victoria Pazukha 2011. All rights reserved
  3. 3. Knowledge-Based Economy  Knowledge as a tool  Ideas as commodity  Increased number of knowledge workers  Information technology and communications  Enhanced connectivity-knowledge growth & exchange  Globalization of markets and products  Growth of service industries  New organizational structures/policies/practicesCopyright by Victoria Pazukha 2011. All rights reserved
  4. 4. What is Career Mobility The upward or downward mobility in an occupation or the change from one occupation to another. The lateral mobility in an occupation due to business expansion and/or restructuring  Intercompany assignments  Intra company assignments  International assignments The international mobility of an occupation due to globalization, outsourcing & immigration Boundaryless careers and the mobility of knowledge workers Copyright by Victoria Pazukha 2011. All rights reserved
  5. 5. Why Career MobilityExtrinsic Factors Intrinsic Factors Change happens faster  Adaptation to change Globalization & multinationals  Search for competitive positions  Pursuit of a good career match Knowledge transfer & sharing  More focus on work-life balance Integration of product markets  Interest in intellectual challenge Demographics/aging population  Search for personal satisfaction Increased population migration  Desire for reward/recognition Emerged markets and labour force  Connectedness Changing organizational structure  Preference for team work Multigenerational workforce  Search for meaningful workCopyright by Victoria Pazukha 2011. All rights reserved
  6. 6. Facts and figures The average U.S. worker changes careers up to 5-6 times during their lifetime (U.S. Department of Labor) 10 percent of the work force switches jobs every year (Labor Statistic, Henkoff, 1996) Majority of employers report skilled workers shortages ( The War for Talent Research Mc Kinsey, 1997, 2001, 2007) Increased number of knowledge workers and migration for high paying jobs Increased number of educated „new entrants‟ - 2006 college graduates - 1.65 Million in US, 3.1 million in India, 3.3 million in China Global competition for talent is on the rise - Canada attracts around 250,000 immigrants per year and competes for talent with U.S., Australia, New Zealand and other countriesCopyright by Victoria Pazukha 2011. All rights reserved
  7. 7. World’s foreign born population Migrants per region Source: BBC News Copyright by Victoria Pazukha 2011. All rights reserved
  8. 8. Facts and figures 1 in 5 people in Canada is an immigrant - 19.8% of the total population 1991 - 2006 the proportion of male immigrants with a university degree in jobs with low educational requirements increased from 12% to 21% for established immigrants, while the proportion remained stable at about 10% for native-born men. 1991 - 2006, the proportion of established female immigrants with a university degree in jobs with low educational requirements increased more modestly from 24% to 29%, while remaining stable at around 12% for native-born women. For recent immigrants, the proportion of university graduates in low- skill jobs increased between 1991 and 2006: 25% for men and ~ 40% for women(Canada Census, 2006)Copyright by Victoria Pazukha 2011. All rights reserved
  9. 9. Foreign and foreign-born labour force, 2001Source: BBC News, by Victoria Pazukha 2011. All rights reserved
  10. 10. Global labour and HR trends The War for Talent never ended  Demographics, globalization, the rise of the knowledge worker Expansion into new international markets  Executives that are able to work abroad  Talented local people Gen Y challenges (born after 1980)  12% of US workforce  Employment demands and expectations  Interprovincial migration Knowledge workers  The fastest growing talent pool in most organizations  Create up to 3 times more profit than other employees  Their work requires minimum oversight Emerging markets & a surplus of young talent – Solution or Challenge?  Wide variation in suitability ( see Table)Copyright by Victoria Pazukha 2011. All rights reserved
  11. 11. Engineer Finance Generalist Hungary 50 50 30 Central and Czech Republic 50 40 20Eastern Europe Poland 50 30 15 Russia 10 20 10 Malaysia 35 25 20 Asia India 25 15 10 Philippines 20 30 25 China 10 15 3 Mexico 20 25 11Latin America Brazil 13 13 8 The Talent Challenge % of candidates considered suitable for hire Source: Interview with HR Managers, Hr Agencies and Heads of Global Resourcing Centres, McKinsey Global Institute analysis Copyright by Victoria Pazukha 2011. All rights reserved
  12. 12. Canada labour and HR trends Current and future labour market shortages (national level)  Occupations under demand: health sector, management occupations, oil and gas sector, some trades occupations, IT, science and technology Growing numbers of retirement opening up many jobs  2 of every 3 job opening on average Most shortages are expected to persist over the next 10 years Challenges to increase supply for shortage  Sources: unemployed, college grads, immigrants  Growth of a knowledge-based economy Labour surplus  Mainly low-skilled occupations specific to primary sector and to processing, manufacturing and utilities Balance of labour demand/supply, but shortage of broad skill level 2/3 of all job openings over the next 10 years will be in occupations requiring a post Uncertainties of labour markets  Better LMI on future shortages  Greater responsiveness of the post-secondary education  Better allocation of existing human resources (career mobility, re-training, re-deployment, immigrant integration) Source: Statistic Canada by Victoria Pazukha 2011. All rights reserved
  13. 13. Source Statistics Canada:Annual factors of demographic growth, 1971/1972 to 2009/2010, CanadaCopyright by Victoria Pazukha 2011. All rights reserved
  14. 14. Immigration PatternsSource: Citizenship and Immigration Canada. Fact and Figures. 2002. Immigration Overview.Copyright by Victoria Pazukha 2011. All rights reserved
  15. 15. Immigrant population across countriesCopyright by Victoria Pazukha 2011. All rights reserved
  16. 16. ITP-s : career successINPUT OUTPUT Higher level of education  Less value for local market Range of global experience  “transition penalty” Mobility across country and  Stress related outcomes in organizational borders achieving career success Face major life and career  Often underemployed changes  Often focus on acquiring Alter and internationalize labour additional human capital pool  Subjective vs. objective career Able to integrate and leverage the and career success international expertise, language knowledge and global networks  Some level of disintegration Motivation and desire to succeed  Lack of “belonging” feelingCopyright by Victoria Pazukha 2011. All rights reserved
  17. 17. ITP- s : stock and flow of human capital Stock component:  Credentials, KSA-s at a certain point in time  Not valued, not recognized Flow component:  Conscious investment in training and development of new competencies  Increases chances for career success Employers’ role in increasing ITP-s human capital:  HR policies and practices that govern training, development, team work, job rotation  Can influence the transition of ITP-s into the new labour market through recruitment, selection, socialization, and other practices  Will invest in ITP-s‟ integration if have relevant HR metrics  Value of international experience by Victoria Pazukha 2011. All rights reserved
  18. 18. ITP-s: career research and findingsMost likely Less likely Older, married with dependants  Work as a union member More than 40% speak at an  Work as a manager unofficial language at home  Get a promotion Have more years of experience  Stay longer with current Work in a smaller organizations employer Work at jobs below their skill level  Be satisfied with current job Earn less  Be satisfied with current pay Be on incentive pay Be on job rotation  Benefit from programs based on teamwork that are generally Benefit more from reward evaluated more subjectively programs that are based on objective performance  Get credits for out of country* Career success of immigrant professional (2) experienceCopyright by Victoria Pazukha 2011. All rights reserved
  19. 19. Career mobility & organizations Workforce management  OLDT  Attraction & Retention  Culture, values, goals  Learning needs/gaps analysis  Succession planning & Talent  Work rotation/skills dev-t management  Change management  Motivation & engagement  Industry CD practices  Productivity & effectiveness  Mentorship/direct/reverse  Individual & organizational goals  Core competencies dev-t  Methods of training & dev-t   Methods of matching skills and HOzPiAhcmEA – rotation people  Employer Branding vZYgD_L2aY – advancement   Effective workforce practices Career pmg/careermobility.shtml  Team/Belonging mobility program  Employee-employer units OrgCopyright by Victoria Pazukha 2011. All rights reserved Employee structure
  20. 20. Career mobilityObstacles Opportunities Professional accreditation  Resourcefulness  Adaptability/Flexibility Local professional  Continuous learning/Innovation standards protection  Productivity Labour mobility laws and  Risk reduction regulations  Business growth  Workforce planning/alignment Assessment & evaluation  _mobility Language competencies  Global competencies mobility.php  Biases ity/Mobility/Mobility.jsp?lang=enCopyright by Victoria Pazukha 2011. All rights reserved
  21. 21. Keys to career mobilitysuccess Positive Attitude  develop a mindset for adapting to change Understand concept of career continuum  develop new skills and competencies Conduct self-assessment  engage in career exploration Continue building strong competencies  technical, business, interpersonal, global Compromise  Making sense of LMI  Plan B Be creative  Strengthen skills in personal branding Seek advice/second opinion/ask for help  build support networkCopyright by Victoria Pazukha 2011. All rights reserved
  22. 22. References1. Surendra Gera(Industry Canada) Samuel A. Laryea (HRSDC) Thitima Songsakul (Industry Canada), “International Mobility of Skilled Labour: Analytical and Empirical Issues, and Research Priorities”, Working Paper 2004 D-01. Skills Research Initiative.2. Tony Fang and Jelena Zikic, Milorad Novicevic, “ Career success of immigrant professionals: stock and flow of their career capital” ,York University, Toronto, Canada, University of Mississippi, USA.3. Matthew Guthridge, Asmus B.Komm, and Emily Lawson, “Making talent a strategic priority”, McKinsey Quarterly, November 20084. Bettina Lankard Brown, “Career Mobility: A Choice or Necessity?” Educational Resources Information Centre, Digest no. 191, 19985., es/labour_market_e/sp_615_10_06/page00.shtmlCopyright by Victoria Pazukha 2011. All rights reserved
  23. 23. Thank You! Questions?Copyright by Victoria Pazukha 2011. All rights reserved